engagement

enjoyment

learning

How we do it

Our interest is what makes a difference for our customers.  Having a (hopefully) healthy scepticism of methodology, we concentrate on people, conversations 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 project management has a problem. Being brief, process is necessary, but it is people and relationships that get project outcomes delivered.  And yet the project management profession still skims over this most critical factor.

I love projects, and I believe in great project management.  However, I see a reinforcing 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 a career credential.  The institutions promote their frameworks, and consultants and trainers lap it up, selling overly complex tools and rigid methodologies, which don't make the needed difference. Procurement departments and their tender processes join the race to the bottom.  Where there is big money, the big consultancies sell big solutions, making their clients feel anxious if they don't buy.  In turn, the types of people who love all the methods and systems are drawn into the profession, advocating even more of the same.  And so it goes on.  The message imbued is that project management is ever so difficult, and so needs super-clever solutions, when actually it’s easy, until you add people. In the end the most important people of all lose out; those leaders and teams who need great projects delivered.

This cycle of institutionalisation I do NOT believe in.  While ‘professionalism’ has successfully got project management on the map, has it also damaged the heart of what projects are about? At risk of becoming unpopular, I feel these things should be said. It is at the root of why I started People Deliver Projects in 2006 and we try to redress the imbalance every day.

If not this then what?  Our vision may sound simplistic; that projects are fundamentally about people coming together in pursuit of a difficult and uncertain collective outcome.  Our most important job helping them to succeed is to help create the human conditions for success:  Conversations, relationships, collaboration and trust, both within the team and across the stakeholders.  Within these conditions, little structure and process is needed – just enough to get the job done.  Then people, we ordinary folk, full of natural motivation, sociability, creativity and energy, can be trusted to deliver, together.

Andy Taylor, Managing Director


Sellafield

Alan Haile

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

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

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07825 267 888
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