tag:blogger.com,1999:blog-80723114453509726912024-03-05T21:10:39.847+00:00Ben BrownleeBen's personal professional blog with public articles and thoughts Unknownnoreply@blogger.comBlogger19125tag:blogger.com,1999:blog-8072311445350972691.post-55577484984516355092018-01-03T14:09:00.000+00:002018-01-03T14:09:13.449+00:00New Year's Resolutions<span style="font-family: "arial" , "helvetica" , sans-serif;">I've updated my principles and new year's resolutions from 2015, which have been useful in considering project delivery for the changes I'm involved in.</span><br />
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<h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">1) <strong>Success</strong></span></h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Project success is not just about delivering what the project objectives state. Being really clear about what makes a specific project or change successful, especially mid-project and prioritising the things to bring this about, is a must. People usually focus on high-level time, cost and scope indicators as measures of success. Often success is derived from basic things like making sure a critical requirement is understood, agreed and delivered in a usable form. For example for GDPR this includes being able to demonstrate compliance, not just make the required changes.</span><br />
<h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">2) <strong>People</strong></span></h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Involving the right people is one of the biggest factors in <a href="http://raconteur.net/business/do-the-right-projects-in-the-right-way" rel="nofollow" target="_blank">delivering successful projects</a>, not IT or just using the 'right' methodology. Taking time to make sure the right people with the right experience to deliver <em>this</em> year's projects and challenges, and not last year's, should pay dividends. I use Kotter's approach to change and working with stakeholders, as below.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">3) <strong>Assumptions</strong></span></h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">In my book, making assumptions, and not proactively managing them, can kill projects. People managing 'RAID' lists often focus on risks, issues and some dependencies. Problems around scope, resources and other changes often hide in lists of assumptions and are forgotten about once the project starts or when it changes course. Reviewing assumptions regularly and making proactive changes might just help keep that project on track and avoid other <a href="http://benbrownlee.blogspot.co.uk/2014/11/common-causes-of-project-failure.html" target="_blank">common causes of failure.</a></span><br />
<h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">4) <strong>Collaboration</strong></span></h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Projects and change seldom involve just immediate colleagues or one organisation. Collaboration with third parties and partners is often critical to delivery. Reviewing past performance, the capabilities required for 2018 and alignment of all parties across the supply chain is essential.</span><br />
<h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">5) <strong>Lessons</strong></span></h3>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Lessons are often identified, but not always applied. I'm going to review again the main lessons from projects and change in 2017, summarise what was successful, what could have been better, and think about, and apply, both these areas to 2018's challenges.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Happy New Year to you all!</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">#projectmanagement #pmot</span><br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhk1W0bd0VdpmaZGGTa3pfubseDWu_8l4Uzux640v0NUnjy_lUGOTrBjX5YCzu277_75VwZYEsppicRET9vPI-dabmYiVhvgYhoedXIBmFmHTd4Om1Rl_6oOz8Ng8AR3zixhZSJ0lm5HwGZ/s1600/JohnKotterHBR.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="1600" data-original-width="667" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhk1W0bd0VdpmaZGGTa3pfubseDWu_8l4Uzux640v0NUnjy_lUGOTrBjX5YCzu277_75VwZYEsppicRET9vPI-dabmYiVhvgYhoedXIBmFmHTd4Om1Rl_6oOz8Ng8AR3zixhZSJ0lm5HwGZ/s640/JohnKotterHBR.jpg" width="266" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">John Kotter, as published in Harvard Business Review, 2014 and from an article in Project Magazine, 2017</td></tr>
