What happens when a nation decides to build the future at full speed? In Saudi Arabia, mega and giga-programmes aren’t just being announced; they are being stood up, sequenced and delivered in parallel.
The APM Governance SIG and community was privileged and delighted to hear from Nick Elliott, formerly the programme director of the UK Vaccine Task Force.
When faced with a messed-up Rubik’s Cube, it can be easy to give up when it seems just too complex to unscramble.
People tend to believe that failure to hit deadlines is mostly caused by unforeseen delays during the project.
We know that 65% of all megaprojects fail.
Since President Donald Trump moved back into the White House, diversity, equality and inclusion [DEI] rights in the US have rolled backwards at an alarming rate, impacting business and employment within the US and reducing several gender equity and broader DEI initiatives through executive action and policy shifts.
I wonder if this is a problem for your programme? Many projects are proposed for the programme, but less than expected make it through the feasibility and authorisation process, so you've always insufficient projects in the programme to meet the targets you have for service/asset improvement, and the forecasted spend you made!Consequently your programme got off to a slow start, and compromises on project selection later on, as the need for more projects intensifies.
Whether we like it or not, data sits at the heart of everything we do in project management.
The citizens of the UK have voted in a non-binding referendum to leave the EU.
Martin Samphire sets out five areas that organisations should focus on to achieve better governanceOK, so you are involved in a major project.