Improving the performance of portfolios, programmes and projects
We apply our P3M, P3O, and P3C expertise to help you select and manage the entire process of delivering transformational change.
We apply our P3M, P3O, and P3C expertise to help you select and manage the entire process of delivering transformational change.
London, United Kingdom
Business Development Manager
Investment in transformation can be significant. To deliver a sustainable step-change in output for your organisation, your teams need the right capabilities, processes and toolsets to achieve the right results.
We believe that building this organisational capability is an integral part of the change and that it’s vital to transfer the skills, knowledge and ability you need to maintain new ways of working as part of the change programme. We help make your resources more efficient and effective to ensure you gain the maximum value from your investment while delivering within performance, cost, and time constraints, thereby helping you build your long-term business transformation capability.
We will help you plan and manage a programme of change to deliver the desired outcomes, embed new capabilities into your business and help you achieve benefits through independent advice, skills transfer and assurance.
We help you understand where your organisation currently is, where it needs to be and how to get it there. We’ll work with you to outline the business architecture, define controls and governance, stakeholder engagement and communications plans, benefits identification, investment appraisal and cost analysis.
We work alongside you to mentor, support and develop your team to ensure that your business has the skills it needs to deliver successfully. We can provide the tools, techniques, and analysis to ensure that the change you deploy is sustainably embedded across your organisation. We can also help develop your change team and transfer the skills they will need to conduct future change as efficiently as possible.
We can also help establish a change programme framework including controls, planning, risk, issue and dependency management, benefits profiling and realisation, quality management, performance analysis and reporting.
To optimise management information and programme delivery, we can also help design and operate Programme Management Office services.
We assess standards and control framework compliance to develop and implement skills, governance, risk and schedule management and budgetary control improvement plans, providing confidence in delivering programme benefits.
In today’s uncertain world, organisations can only survive if they can adapt, respond to external threats and quickly exploit emerging opportunities.
We help you integrate and deliver that change by managing your Portfolios, Programmes and Projects, and by realising the value of each. In doing so, we help you make decisions that focus your resources on delivering the most significant benefits.
But we aren’t “just” experienced advisors...we look beyond the big picture and partner with you to deliver projects too, transferring the skills and knowledge you need to deliver sustainable change.
We take a flexible and pragmatic approach, tailoring best practices to your specific needs, working culture and operating model.
By using disciplined approaches to planning and change control and improved reporting and accountability, we work together with you to maximise your programme or project’s chance of achieving its performance, cost, and timescale objectives.
Whether you’re beginning a new initiative on the best basis, supplementing your existing delivery initiatives, or optimising delivery to increase successful outcomes, we have the skills and experience to help you.
We offer a range of P3 management and controls, including:
Additionally, our assurance and assessment services include:
The Association for Project Management promotes the disciplines of project management and programme management in the UK, where it is the largest professional body of its kind.
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The International Institute of Business Analysis is a non-profit professional association formed in October 2003 to support and promote business analysis.
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The agreement relates to the Deployed Platform Services (DPS) Delivery Team at MOD Corsham. It will support the delivery of best-in-class digital platforms as well as transformation to a future operating model.
For the second time in 2 years, BMT has reached the list of finalists for the prestigious Management Consultancies Association (MCA) Awards 2025. This year one of our management consultant experts is being considered for Team Leder Consultant of the Year.
We are proud to be named as a supplier on the Crown Commercial Service (CCS) G-Cloud 14 Framework, an important ‘Direct Award’ framework enabling government departments and public sector organisations to directly access our expertise in cloud-based services and consultancy.
Dr Tim Curtis has been recognised as a Fellow of the Systems & Complexity in Organisation (SCIO) professional body. This distinguished professional qualification highlights the significant recognition of Tim's expertise and dedication to supporting organisations with complex social & environmental challenges over a 30-year career, emphasising his crucial contributions to practice of systems thinking and complexity science in global management and leadership.
BMT attends MCA Awards 2023 with 2 Finalist projects.
With a strategic commitment to improved diversity, equity and inclusion (DE&I) in the workplace and an aim to integrate physical and mental wellbeing into all of our work activities and practices, supporting the Metropolitan Police Choir (MPC) for another year is the right fit for us.
BMT has been recognised by the Management Consultancies Association, with 2 project teams being shortlisted in the MCA Awards 2023. The shortlisted BMT projects include our work with ‘Defence Digital’ for Change and Transformation in the Public Sector, and with the charity ‘Addiction Recovery Agency’ (Ara) for Social Value.
The results highlight the importance of public education and sharing information around newer digital communications tools for reporting incidents and managing enquiries, with the report providing recommendations to forces on how to increase engagement across digital platforms.
Delve into the top 10 challenges and interdependencies involved in selecting and adopting from the plethora of technological developments, and then embedding multiple new technologies in frontline UK policing, highlighting the multifaceted nature of this undertaking.
This paper outlines what we mean by complex projects, Systems Thinking, emergent properties and benefits management, and proposes the benefits of combining these to aid successful project delivery.
The third article in our Bias series, this piece focusses on hindsight bias. It can have severe implications for project management, impacting the assessment of decisions, hindering learning, and contributing to overconfidence in (and in turn the potential jeopardising of) project success.
Whether we like it or not, the world is facing a growing number of wicked problems – problems where there is no obvious route to resolution, and no agreement on the core challenges. With the incredible advances now seen in AI, to what extent can computer generated input support in ‘solving’ wicked problems?
More and more organisations are maturing their Asset Management approaches by applying ISO 55000 principles and recognised good practice to reach their long-term strategic outcomes or goals. In this context, BMT’s Stephen Hodson and Ewan Glen provide insight into four key strategic enablers to meeting the Greening Government Commitments for 2025 and the ambitious 2050 target for carbon neutrality (Net Zero).
For government departments, the use of data is essential to understand how citizens interact with public services. In this paper, we demystify the data and analytics landscape, and provide an overview of the data layers to progress your data journey from collection to insight and action.
Our national survey helped to understand more about the public’s experience when engaging with their local police forces. It highlights the importance of public education and sharing information around newer digital communications tools for reporting incidents and managing enquiries.
One of the most significant pressures on defence programme delivery is that of timescales and iterations: time vs tempo. In this paper, we explore answers to questions around programme viability, how we can adapt our programme models, behaviours and approaches and how to respond to tensions around time vs tempo successfully.
