About Us

P2 Consulting was started by a group of award winning consultants who recognised the opportunity to build a global consultancy firm that had clients’ needs at its heart. We understand the challenges clients face – the pace of globalisation, technology change and increasing regulation – and the pressure they are under to respond to these changes rapidly and efficiently.

What We Do

We work on some of the largest transformation programmes in the corporate world and the public sector. Partnering closely with our clients, we help them deliver successful business change. Our reputation as a consultancy is built on excellence in portfolio and programme management, business architecture and design, testing and quality assurance and implementation.

Insights

Understanding the challenges that keep our clients awake at night is essential. In this section we demonstrate our expertise at solving your problems. We have deep insight into the business and technology issues facing all sectors.

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Are you looking to join a company where a challenge is welcomed, change is anticipated, and expertise is expected? Then have a look at our job listing and please get in touch.

Case Studies

We’ve worked with clients across a range of sectors and gained excellent results – but don’t just take our word for it. Have a browse through some of the work we’ve done.

Implement a learning environment to embrace your reds

How do you encourage senior management to implement a learning environment that embraces your reds? In his latest insight piece, P2 Consulting’s Steve Clark explores how pressure on PMs and PMOs can lead to the masking of the truth regarding milestone completion and outlines how P2 Adaptive Delivery® framework is the answer in changing this behaviour.

Steve Clark, Senior Consultant at P2 Consulting

08.07.19

Recently I was sat in a project board meeting.  We were covering milestone completion and progress more broadly, before normal governance filtered our reports up to portfolio and more senior management.  I heard a comment that really took me by surprise; in response to discussion around risk to a milestone completion “… just mark it green, always be green”.  It took me a moment to recover from the sharp intake of breath I experienced, but once I did I began to think, what could have caused the senior PM to respond so brazenly and how could this potentially dangerous attitude be altered for the better?

Firstly, let’s briefly explore the symptoms of this attitude.  By no means was this an isolated incident, I have experienced numerous project and programme meetings where the true status of progress had been masked by a ‘sea of green’, with battle scarred PMs and PMO leads returning from Programme  Boards stern faced and short tempered having received a grilling from senior management over non green items.

It’s not difficult to see why this behaviour is occurring.  No one likes to be interrogated in front of their peers, never mind in front of their management and seniors.  I know I don’t enjoy having my inadequacies laid bare and hard work pulled to pieces.  However, it’s not only this innate human characteristic which can be the cause.  Workplace politics can play a part, both within programmes and between individuals.  Career hungry employees ‘playing the career game’ looking to portray competence can be the cause, and I’ve also experienced a simple lack of willingness to follow risk management process as a reason a milestone was marked as green when amber at least was more appropriate.

So, in this world of AI and predictive analytics, where data can be used to measure just about every facet of change, how should organisations look to prevent that senior PMs behaviour and keep my respiratory rate at normal levels?

This is where senior leadership need to step in and change the culture of the programme.

What's the solution?

The solution does not have to be revolutionary.  Rather than viewing reports or dashboards and looking to attribute blame for items deviating from the roadmap or engaging in confrontational conversations with PMs, where human nature naturally becomes defensive or argumentative, these forums should become more transactional.  The P2 Adaptive Delivery® framework recommends implementing a learning environment throughout the change function, where small groups are set aside as “safe places” away from the large set piece board, incrementally problem solving with a focus much more on honesty and pragmatism.  Not only does this lead to more ‘accurate’ statuses, but stakeholders get less of a big red surprise and are more reassured that problems within the portfolio are recognised and being tackled early.

The fact is, any programme of change or transformation will encounter issues.  If the mindset toward red or amber milestones can be altered to view them as problems that need solving early, or lessons to be learned from, then immediately participants become more engaged, skill sets can be utilised more fully, and the potential of the room will increase along with the potential of overall success.  The participants of those key meetings are experienced, intelligent people.  If a greater amount of that knowledge can be utilised and tapped, surely more programmes would achieve success.  Celebrate the PM for highlighting issues and bringing them to this new ‘problem-solving learning forum’.

For more information on P2 Adaptive Delivery® get in touch today
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