After speaking with the project manager responsible for the Olympic Stadium build project and one of the UKs foremost experts on major transport infrastructure projects, I was struck by the huge level of cost overrun even before any work had commenced.
As previously stated in an earlier Blog entry, the work of the SIG is organised as a programme of work stream projects, with the core management team (or committee) acting as a programme board.
Over the last three decades I have seen tremendous developments in planning, risk management, benefits management and governance all supported by process standardisation, tools and training.
In today’s economic environment, the enduring objectives of many organisations - decreasing costs, increasing service quality, driving efficiency and effectiveness- have taken on a whole new meaning.
Based upon my own experience I’m pleased to see that the number of organisations adopting portfolio management, particularly in the public sector, is increasing.
Firstly, let me inform you that the APM board has approved a name change for our SIG and so, from now on, we will be known simply as the Assurance SIG.
I write this whilst on bit of high following the joint presentation with Jane Royden last evening of The Lens Collective guide at a Coventrychapter event.
The Olympic project faces many challenges but perhaps the greatest is the legacy it leaves.
A programme is a big project and a portfolio is a big programme? NOT! There is a fundamental discontinuity between the three, mainly in skills.
The APM Benefits Management SIG is looking to canvass views on whether we are at a decisive point in the relationship between benefits and value or simply debating semantics?In recent years, there has been increased senior management focus on the benefits or the value realised through investment in change.