APM Blogs

“Life is what happens to you while you’re busy making other plans.

Walk into almost any large organisation and you’ll see them: projects which were delivered to time, quality and budget that end up gathering dust.

Earlier this year, Lord Browne of Madingley produced an excellent report entitled: Getting a Grip: How to improve major project execution and control in Government.

Part2 of a farce in 6 parts.

Projects large and small can benefit from clarification of their objectives and the development of a robust framework for making key decisions.

Welcome to the latest in a series of blog posts that aim to make the case for applying systems thinking to project management.

Project managers must take a wider view of the changing marketplace to continue to deliver project benefits post Brexit and COVID-19.

What do the city of Montreal, the 2012 London Olympics, and the UK Borders Agency have in common? They are all examples of organisations coordinating complex projects that encountered significant problems:  • An $11m Montreal overpass had to be demolished less than a year after completion because its positioning did not fit the redesigned road access to a nearby bridge, also under redevelopment.

Let’s be honest.

Artificial intelligence, robotic process automation, machine learning – these are all terms being bandied about more or less interchangeably when talking about the next level of technology.