Programme management consultancy.

Integrated planning that survives contact with reality

A programme plan that cannot absorb change is a plan that will be abandoned within a quarter. We build integrated plans that expose critical path, cross-workstream dependencies and resource contention early enough to do something about them — and we re-baseline honestly when the facts change rather than defending an out-of-date schedule.

Dependency management is where most large programmes quietly lose time. We map dependencies explicitly, assign both sides an owner, and track them with the same rigour applied to risks. When a supplier slips, the impact on the critical path is known the same week, not at the next quarterly review.

Governance that speeds delivery up

Good governance is not more meetings. It is fewer, better-attended forums with clear decision rights, papers that arrive in time to be read, and a standing expectation that decisions are made in the room. We design the governance structure around the shape of the programme — tiered boards for multi-supplier delivery, a single steering group for tightly scoped change — and we chair or support them as required.

Underneath that sits assurance: independent health checks, stage-gate reviews, and RAID challenge from someone whose incentive is honesty rather than optimism. In the public sector this dovetails with gateway review and Green Book business case requirements.

Benefits, not outputs

A programme that lands every deliverable and realises no benefit has failed. We define the benefits map at the start, assign benefit owners in the business rather than in the programme, and track realisation past go-live. Our clients have realised over £103m of efficiency and quality improvement on this basis.