APM Blogs

Many have successfully implemented agile styles of working for small teams, but struggle when they encounter corporate governance procedures.

Clients are facing increasingly complex conundrums when managing projects and programmes.

Over more years than I care to remember, I have seen many projects and programmes across a range of diverse business environments set themselves up for failure from day one - nothing to do with me of course! The apparent need to mobilise at pace, ‘we need this project delivered tomorrow’ syndrome, the inevitable politics and the general lack of sufficient planning and risk foresight are all critical factors of failure.

I learnt early on in my career that if you want to change something, measuring it is a sure fire way to get results and a good tool to see the impacts of action in a quantifiable way.

We all know the importance of effectively managing project resources - the time, the money and the people - with the often complex interactions and interdependencies they have.

The annual Wellingtone and APM Project Management Office Specific Interest Group State of Project Management survey shows that approximately 85 per cent of project organisations have a project management office (PMO) of one type or another.

If you have not yet submitted your project management awards entry, then consider this.

APM has just become a Chartered body, which is something to be celebrated.

I gave a presentation at a seminar on communication for project managers.

Often, the overriding focus of the leaders within major programmes is to ensure the objectives of the programme are achieved to time and within the available budget.