APM Blogs

Procrastination can easily waste great ambition, skills and knowledge; it leads to regrets.

This blog series discusses the use of value management to develop and implement business initiatives (programs and projects) that are well aligned with the strategy, deliver benefits and are achievable.

From an outside perspective, the transition from project to programme management makes logical sense.

Richard Young considers the pressures oil companies face as they pivot from black gold to green power.

I recently saw one of those lists that people publish to capture our attention or to make a point.

There seems to be a common view that project management is very simple – you know where you want to get to, you think you know the intermediate steps, then it’s just a matter of lining up the sequence, drawing up the Gantt chart, nailing the critical path and master budget – and charging ahead! If it really was that simple, there would be no need for APM.

Mapping stakeholders has long been a subjective task, but the most widely used power/influence grid has taken precedence for at least two decades, often pigeonholing stakeholders as high priority or low priority for an extended period, regardless of context.

Two key messages about benefits management are emergingFirstly there is a direct correlation between effective benefits management and how successful an initiative is.

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.

What is the Belt and Road Initiative (BRI)? Chinese President Xi Jinping launched the BRI in 2013.