Well designed organisational structures facilitate enhanced collaboration and autonomy, clarify expectations and accountabilities, and improve efficiencies.
Being able to realise the full benefits from a portfolio of programmes is critical to organisational success, particularly in the current economic climate.
APM’s Project journal has been privy to some of the best leadership and project management advice from those at the very top of the profession.
Following The link between personal autonomy and project performance) by Sam Jefferies, I’ve been using my own experiences in the civil service to consider how we might apply that same thinking.
Projects are, by their very nature, temporary, so it is not surprising that a mature contract labour market exists for project management professionals.
What are the top five skills wanted by employers? Is it initiating, planning, executing, monitoring and controlling? Or is it creativity, persuasion, collaboration, adaptability and emotional intelligence? One is doing and the other thinking.
The APM Body of Knowledge defines a programme as: “A group of related projects and change management activities that together achieve beneficial change for an organisation”, and programme management as ‘the coordinated management of projects and change management activities to achieve beneficial change”.
With the increase of change, it is a core competence for leaders across all organisations to manage change.
The Golden Thread APM Research Report 2019 indicated that 8.
Alistair Sergeant, chief executive officer of Equantiis (formerly known as Purple Consultancy), is used to delivering transformation projects.