APM Blogs

Every orchestra needs a conductor, every battle a commander.

Project management has traditionally relied on recruits with a background in STEM.

On February 11 2001, a group of 17 software developers met at a resort in Utah to exchange their views on new delivery models.

One of the joys of my job is that I get to work with lots of different organisations and project professionals.

As the chair of the APM PMO SIG, I get to see many PMO people who have issues around setting up, sustaining, or changing their PMO.

There is a growing recognition at senior management levels of the value that the application of programme management can generate and its impact on the achievement of an organisation’s strategy and the associated delivery of benefits.

Agile working has been greeted, by some, as the latest saviour of projects.

I recently came across one of those proverbs that we instantly recognise as containing a deep truth.

“I get told what my people think I want to hear” sighed the chief executive of a major organisation to me.

Forty-five per cent of project management professionals are ‘somewhat’ or ‘very’ dissatisfied with the current level of project management maturity in their organisation, according to The State of Project Management Annual Survey 2016, conducted by Wellingtone and the APM PMO Specific Interest Group.