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.
One evening, while staring at my laptop, I had a familiar feeling many of us know well: I want to build something—but what? At the time, I was preparing for job interviews, laying the foundation for my consulting practice and speaking to early-stage founders and small business owners.
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.
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.
The classical way of defining success criteria limit us sometimes to the traditional iron triangle of quality, cost and delivery.
We’ve all been there.
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.
Massive initiatives in tackling deadly diseases are, in effect, complex programmes and result in excellent project management - emphasising that project managers do huge things, not just in infrastructure, but in many different environments.
Agile: It means nimble, fast, adaptable and efficient – all the things a project manager wants his or her teams to be.