Early in 2020 the Association for Project Management (APM) Governance Specific Interest Group (SIG) analysed the results of an online survey of senior executives who undertake a sponsor role or are board directors and other project professionals involved in governance of change.
The business case for gender and ethnic diversity is irrefutable.
If we had a magic ball that could tell us why projects fail we could make millions.
It’s one thing to remind colleagues that sustainability and regeneration are imperative, quite another to do something about it.
Wales and Western region of Network Rail delivers £1bn of infrastructure programmes every year, from installing new railways to improving how roads interface with rail.
As a project professional, you need to know how to make your projects fairer because the individuals you are working with care about fairness.
It doesn’t seem that long ago that project assurance was the preserve of large government departments and corporates that had the money to spend on it.
Have you ever made a mistake in your professional life? If your answer is ‘no’, then I don’t know whether to be impressed, astonished or disbelieving – or perhaps surprised a one-year-old is capable of reading Project journal! For those of you who have made mistakes, I’m prepared to bet you learnt from the experience.
Business analysts, project managers, executive sponsors, all identify that something needs to be communicated, but lack the skills, knowledge and experience of a communication specialist to be able to turn those requirements into impactful, meaningful communications that deliver the required results.
In my previous blog, I described why it’s so important to manage project quality well.