BP case study
In a rapidly changing global oil market the need to develop and deploy new technologies to remain competitive required a different way of thinking among BP’s current and future leaders. The ability to manage large projects effectively, professionally and consistently across the business became a key part of BP’s strategy as they entered the 21st century.
In 2006 BP and Alliance MBS developed a 12-month blended learning programme for senior project managers which was built around Alliance MBS’s world-class project management and leadership expertise, but was also firmly grounded in BP’s specific business, strategy and challenges. In total over 400 people completed the Managing Project programme.
The programme has changed the project management culture within BP completely, and the cascade effect of those first cohorts is clear throughout the organisation. We’ve had to adjust the beginning of the programme for subsequent cohorts as they are already demonstrating the thinking, skills and behaviour that the programme is designed to develop. It shows that if you get your top 10% going in the right direction, the rest will follow naturally.