When I first took on the challenge of developing emerging leaders across a Multi-Academy Trust, I assumed the work would follow the familiar rhythm of a leadership programme: create content, deliver sessions, evaluate impact.
Happy New Year to all ProgM members from the ProgM chair and committee.
Studies show most projects fail due to poor management of known risks which includes cost.
From an outside perspective, the transition from project to programme management makes logical sense.
You don’t need me to tell you that COVID-19 hugely impacted the project profession.
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.
The APM Body of Knowledge puts leadership, team management and ethics at the core of successful project delivery.
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.
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.
Getting communication right in a crisis matters.