Who could possibly take issue with a word such as ‘collaborate’, which according to my on-line dictionary, denotes ‘the action of working with someone to produce something’? There now appears to be an inextricable drive to collaborate across all organisational sectors, in what has been coined ‘the age of alliances’.
Language is important for project managers.
Today, I had the pleasure of attending the CUHK Corporate Innovation Seminar Series 2025 - "How to Create More Value with Fewer Resources in SMEs" at the HKGCC Admiralty office.
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.
There isn’t another organism known to man that has the ability to do what humans are able.
I did not come into project management through a traditional route; I didn’t go to university - no one in my family has.
Usually we hear about projects that involve construction, technology development and engineering, but there’s so much more in the world of project management you might not know about.
Yes you can, based on the experiences of the APM Assurance Specific Interest Group (SIG) and its guide Measures for Assuring Projects.
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.
In our previous blog, Things leaders need to do to ensure success and stakeholder value we discussed the supplier’s contribution to sustaining the 'value chain'.