Is it just me or is anybody else bamboozled or even mildly puzzled by the absence in project management literature of any helpful information on dealing with the challenges of achieving an integrated end-to-end supply chain? Some of the problem is undoubtedly down to language.
Good governance is the critical success factor in delivering successful outcomes.
‘Inspiring positive change’ is the title of the refreshed APM strategy.
In many industries change is fast becoming the norm amid the continuous demand to adopt new technology and improve client satisfaction.
“Probably some of the best things that have ever happened to you in life, happened because you said 'yes' to something.
Every year project management surveys tell us the same things we’ve been reading for the last 20 years – namely that more projects fail than succeed.
Want to employ an apprentice but don’t know where to start? APM’s guide for employers is what you need to help you navigate the different options on offer whether you are a small business or multinational organisation.
Many have successfully implemented agile styles of working for small teams, but struggle when they encounter corporate governance procedures.
Clients are facing increasingly complex conundrums when managing projects and programmes.
Over more years than I care to remember, I have seen many projects and programmes across a range of diverse business environments set themselves up for failure from day one - nothing to do with me of course! The apparent need to mobilise at pace, ‘we need this project delivered tomorrow’ syndrome, the inevitable politics and the general lack of sufficient planning and risk foresight are all critical factors of failure.