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Posted by David Dunning on 16th February 2012
The issue is – organisations don’t always manage their portfolio using recognised portfolio management processes or roles. A PMO is often ‘delivery’ focused and not always a high level corporate body. There is often a gap between strategy and the delivery of change. Could a traditional PMO step up to fill that gap?
Number of comments:5
Posted by Alistair Godbold on 8th February 2012
On the 10th January we held the first APM Board meeting of the New Year. A chance for the Executive and the Board to meet up and guide the APM and project management forward. The meeting also gave us a chance to reflect on what had been achieved by all the volunteers, the membership and the Ibis House team in 2011.
Number of comments:3
Posted by James Simons on 3rd February 2012
Project people, we have a problem. We are pawns in a wider game and unless we raise the noise, we risk falling further and further behind in the technology stakes.
Number of comments:1
Posted by Alastair Smart on 20th January 2012
If you don’t put effort into understanding the organisational culture in which you’re trying to deliver a project, you’re asking for problems. However with constant pressure to deliver more with less, and to do so quicker, how much time can you really spend on thinking about culture?
Number of comments:7