</tbody></table>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-332022355924297372017-03-11T18:40:00.000+00:002017-03-12T10:02:57.810+00:00Analytics example<div class='tableauPlaceholder' id='viz1489312941124' style='position: relative'><noscript><a href='http://benbrownlee.com/'><img alt='#SoICanBreathe season analytics ' src='https://public.tableau.com/static/images/so/soicanbreathestory/Season/1_rss.png' style='border: none' /></a></noscript><object class='tableauViz' style='display:none;'><param name='host_url' value='https%3A%2F%2Fpublic.tableau.com%2F' /> <param name='site_root' value='' /><param name='name' value='soicanbreathestory/Season' /><param name='tabs' value='no' /><param name='toolbar' value='yes' /><param name='static_image' value='https://public.tableau.com/static/images/so/soicanbreathestory/Season/1.png' /> <param name='animate_transition' value='yes' /><param name='display_static_image' value='yes' /><param name='display_spinner' value='yes' /><param name='display_overlay' value='yes' /><param name='display_count' value='yes' /></object></div> <script type='text/javascript'> var divElement = document.getElementById('viz1489312941124'); var vizElement = divElement.getElementsByTagName('object')[0]; vizElement.style.width='1020px';vizElement.style.height='733px'; var scriptElement = document.createElement('script'); scriptElement.src = 'https://public.tableau.com/javascripts/api/viz_v1.js'; vizElement.parentNode.insertBefore(scriptElement, vizElement); </script>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-62401028920813339392015-05-01T14:32:00.000+01:002015-05-01T14:32:37.300+01:00<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhmC3aBKk5QvIsNsLrf-Oioqhc4Pvhvnf8SWKVzannBvZm0zjFqt7e-uvn3c8jYY4vWvMRUk9GQ4bWWl2ny0-MzvV3nIXQfUa3YXovN_iX8ibAaoStpfWdrr_6ZypXnsx4b1R5fQKpeRFnQ/s1600/Project-Success-Research-Wordle-2015a.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="project success" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhmC3aBKk5QvIsNsLrf-Oioqhc4Pvhvnf8SWKVzannBvZm0zjFqt7e-uvn3c8jYY4vWvMRUk9GQ4bWWl2ny0-MzvV3nIXQfUa3YXovN_iX8ibAaoStpfWdrr_6ZypXnsx4b1R5fQKpeRFnQ/s1600/Project-Success-Research-Wordle-2015a.png" height="191" title="Project success factors" width="400" /></a></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: white; color: #111111; line-height: 24.3224315643311px;">Effie Konstantinou from University College London </span>and Ben Brownlee from the BBC have been researching what makes projects and programmes successful across the broadcasting and media industries. They have researched: </span><br />
<span style="background-color: white; color: #111111; font-family: Arial, Helvetica, sans-serif; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;"></span><br />
<ol><span style="background-color: white; color: #111111; font-family: Arial, Helvetica, sans-serif; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">
<li><span style="font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">Conditions for project success</span></li>
<li><span style="font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">The nature of professionalism </span></li>
<li><span style="font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">The value of successful projects and professionalism</span></li>
</span></ol>
<span style="background-color: white; color: #111111; font-family: Arial, Helvetica, sans-serif; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">
</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-48653548190672870332014-11-16T10:02:00.001+00:002015-05-01T14:36:12.060+01:00Common Causes of Project Failure<div class="separator" style="clear: both;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6I_W5b0D3I0AJpEsjpmpWYY5cNg63KQWoXfi7HoDyE1oE_v4ssxmO3IbiZ_WLyJvl_qBba9i-S1Bwlylhy6w8Zi9K128VKdCfmzNtgjrc7AXfloDBrravUvaw0JAtvv1dcFjHnVp22tSr/s640/blogger-image-251895004.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="" border="0" height="228" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6I_W5b0D3I0AJpEsjpmpWYY5cNg63KQWoXfi7HoDyE1oE_v4ssxmO3IbiZ_WLyJvl_qBba9i-S1Bwlylhy6w8Zi9K128VKdCfmzNtgjrc7AXfloDBrravUvaw0JAtvv1dcFjHnVp22tSr/s400/blogger-image-251895004.jpg" title="Common causes of failure" width="400" /></a></div>
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</div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In 2004, the Office of Government Commerce and the NAO published the now well known common causes of failure for major 'acquisition-based' programmes and projects. While project practitioners have since extended this list, here's a summary of the common causes which remains a useful checklist for all major projects and programmes.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">These are the common causes of failure to proactively avoid:</span></div>
<ol style="border: 0px; box-sizing: border-box; list-style-image: initial; list-style-position: initial; margin: 0px 0px 30px 40px; outline: 0px; padding: 0px; vertical-align: baseline;">
