Uncertainty is higher than ever – yet it is essential that business executives and sponsors lead and move forward, taking on the more challenging decision making process, and accepting there is less certainty about the future.
Project managers in the construction sector are being challenged to radically improve the efficiency and predictability of the delivery of complex and bespoke assets.
Projects can only thrive when their people are properly supported.
The classical way of defining success criteria limit us sometimes to the traditional iron triangle of quality, cost and delivery.
In this age of pandemic, how agile is agile project management? With the key agile principle of informal collaboration and communication seemingly hindered by remote working, is agile up to the challenges? Six months into APM’s major study of agile with the University of Southampton, themes are starting to emerge.
Martin Samphire sets out five areas that organisations should focus on to achieve better governanceOK, so you are involved in a major project.
What the best leadership approach is with your team.
It’s fair to say that over the past couple of decades, technological advances have presented the opportunity for untold savings in cost and time for project professionals, in particular thanks to 3D mobile mapping.
Programme management offices (PMOs) are renowned for delivering successful change, bringing certainty throughout the programme life cycle, and driving innovation and efficiencies to transform organisations.
With change and transformation agendas scaling, pivoting and adapting to fast-moving variables, it’s becoming increasingly common for project and programme managers to call in external consultants to support initiatives.