What can be learnt from the programming geeks who adopted the Agile Manifesto and rewrote the rule book on IT project management? The move to being “agile” has up to now been a grassroots movement.
Project managers do not spend enough time thinking about the quality or the impact of their decisions and very little training is available.
With the APM Awards about to take place I wonder how much customer satisfaction plays a role in the selection of the winners.
I have blogged much on two subjects in recent years.
A 'revolution' (from the Latin revolutio, "a turn around")1 is a fundamental change in power or organisational structures that takes place in a relatively short period of time.
Those new to project management often worry about which qualifications to seek; which will give them the best opportunity to develop their career or the widest choice of possible industries or the best credentials for working in international organisations, or whatever else is important to them in their careers.
In April this year, a small group of us got together to talk about innovation in the way we manage projects.
Being able to realise the full benefits from a portfolio of programmes is critical to organisational success, particularly in the current economic climate.
Software development, project management, and risk management all have maturity models that set criteria to allow organisations to measure the level of institutionalisation of good practices.
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.