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Manchester City Council's Strategic Planner Kevin Fletcher describes how the council's Capital Programme Group adopted P3M3 to identify and target areas for improvement and drive further enhancements and refinements to their existing strategy.

In 2007 Suffolk County Council started a major transformation programme called 'Securing the Future' to tackle significant budget challenges.

In 2006 MCC embarked on an ambitious programme to improve operations, meeting the Government's new social housing standard: Decent Homes 2010. The robust framework of MSP allowed MCC to manage risk while optimizing the outcome and benefits.

In November 2007 the executive team and management board of the Criminal Record Bureau (CRB) agreed to fully align the CRB's risk management regime with the regime used across the Home Office.

Leading waste disposal and cleaning provider FES GmbH created a project to professionalize all of its project management and project portfolio management. The project was successfully run using PRINCE2, and completed in only eight months.

This case study describes how P3O helped the senior management at BT Design make business-critical decisions. Programme Manager Chris Barnes discusses how BT Design used P3O to create a Centre of Excellence.

This case study explores how the company benefited from project and programme management during a period of vast growth for the business.

Based at Tameside Council in Ashton-Under-Lyne, Greater Manchester, Martin McCann has spent the last few years developing and implementing a tailored project management approach.

This Case Study describes how Konica Minolta Business Solutions Europe GmbH introduced and adapted PRINCE2 to improve project management capabilities.

In 2012, ONS recognized that a portfolio management approach to business change was required, to prioritize investments which would contribute most to strategy in the face of rapidly evolving technology and an increasingly complex society.