APM News

Delivering assurance to customers and project sponsors is essential when it comes to allaying fears of project overrun.

With the economy tightening, many organisations are turning to flexible interim management (IM) solutions, hiring an experienced interim executive for a few months to a year rather than making a permanent appointment.

A predominant paradigm in project management is to view the process as a three way trade-off between time, cost and quality.

The role of the project sponsor, and the relationship with the project manager, is a vital ingredient in business.

All too often projects and programmes are managed at arms length from the leadership of the organisation or enterprise, and within the internal logic of the project management paradigm.

Bob Owen, Senior Research Fellow, Salford Centre for Research & Innovation, Salford University, reviews an important project management event.

The path to project and programme management professionalism is not an easy one.

How much detail should a programme manager engage in if successful outcomes are to be achieved? The decisions generals make on battlefields may provide an answer, says David Walton.

As work opportunities for disabled people have increased in recent years, one company has found itself with a challenge but focused project management is turning this situation around.

Might it be that Prince2 the goliath of project governance frameworks, with a manual of over 450 pages could be agile? Dr Peter Merrick visited the recent Best Practice Showcase and discovered some answers to this and other topical questions.