I'm looking at project & programme management roles. Does anyone know how Deloitte's Programme Leadership group compares to PA's PMP practice?

I am interested in knowing this as well....nyone ny idea?

You ain't going to get a job in either if you think it's either cool or appropriate to replace "an" with "N" in words... "nyone", "ny".Does this look like a f*cking text message?

This is probably an appropriate time to insert a "LOL" or similar, but again, you'd look like a d*ck.

Ok, give yourselves a big pat on the back for being so clever. Now can anyone else have a go at actually answering the question?

This is a fairly difficult question to answer:Programme Management and Project Management are different things. One is dependant upon strategic solving whilst the other is concerned with tactical effectiveness. PA's approach seems robust to both but the problem is concenred with implementation primacy which is severly lacking at PA. Deloitte however possess strong design framework skills and operational planning, but time management and budgeting seem to hamper sustainable growthHope this helpsZB

ZB its that sort of nonsense post that makes me question why I even joined this industry to start with.

ZB - Your spouting horsesh!t. [What an image?!]Project and Programmes have a parent/child relationship. Even a low life ACN Charlatan would understand this. Why do you fail to grasp this self-evident truth?

O nuts.Typo - you're not your.

We're up to nine posts now following the initial post and not one of them actually addresses the question, is this some sort of record? Can somebody please try and answer the question?!

We're up to nine posts now following the initial post and not one of them actually addresses the question, is this some sort of record? Can somebody please try and answer the question?!

I'm sure it's not a record.I don't know the answer. Who cares anyway! It's Friday! Does that count as a 12th post?

#13Will Mck or Bain accept a 2:2 with a pretty face and rich daddy?

It is all hmmm's fault - no need for him / her to move off the subject in the first place.Too much time on his handsZB was as inciteful as ever

Deloitte Project/Programme Leadership group is a pile of monkey poo. As ZB mentioned, like PA, they heavily focus on at the strategic level, understanding how implementing this framework/process will benefit the business, say. Both are bad as each other, and trust me, I've worked with both on projects/programmes. Neither can deliver, fail dismally to plan and disastrous at cost management. All in all, if that is what you want to go and do, and join them, then fine. Just remove your brain through your nose, jump on it a few times, and then put it back in. If it is not damaged enough, repeat again, and again...

Hi Blunt, who would you recommend as credible alternatives?

Goodness me Blunt, how eloquent and well written. You must be one of Deloitte's technology analysts.

"Deloitte however possess strong design framework skills and operational planning"A cursory review of the delays on the NHS National Programme for IT (which Deloitte are running) would rather suggest otherwise.

i suggest you have a look at EY's Programme Advisory Services group also - arguably the biggest of all big 4 in project / programme management / advisory spacefor more info see http://www.ey.com/global/content.nsf/UK/Business_Risk_-_Programme_Advisory_Services