Project management tech is booming – there has never been more choice in the software available to project managers, all offering the potential to streamline your processes, keep everyone on the same page and make managing a project so much easier.
I have had to remind myself that this current series of blog posts is predominantly aimed at those new to project management.
Building Information Modelling – or BIM – creates a virtual prototype of projects, so everyone has complete visibility of a space, right down to the smallest details.
We all know about the statistics around successful project delivery – research by Oxford Said Business school illustrated that one in 200 major projects delivers within the sanctioned cost, time and benefits envelope.
Coding is out, so is PRINCE2, but social influence is rising up the list of must-have PM skills, writes Mike Wild Against the backdrop of a global pandemic, national lockdowns and a global economy that is projected to contract more than during the 2008/09 financial crisis, you would be forgiven for questioning why anyone would be thinking about job specifications right now.
Knowledge management (KM) has been around as a discipline and organisational practice since the 1990s, but is still smothered in confusion.
I want to open up and acknowledge that behind every polished LinkedIn post or well-run project meeting, there are stories that often go unseen.
In a well-planned project there will be scheduled milestones and regular formal reviews, which allow those involved to assess progress, discover new risks and identify issues that might require a change to the project, such as: Inadequate business requirements New information coming to light External changes in the market Changes in organisational strategy New technology becoming available New regulations being imposed As are result it may be necessary to change the project scope or requirements.
Project and programme management are well understood as a means of delivering effective outputs and outcomes; portfolio management still seems to be challenging organisations in terms of:what it means (its big programme management with prioritisation isn’t it?)its necessity (could you do just the project and programme management maturity assessment please, we don’t do portfolio management here)getting it onto a senior stakeholder agenda (they understand PPM, but what’s the third P for again?)how does it relate to my business; why should I bother? (you mean – I’ll be able to connect all my activity from strategy to delivery and back again??)The APM Portfolio Management SIG will be running an evening event on Tuesday October 1st in London to:Discuss how a portfolio management initiative is different from a project mgt or a programme mgt initiative in terms of getting it off the ground.
Workplace mentoring has many advantages, particularly in a field such as project management, where inter-personal skills are essential.