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Alignment</strong> - Lack of clear link between the project and the organisation’s key strategic priorities, including agreed measures of success.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Sponsorship</strong> - Lack of clear senior management and (Ministerial) ownership and leadership.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Engagement</strong> - Lack of effective engagement with stakeholders.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Capability</strong> - Lack of skills and proven approach to project management and risk management.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Phases</strong> - Too little attention to breaking development and implementation into manageable steps.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Benefits</strong> - Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Supply</strong> - Lack of understanding of and contact with the supply industry at senior levels in the organisation.</span></li>
<li style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px 0px 5px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Integration</strong> - Lack of effective project team integration between clients, the supplier team and the supply chain</span></li>
</ol>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Each of the eight areas has a list of associated questions, available from the Cabinet Office <a href="https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/62476/SRO-Common-Causes-of-Failure_0.doc" rel="nofollow" style="border: 0px; box-sizing: border-box; font-style: inherit; font-variant: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">here</a>.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-46980787606289548332014-05-31T15:19:00.002+01:002014-05-31T15:36:50.048+01:00W1 Project film of BBC's New Broadcasting HouseThe BBC's W1 project was a ground breaking achievement. This <a href="http://www.youtube.com/watch?feature=player_embedded&v=dd9rx4kW9KM">film</a> celebrates the end of the W1 project and some of its successes which I hope will continue for many years to come. Here are the project's key statistics:<br />
<br />
<a href="http://static.guim.co.uk/sys-images/Observer/Pix/pictures/2012/3/2/1330704805463/BBC-Broadcasting-House-an-007.jpg"><img border="0" src="https://blogger.googleusercontent.com/img/proxy/AVvXsEjQ20UV1VhZVK4IA8I3MBOs9oLAm5BTwWNzOXO-qBr7poTPgEZGBWK_KA6Qn9bzvSlqM11RKpM8O7NqUI7e53uvu_vYc0f1KayBRs6CAV-jvy516BRGxY26Pewx5_denhJqWtzEZlfR5m8oPS3dkPewPF9wrwYq_13fuq2JL7ceqWXFzqgV-hoqs4ydrJXHiEQEAFou3t88VRkVoEv3TeL2vNDJoA8McPazyKsa5ySxRnJK=" /></a><br />
<br />
<b>Scope</b> <br />
<ul>
<li>creative renewal of the News Channel, the One, Six and Ten O’Clock TV News Bulletins and BBC World News </li>
<li>5,539 people moving from ten buildings across London into four in the W1 postcode </li>
<li>Radio Four and World Service news sequence programmes, Newsnight, Marr and Hardtalk </li>
<li>three 24 hour News Channels, 3 Network Radio Stations (R1, R2, R4) and 26 World Service language hubs </li>
</ul>
<b>Requirements</b> <br />
<ul>
<li>92,000 square metres of the redeveloped Broadcasting House to be refurbished and fitted out </li>
<li>3,000 kms of cabling </li>
<li>41,886 training days and 126 different courses that have been provided </li>
<li>cut storage requirements from 19 linear kilometres of ‘stuff’ by 75%. </li>
</ul>
<b>Budget and Benefits </b><br />
<ul>
<li>a £1.046bn budget </li>
<li>£736m financial benefits from the sale of other properties </li>
<li>creative and collaboration benefits of bringing so many BBC staff under one roof. </li>
</ul>
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<span style="background-color: rgba(255, 255, 255, 0); text-align: center;">The hard-won lessons from project management are to recognise what a project is and is not, and to be clear about what is success right from the start. Also important is to pull projects together into a coherent group to manage them more effectively and adopt the approach most likely to give success. Only then do you stand a chance of delivering the right outcomes. - See more in <a href="http://raconteur.net/business/do-the-right-projects-in-the-right-way" target="_blank">The Times</a> supplement. </span><br />
<span style="background-color: rgba(255, 255, 255, 0); text-align: center;"><br /></span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-9735667786726073372013-03-12T22:37:00.000+00:002014-05-31T14:47:02.646+01:00St Pancras InternationalI worked on the customer IT strategy for <a href="http://www.stpancras.com/" target="_blank">this</a> project.<br />
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<object height="465" width="614"><param name="movie" value="http://www.bbc.co.uk/emp/external/player.swf"></param>
<param name="allowFullScreen" value="true"></param>
<param name="allowScriptAccess" value="always"></param>
<param name="FlashVars" value="config=http%3A%2F%2Fwww%2Ebbc%2Eco%2Euk%2Flearningzone%2Fclips%2Fconfig%2Exml&config_settings_skin=silver&playlist=http%3A%2F%2Fwww%2Ebbc%2Eco%2Euk%2Flearningzone%2Fclips%2Fclips%2Fs%5Fcben%2Fbb%2Fs%5Fcben%5Fec%5F07227%5F16x9%5Fbb%2Exml&config_settings_showFooter=true&"></param>
