How we do it

Our interest is delivery, and what makes a difference for our customers.  Having a (hopefully) healthy scepticism of methodology, we concentrate on people, conversation and relationships.  Our people development is always experiential and the way we work is innovative, hopefully impactful, certainly different.

How we deliver

Our people development
  • Spans the process and people dimensions of project and change delivery.
  • Covers the range from working level teams to senior sponsors.
  • Translates high-end leadership development to the world of the project manager.
  • Is experiential; professional actors bring colour, enjoyment, reality and impact.
  • Concentrates on engagement and experience ahead of theory. There isn't much powerpoint!
  • Has an emotional impact, because intellectual 'masterclasses' do not lead to changed behaviour.
Our assignment approach
  • Comes in many formats; one- to- one, small group, workshop, large audience, Indoor and outdoor
  • Listens to understand accurately the real customer need
  • Co-creates events and programmes which imaginatively meet that need
  • Applies sustaining mechanisms to lock-in learning and make it stick
  • Asks if your need has been met; we never assume that we have

Working principles

These are the principles that I lead the team with. In the end it is for our customers to judge our delivery agaist them.

About Customers
  • What comes first and last is the customer outcome; why we get out of bed.
  • Never blame the customer, even though they are not always right.
  • Never over-sell or do the wrong job. If the customer can do it without us, that is good.
  • We are not all-knowing, nor are our customers; no one is.
  • We say what needs to be said, not what is wanted to be heard.
  • Customer relationships are the most important thing we have; think 10 years, not one job.
About the Work
  • Projects are fantastic things; bad project management can kill the spirit.
  • Methodology is necessary but over-rated; process should be just enough to get the job done.
  • Leadership cannot be learned in class alone; our services must also reach point of use at the time of need.
  • We cannot 'change' the client; we create experiences from which they accelerate their own learning.
  • We are lucky to do this work; so let's bloody well enjoy it.

Point of view

We think the project management profession has a problem.

Being clear and honest ........Process is important, software can make process more efficient, but neither come close to being sufficient for delivery.  Only talented, confident and committed people make succesful delivery a reality.

We believe in great project management. We support the PMI and APM. (the RPP programme is a very positive step.)  However, we still see a disturbing cycle of behaviour which treats methodology too much as the answer.  Organisations want the security of accredited systems. Comprehensive 'bodies of knowledge' give a sense of comfort. Project managers want recognised qualifications and (understandably) a positive career box ticked.  The institutions promote this agenda, tied to their frameworks and the consultants and trainers lap it up, selling overly complex tools and rigid methodologies which don't make the needed difference.  The big consultancies want to sell (very) big solutions, which make their clients feel anxious if they don't buy.  In turn, the types of people who are attracted to method and structure are drawn into the profession and advocate even more of the same.  And so it goes on.  In the end the losers are the most important people of all; those who need great projects delivered.

This cycle of institutionalisation we do NOT believe in.  While it has succesfully got project management on the map, it has also damaged the heart of what projects are about. At risk of losing friends, we think these things should be said. It is at the root of how People Deliver Projects came about and we continue to battle with it every day.


Alan Haile

"It has challenged us all and we are confident it has strengthened our relationships and lead to improved performance."

David Hirst

"allowed us to really see the issues and then try out solutions in a completely safe environment."
Royal London

Lesley Mitchell

"It’s the right balance because you’re interacting, you’re engaged, but not having to stand up in front of people."

engagement - enjoyment - learning

Get in touch
07825 267 888
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