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Case studies Archives - CITI
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Case studies

Tesco had initiated a major business transformation programme which affected all parts of the organisation and all of its 400,000+ staff. Due to the extent and structure of the change and the number of projects involved, within only a few months of initiation a number...

RWE nPower chose CITI to tailor and deliver a suite of project management courses and sponsor briefings with emphasis on driving a consistent, project management based approach to managing outages with a view to minimise of costly downtime....

Remploy needed to modernise its business and improve its project management capability in order to stay profitable and compete. This strategy meant that a significant number of factories would need to be closed - something that Remploy had never done before....

Prudential, with over £500bn under management on behalf of 24 million customers, has significant ongoing change requirements. To meet their business goals, Prudential's IT Division needed to enhance the capability of its project managers. We gave advice on project management accreditation for Prudential....

As a major European investment company with over £200bn of assets under management, there's a lot at stake at M&G across every area of the company’s operations, and they needed to improve sponsor engagement. Effective sponsor engagement is essential to successful project management. ...

With over 10 million customers, Legal & General plc (L&G) is one of the largest, best known and most respected financial services companies in the UK - engaging CITI many times over the years to provide benchmarked change delivery through project, corporate portfolio and programme...

London Heathrow's Capital Delivery Division had a legacy of numerous methodologies for project life cycle assurance and governance. Engagement with one of the 'big four' consultancies hadn't worked, so they came to CITI for expert help for a new project lifecycle....

A division of the bank had identified that some IT projects were becoming too focused on delivery, due to lack of some key skills in the project management community. Project managers were not confident in challenging the business during project initiation and planning and as...

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column][vc_column_text]To implement its challenging strategy of being first choice for travellers, Eurostar needed to focus on the new governance approach and execution of its strategic programme and projects. An essential part of this would be an effective project...

Diageo had a need to overhaul, reorganise and standardise its processes. Developing a value model was a key element of this to differentiate between global processes (identical across all markets), common processes (similar across all markets), and local processes (focused on specific markets)....