Programme management

Articles

Spreading the word
Programmes, real programmes that deliver new capability and whose success is measured in delivered change, are not only difficult, they are genuinely complex. Predicting organisational behaviour when it is undertaking a transformational programme is hard. 
Dr Christopher Worsley, CITI
2008

Eurostar High Speed 1 programme - six critical areas of success
HIGH SPEED 1 is the UK's first high-speed rail line linking London to the European network - it is also the first new British railway in 100 years and is the UK's largest ever single construction project. 
Elaine Davies, Eurostar programme office manager & Jane Marshall-Nichols, CITI 
2007

Safe in their hands 
Programme manager profiling is still in its infancy. Our early studies carried out on 154 successful programme managers have been indicative, but one thing is clear the level of variation in the population of successful programme managers is much greater than in successful project managers. 
Dr Christopher Worsley, CITI 
2004

Fast–starting programmes 
Two classic observations made by project and programme evaluators in the relative calm of the post implementation review are that project objectives (the vision for a project or programme) are not clearly stated with sufficient clarity, and that project start up is too slow! 
Dr Christopher Worsley, CITI 
2002

White papers

Programme management competencies 
Programme managers are different. CITI has been profiling project managers at middle and senior levels for over fifteen years. Our database of skills, knowledge and experience is unique with some thousand of project managers profiled. Two years ago we started to look more closely at the role of programme manager. 
Louise Worsley, CITI 
2003