Project and programme methodology - a large university Senior management knew that there were fundamental resource issues

in delivering their projects and programmes. Many projects and programmes were months late and, in some cases, had delivered so long after their expected go live date that the business had refused to use them as they had embedded their own workarounds. Customer satisfaction levels were at an all time low and the chief executive had made it clear that the situation had to change or he would change his executive team! Maven assessed all project and programme effort taking place across the organisation and produced a map of projects that stunned senior managers - they had no idea that so many initiatives were underway or planned and that numerous staff were starting work in reaction to demands from the business that they felt unable to turn away, but were then abandoning prior to completion because other more serious projects arose. In response to this passionate reaction Maven created a governance framework for all projects and programmes. This included guidance on when to group projects together into a single programme of work and the senior management responsibility for sponsoring projects and programmes. This governance framework included processes for escalating requests for projects to the appropriate level of seniority so that the senior managers could get visibility of what their resources were doing and what skills and competences were required. At the same time we worked with the resources already impacted by their heavy workload to re-prioritise projects so as to create a communications framework for contacting all project sponsors in the business to explain the delays and what action was being taken to improve project delivery.

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