<embed src="http://www.bbc.co.uk/emp/external/player.swf" type="application/x-shockwave-flash" allowfullscreen="true" allowScriptAccess="always" width="614" height="465" FlashVars="config=http%3A%2F%2Fwww%2Ebbc%2Eco%2Euk%2Flearningzone%2Fclips%2Fconfig%2Exml&config_settings_skin=silver&playlist=http%3A%2F%2Fwww%2Ebbc%2Eco%2Euk%2Flearningzone%2Fclips%2Fclips%2Fs%5Fcben%2Fbb%2Fs%5Fcben%5Fec%5F07227%5F16x9%5Fbb%2Exml&config_settings_showFooter=true&"></embed></object>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-63673552606357893882013-03-12T22:24:00.001+00:002013-03-12T22:24:14.454+00:00Is Government Getting More Efficient and More Effective?I asked whether <span style="color: #e1393e; font-family: RotisSansSerif; font-size: 28pt;">Government is Getting More Efficient and
More Effective</span><br />
<span style="color: #e1393e; font-family: RotisSansSerif; font-size: 28pt;"> </span>when at Hitachi Consulting in this <a href="http://www.hitachiconsulting.com/files/pdfrepository/hitachiconsulting-inspirespring2008.pdf" target="_blank">article</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-51864684067422668162013-03-12T22:12:00.001+00:002013-03-12T22:52:55.182+00:00How the BBC broadcast the OlympicsJamie Hindhaugh and I explain the BBC's mission to <a href="http://www.apm.org.uk/news/never-miss-moment-0#.UT9-WIwgGSM" target="_blank">Never miss a moment </a> of the 2012 Olympics.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-17814027432831526162012-02-18T13:54:00.000+00:002012-02-18T14:43:32.230+00:00BBC London 2012 in Numbers<b>BBC's Olympics in numbers</b><br />
<b>42,000,000</b> People expected to watch the BBC coverage of the Olympics<br />
<b>24</b> BBC internet channels providing HD streaming throughout the Games<br />
<b>2,500</b> Number of hours of live action the BBC will broadcast of the Olympic Games<br />
<b>17</b> Number of confirmed presenters the BBC has appearing on its BBC One and Three coverage<br />
<b>20,000</b> The media centre is large enough to house five jumbo jets with 20,000 journalists from across the world<br />
<b>1,233</b> Total number of cameras for host broadcast coverage<br />
<b>1,061,894 </b>Metres of broadcast cable for all Olympic venues<br />
<b>40,000 </b>Metres of cable laid within the Olympic ParkUnknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-69512050760046339602012-01-11T17:24:00.003+00:002012-01-11T17:25:35.007+00:00London 2012 Olympics: BBC gears up for the greatest show on earth<a href="http://www.telegraph.co.uk/sport/olympics/9004785/London-2012-Olympics-BBC-gears-up-for-the-greatest-show-on-earth.html" target="_blank">The latest on the BBC's Olympics project</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-66356664166181739992010-03-10T21:13:00.001+00:002010-03-10T21:15:36.138+00:00Council of the Year 2010Oxford City Council has been named the runner up in Council of the Year in the South East. Details <a href="http://www.citylocal.co.uk/Oxford/news-in-Oxford/Oxford-City-Council-nominated-for-another-award-53697/">here</a><div><br /></div><div><br /></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-44924120750216211702009-11-18T21:59:00.004+00:002009-12-07T11:44:41.221+00:00Oxford City Council's Project Manager of the Year<span style="LINE-HEIGHT: 16px;font-family:arial, helvetica, clean, sans-serif;" class="Apple-style-span" ><span class="Apple-style-span" style="font-size:small;">Oxford City Council employee Jeff Ridgley has won the award for Project Manager of the Year at the BCS and Computing UK IT Industry Awards, held on Thursday 12 November 2009.<br /><br />Jeff Ridgley is project managing the Council's customer relationship management (CRM) implementation one of the key projects within the City's Business Transformation Programme.</span></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-22370042281592823192009-10-03T10:23:00.005+01:002013-06-30T10:11:22.584+01:00Oxford City Council shortlisted for Programme of the Year AwardOxford's Transformation Programme has been shortlisted for APM's Programme of the Year award. The APM awards are the 'Oscars' of the project management community in the UK. I was the Programme Director.<br />
