Following on from our previous blog on why assurance matters more than ever for project success… A question we’re often asked is how to get started and introduce project assurance management practices into an organisation, which has previously no experience of this, in order to develop traction and understanding.
There has been a lot of talk about the ‘Great Resignation’ post-pandemic.
Waterfall was dead.
I worked within Shell projects and engineering for 38 years, managing portfolios locally, regionally and then globally.
The net zero 2050 objective mandates companies to decarbonise their business quickly and effectively.
Firstly, what is agile? The easiest way that I can explain to organisations and teams what being an agile organisation is, is through imagining a cat (stick with me)… A cat leaps from a tall building, twists and turns, adapts to then land on its feet safely.
After a summer of unrest in Westminster – and unease among spending departments – the autumn ‘Budget’ did much to calm fears of an immediate halt to capital spending on regional infrastructure and ‘levelling up’ projects.
On occasions I have found myself in discussions, usually with other women, where the issues of glass ceilings, discrimination, lack of recognition, exclusion, unconscious bias, institutional bias and many similar challenges are tabled.
After a lifetime of exploration and adventure, Sir Ernest Shackleton’s death, on route to Antarctica in January 1922, marked the end of the so-called heroic age of Antarctic exploration.
I was recently asked by two different clients if our organisation had the physical presence and technical capability to support the delivery of several urgent medical research centre construction projects in central Africa.