Late last year, we were commissioned to write a Lessons Learned report on the Network Rail Thameslink programme to enable other organisations to learn from their experiences.
When we commenced work, it became clear that there had been extensive documentation of lessons throughout the lifecycle, but the problem was people weren’t listening.
The challenge therefore was to find a way to communicate the lessons that this amazing programme had faced and how they overcame them and the lessons that others can learn from this experience in a format that could be consumed.
The scale of the assignment has led us to invoke a number of new techniques beyond this case study that enable key individuals to share their passion, pains and gains through the use of videos and workshops to ensure their story would not be lost.
Rather than a formal report, we have created a case study together with supporting videos to communicate the message. This Thameslink case study provides an insight into workings off a major infrastructure programme, and how they in effect developed an approach that has become the second generation of programme management within Network Rail.
Thameslink review case study
In addition to this Case study, we also produced a paper on the challenges in general around lessons learned and knowledge sharing, based on our experiences during this assignment.
Late last year we were commissioned to write a lessons learned report on the Network Rail Thameslink programme to enable other organisations to learn from their experiences.
Once we started work it became clear that there had been extensive documentation of lessons throughout the lifecycle, the problem was that people weren’t listening.
The challenge therefore was find a way to communicate the lessons that this amazing programme had faced and how they overcame them and the lessons that others can learn from this experience in a format that could be consumed.
The scale of the assignment has led us to invoke a number of new techniques beyond this case study that enabled key individuals to share their passion, their pains and gain through the use of videos and workshops to ensure their story wont be lost.
Rather than a formal report, we have created a case study and supporting videos to communicate the message. This Thameslink case study provides an insight into workings off a major infrastructure programme, and how they in effect developed and approach that has become the second generation of programme management within Network Rail.
Thameslink review case study
In addition to this report, we also produced a paper on the challenges in general around lessons learned and knowledge sharing, based on our experiences on this assignment.
Aspire Europe are very pleased to announce the appointment of Chris Moore as our new consulting services director. Chris will be taking on responsibility for the Aspire Accelerate brand, which is primarily focused on advisory and delivery support services to our clients.
Chris has extensive experience in the market after 15 years as a director of CMC Partnership, before that he led WS Atkins IT project management consultancy. For more information on Chris – https://lnkd.in/drU3__s
Rod Sowden, Managing Director, Aspire Europe Ltd said “We believe that we are incredibly fortunate to have attracted Chris, he has exactly the experience that we are looking for to take our delivery support proposition on to the next level in the coming years and he will significantly strengthen our management team”
No organisation can successfully deliver programmes and projects without an effective framework. Our work on developing the maturity model P3M3® and undertaking assessments of over 100 organisations enabled us to review a wide range of processes, guidance and tools that are used across a range of sectors.
- Incomplete frameworks with inadequate lifecycles
- Frameworks that replicate manuals and basic theory but add no value
- Roles and responsibilities that are generic, confusing or conflicting
- Themes, such as risk, that are not connected to the lifecycle or sit in isolation
- Generic role definitions with no application of the responsibilities
- Templates that bear no resemblance to the lifecycle or processes
- Little connection between programme and project management systems
- Portfolio Management frameworks that fail to address balancing priorities
To overcome this we developed our own Align Framework® and offer it as a fully supported package. If you would like to find out more about the Align Framework®, click here
P3M3® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
FACT 1 – In 2011 the UK National Audit Office (NAO) reported that lack of programme and project management skills was one of the major concerns for senior managers.
FACT 2 – Over 250,000 people worldwide are qualified in PRINCE2® and over 50,000 in Managing Successful Programmes MSP®, but when we undertake maturity assessments and assurance reviews, we find organisations don’t actually use the fundamental concepts or processes, basically people are gaining qualifications on subject areas they don’t use.
FACT 3 – Our skills and capability assessments have also highlighted some other alarming statistics, one of which is that 23% of people involved in transformation programmes and projects have no formal qualifications.
If you are interested in more about why organisations fail to extract better value from the training market, why not read our article and paper at delivering better value from training. If you are interested in a broader perspective and wish to fully support your programme and project managers then an Academy model may be right for your organisation, an overview of the key characteristics is provided below.
How we improve your performance through training:
- Corporate Development Programmes – that provide targeted development to improve organisational and individual performance in both the processes and leadership of change (including talent programmes for developing critical communities).
- Competency Framework – that can be adapted for your organisation to help target your training (aligned to the APM Body of Knowledge).
- Competency and Capability Assessment – the process and survey that can profile the current organisation to target your training more effectively.
- Short Courses – a range of off the shelf, customisable topic and role related courses specifically targeted at improving performance. A number have associated vocational qualifications from C4CM.
- I-Learning Courses – we have all the main APM Group qualification courses and a range of topic specific courses that focus on application of the concepts, for example planning. The courses are modularised into over 200 “Knowledge Nuggets”. Which are short sharp sessions covering a specific topic or technique.
- Accredited Qualifications – we can offer the full range of APM, APM Group and C4CM qualifications in face to face events. Result statistics from the APMG exam institute show our average pass rate across all our products and qualification levels is a 97% success rate over the past year
- Align Framework – which provides a portfolio, programme and project framework which provides a self-help knowledge base and just in time guidance for teams. For more information on the Align Framework, click here.
- Community of Practice – which will enable personal development and networking and organisational learning and improvement.
If you are interested contact us at firstname.lastname@example.org or 01275 848099