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:Inconsistency in approach and lack of visibility both feature.
A 'revolution' (from the Latin revolutio, "a turn around")1 is a fundamental change in power or organisational structures that takes place in a relatively short period of time.
Not so long ago I was involved in a fairly extensive piece of research (the report eventually ran to over 50,000 words) for the Cabinet Office looking at the case for portfolio management.
After 20 years of delivering public sector projects, now more than ever, a depressingly common theme is emerging, which is that key public sector projects and programmes are failing to deliver.
The Management of Portfolios (MoP) guidance has been in the public domain for quite a while now, and before that, it was available in draft form.
The annual Wellingtone and APM Project Management Office Specific Interest Group State of Project Management survey shows that approximately 85 per cent of project organisations have a project management office (PMO) of one type or another.
Why do so many projects fail? There are many individual factors behind failure, but one overarching explanation could be that the ‘why’ of a project – its objective or purpose – simply gets lost in the focus on the ‘what’, ‘how’, ‘how much’, ‘when’ and ‘where’.
The term ‘scope creep’ may sound like another innocuous piece of professional jargon, but it has the potential to become the bane of any project professional’s life.
*Please note, this blog has been updated for 2021* So you've got your A level results.
The Golden Thread APM Research Report 2019 indicated that the successful delivery of programmes and projects has a major impact on modern economies, organisations and people’s lives.