What are the largest challenges organisation face relating to project and portfolio management? The 2016 State of Project Management Survey published by Wellingtone and the APM PMO SIG provides some insight: Poor resource management features in the top 5, with lack of visibility of project status making the top 10 list of challenges.
Getting communication right in a crisis matters.
We're all delighted that the APM has been granted a Royal Charter and that the project management profession can now be recognised on the same level as, say, a chartered accountant or a chartered engineer, with all the discipline and rigour such accreditation entails.
This new SIG has many challenges, no, lets call them opportunities why not? One of these is the promotion, or rather selling (the value of) portfolio management.
When managing any type of project, you must create and follow schedules, confirm that the quality of the final deliverable meets expectations and assess and plan for potential risks to ensure a good outcome.
In my last post I talked about how to identify risks on a project and how to ensure the risks were specific to the project and not general business-as-usual risks.
I joined this industry as an 18 year old who had no knowledge of project management or telecommunications.
You don’t need me to tell you that COVID-19 hugely impacted the project profession.
Being given an impossible project deadline is unfortunately all too common but there are a number of ways you can try to resolve this problem.
A programme is a big project and a portfolio is a big programme? NOT! There is a fundamental discontinuity between the three, mainly in skills.