Jon Williams, chief operating officer at the Marlow Club, a privately owned health, fitness and wellbeing centre in Marlow, Buckinghamshire, remembers 20 March 2020 with painful clarity.
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.
Earned Value Management (EVM) has long been a cornerstone of program control.
Artificial Intelligence is no longer a distant concept confined to sci-fi movies or elite tech companies.
Over the past couple of decades, experience and research have revealed that, without an effective initiation, programmes fail to achieve their goals, often devolving into chaos, leading to budget and schedule overruns.
Every project leader has faced the same uneasy moment: presenting to the board their project update report, with its on-time deliverables, glossy graphics and impressive metrics, but with a nagging concern that something critical has been missed.
Dealing with the risk inherent in complex supply chains with high degrees of interdependence is the meat and potatoes of a project managers life.
More understanding of assurance is needed among project professionals, PMOs and audit professionals to reduce the number of project failures.
With a population just shy of five million, New Zealand may not be the first country that springs to mind for projects at scale needing innovation.
The APM Report ‘BREXIT – The Great British Project?’ is an excellent editorial with a terrific title but gives a misleading message for two reasons.