As a consequence of the 2008 credit crunch I was involved in a number of transformation programmes with organisations needing to rapidly change their delivery models in order to operate within much lower operating budgets.
In this new deep dive into agile, I thought I would concentrate on various stakeholders that are affected by agile ways of working.
As Chair of the APM PMO SIG moving our industry forward has always been at the forefront of my mind.
On Friday we were delighted to finally announce the news we have been waiting many years for; that APM had received its Royal Charter.
I recently saw one of those lists that people publish to capture our attention or to make a point.
The APM Body of Knowledge defines a programme as: “A group of related projects and change management activities that together achieve beneficial change for an organisation”, and programme management as ‘the coordinated management of projects and change management activities to achieve beneficial change”.
I was delighted to see the Measures for Assurance tool-kit made available to members and covered in as excellent article in the Project - Winter edition.
The benefit of communicating face-to-face was the one piece of advice offered unanimously by the finalists at this year’s APM Awards Wouldn’t it be great if you could spend 45 minutes talking to four of the best project professionals in the UK every year? What is their secret to success? How do they handle stakeholders, risks, issues, planning and everything else? Can we bottle their achievements? As one of the APM Awards judges, I get to do just this by quizzing our industry’s brightest stars.
There are innumerable projects across the world that are in need of completion.
Complex projects need managerial leaders who understand systems and the benefits that systems thinking can bring.