APM Blogs

As the chair of the APM PMO SIG, I get to see many PMO people who have issues around setting up, sustaining, or changing their PMO.

There is a growing recognition at senior management levels of the value that the application of programme management can generate and its impact on the achievement of an organisation’s strategy and the associated delivery of benefits.

Agile working has been greeted, by some, as the latest saviour of projects.

I recently came across one of those proverbs that we instantly recognise as containing a deep truth.

“I get told what my people think I want to hear” sighed the chief executive of a major organisation to me.

Forty-five per cent of project management professionals are ‘somewhat’ or ‘very’ dissatisfied with the current level of project management maturity in their organisation, according to The State of Project Management Annual Survey 2016, conducted by Wellingtone and the APM PMO Specific Interest Group.

Over the last year, project managers across all industries have seen an increasing demand for support in organising projects and programmes into portfolios, as well as mobilising portfolio management offices.

I’m sure that APM members could, and do, argue for many hours about the concept of project success - what it means and whether it’s valid or even useful talk about it.

One hundred years ago, David Lloyd George took office as the first Prime Minister who was unequivocally in favour of votes for women.

Now that the dust is starting to settle from the Brexit vote to leave the EU, organisations should recognise the potential ‘discontinuity’ on their portfolio of change project and programmes.