Towards the end of last year, the UK’s Joint Committee on the National Security Strategy (JCNSS) published a paper titled A hostage to fortune: ransomware and UK national security.
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.
Any new Prime Minister, from any political party, can always expect a full in-tray waiting for them when they arrive at 10 Downing Street.
I received the best ever out of office reply this week, from one of my international counterparts.
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.
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.
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 recent survey by the APM Programme Management SIG indicates that sponsorship is still a topic that generates lots of requests to support a better understanding.
Which aspects of project management are relevant to dealing with climate change? The answer is virtually all of them, and this publication, "Climate change and what the project management profession should be doing about it", by Professor Peter Morris - recently published by APM - looks into it in more detail.