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<a href="http://apm.org.uk/AwardWinners2009.asp">Award Finalist</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-41531515730713393652009-03-06T16:45:00.002+00:002009-12-07T11:45:58.717+00:00Transforming Local GovernmentBusiness Transformation is about making fundamental changes to the way in which we work, so that we deliver better services to customers and achieve better value for money.<br /><br /><a href="http://en.wikipedia.org/wiki/Business_transformation">http://en.wikipedia.org/wiki/Business_transformation</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-46245998353446948152008-10-05T21:39:00.003+01:002009-01-14T12:27:09.833+00:00GSi Remote Worker Service a hit with Staff : February 2008 : OGCbuying.solutions GSi eZineMobile working has really taken off in the UK in the last four years.<br />I did this benefits realisation work for the Office of Fair Trading in<br />2006-08 and there was good evidence that remote working increased the efficiency and productivity of employees working from home and also those with significant travel commitments.<br /><br /><a href="http://ezine.ogcbuyingsolutions.gov.uk/ezines/gsi/2008-02/remote-working.html">http://ezine.ogcbuyingsolutions.gov.uk/ezines/gsi/2008-02/remote-working.html</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-7723198234571675812007-12-30T12:00:00.000+00:002007-12-30T12:24:04.621+00:00How can Risk Management be implemented effectively?<div><a href="http://www.timesonline.co.uk/tol/life_and_style/career_and_jobs/public_sector/article2422745.ece"><span class="Apple-style-span" style="font-size:small;">Risk Management - The Times </span></a><span class="Apple-style-span" style="font-size:small;">- Sep 2007 </span></div><div><span class="Apple-style-span" style="color: rgb(51, 51, 51); line-height: 15px; "><span class="Apple-style-span" style="font-family:arial;"><span class="Apple-style-span" style="font-size:small;">Preparing for things going wrong is not a task that should be left just to a few specialists, risk awareness should permeate every level of an organisation...</span></span></span></div><div><span class="Apple-style-span" style="color: rgb(51, 51, 51); line-height: 15px;font-family:arial;"><br /></span></div><div><span class="Apple-style-span" style="color: rgb(51, 51, 51); line-height: 15px;font-family:arial;"><a href="http://www.mca.org.uk/MCA/PDF/risk%20Final%20Version.pdf">Risk Management Report - Sep 2007</a></span></div><div><span class="Apple-style-span" style="color: rgb(51, 51, 51); line-height: 15px;font-family:arial;">Report on UK risk management...</span></div><div><span class="Apple-style-span" style="color: rgb(51, 51, 51); line-height: 15px;font-family:arial;"><br /></span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-80103491420935654042007-12-26T20:39:00.006+00:002011-08-19T22:23:32.873+01:00Shared services and transformationTransforming organisations using shared services and other approaches can bring rewards and risks. Ben has written many articles on shared services and transformation in the UK in previous roles. Examples of these include those below:<br />
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<div><a href="http://newsweaver.co.uk/mca/e_article000692260.cfm?x=b11,0,w"><span class="Apple-style-span" style="font-size: small;">Shared Services in the UK - Survey</span></a><span class="Apple-style-span" style="font-size: small;"> - Nov 2006</span></div><div><span class="Apple-style-span" style="font-family: Arial;"><span class="Apple-style-span" style="font-size: small;">Shared services are one of the best opportunities there is to make the aspiration of joined-up government a reality...</span></span><span class="Apple-style-span" style="font-size: small;"><br />
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</span></span></div><div><a href="http://www.thetimes.co.uk/tto/career/article1793713.ece"><span class="Apple-style-span" style="font-size: small;">Shared Services Report</span></a><span class="Apple-style-span" style="font-size: small;"> - Nov 2006</span></div><div><span class="Apple-style-span" style="font-family: arial;"><span class="Apple-style-span" style="font-size: small;">Share and share alike...</span></span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-8072311445350972691.post-30480825533267568132007-12-26T20:33:00.004+00:002021-01-17T08:47:58.132+00:00Ben Brownlee - UKBen works in the Public Sector and Financial Services Sector and specialises in managing large programmes of change, including shared services, corporate services transformation, technology and programme management. <br />
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Projects include: London 2012, Oxford's Business Transformation Programme, Office of the Deputy Prime Minister's shared services transformation and numerous financial services improvement initiatives.<br />
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He joined the BBC in 2010, having worked for the government, business and technology consultancies Hitachi Consulting, Impact Plus and OASiS, and 3M, the global products and solutions company.<br />
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Any views expressed on this weblog are personal.</div>
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Unknownnoreply@blogger.com033 Dawsmere Cl, Camberley GU15 1ST, UK51.3324133 -0.7041246999999999433.0808241072264 -35.8603747 69.5840024927736 34.4521253