APM Blogs

The classical way of defining success criteria limit us sometimes to the traditional iron triangle of quality, cost and delivery.

The term VUCA (volatile, uncertain, complex and ambiguous) has long been adopted into business terminology to convey the unpredictable environment we live in.

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.

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.

On day two of the 2024 APM Conference, keynote speaker Thimon de Jong, a Dutch behavioural expert, got the packed audience so involved in his conversation on mental health that it took a wolf whistle from someone to quieten everyone down.

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.

The projectification of work has picked up an even greater pace in the wake of COVID-19.

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.