Programme and project management

Turning your vision into reality

Blue Alumni defines Programme Management as the coordination of strategic change and the realisation of benefits across the full eight components of the business enterprise:

    • Customers and markets
      – Finding your customers, focusing on what they need and what it takes to exceed their expectations
    • Products & services
      – Consistently fulfilling the needs of your customers
    • People
      – Providing an environment for success through effective recruitment, training and leadership
    • Processes
      – Clearly understanding the internal processes of product and service development, decision making, communication and support
    • Organisation
      – Developing structures and relationships for optimal efficiency, flexibility and control
    • Technology
      – Using IT and innovation to achieve competitive advantage and efficiencies
    • Facilities
      – Making effective use of space and resources
    • Measures
      – Knowing how well you are performing in the things that really matter

It is our experience that the majority of projects fail to deliver, or deliver late and over budget, simply because they focus on a few of these components, most usually technology and facilities, with little or no regard to the impact on the other areas of the business.

Blue Alumni has been at the forefront of the development of Programme Management tools and techniques and in particular their application to a wide range of business projects and initiatives.  Our specific approach sits above project management and helps senior managers by providing a clear structured framework within which we can define organisational change requirements, articulate a benefits model, prioritise resulting projects and conduct change impact analysis.

Our technique involves working with clients through a structured set of processes that deliver proven results.

The benefits of our approach

    • Holistic approach to the implementation of strategy and management of change
    • Timescale, resources and cost requirement clearly visible
    • Project management skills transfer to your staff
    • Consistent approach to planning and progress monitoring supports decision making

Case study 1

The Challenge
The American subsidiary of a British engineering company was consistently loosing money on a number of high profile turnkey power generation projects ranging in size from $30-$120 Million.  It was also involved in a number of potentially costly legal proceedings

Undertook a systematic audit of all projects to evaluate the likely out turn cost and current liabilities.  Completed a detail review of all existing company procedures and controls identifying a number of short falls and errors.

We then implemented new procedures and controls to contain losses on existing projects and prevent in future projects.  In addition we identified irregularities in contract procedure and briefed lawyers who then pursued these through the courts resulting in the award of substantial financial damages to our client.


    • Company returned to profit
    • Substantial damages award resulting in completed projects returning a net profit

Case study 2

The Challenge
The owners of the World’s largest picture collection, were keen to move the business to a single digital business model that included a major e-commerce launch globally.  The project had been conceived of as an IT project and the impact on the business, customers and relationships with suppliers and other third parties had not been planned.

Blue Alumni were appointed to review the programme and following presentation to the Board were appointed to manage the whole change programme.  This involved the development of an integrated transition programme, the definition of the new business model, design and implementation of new business processes and organisation, including significant changes to all suppliers; systems development team in Seattle, new facilities and training and communications to all stakeholders.  Business leads in each territory were engaged and briefed to deliver a series of changes to the delivery processes of a large supplier base.


    • The successful roll out of the project reduced the time to market of the companies images from 16 weeks to 10 days
    • Customer approval increased as fresh electronic content was made available at their desktop
    • Faster content decisions and a larger market resulted in further commissions and quicker payment for suppliers

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