How do behaviours impact on assurance processes and how do the ‘right’ behaviours support successful assurance mechanisms and ultimately project success? These and other questions we will try to answer as part of a future research project, led by the APM Assurance Specific Interest Group.
“The way that the consultation process has worked with feedback and what they're planning to do in the future, shows that the APM is taking this topic very seriously, wants to engage with the membership and the community generally and is listening.
Christmas Day: a transient endeavour with fixed start and end dates, clearly defined objectives and deliverables, perhaps no business case as such, but very real costs (tangible) and expected benefits (mostly intangible) and a stakeholder community with risks to be managed and issues to be addressed.
The last year has been a period of great change for APM but that change has allowed our organisation to go from strength to strength with the adoption of a new ambitious strategy helping to grow our membership and revenues.
Hang the cost – it's the benefits that really matter When you're at that stage of deciding whether to give a project the green light – or you are assessing a project's progress to decide whether to continue with it – then it's easy to become totally focused on how much the whole thing is costing to the exclusion of other factors.
Ever had one of those projects where it becomes fairly obvious that you are the wrong side of the coin with the customer and it isn't likely going to improve? You will get a few things right down the line as the project unfolds and heads toward implementation.
The APM People SIG recently undertook a short ‘pulse’ survey to ask APM members for their views on people-related aspects of project management.
Over the past 25 years I’ve had the privilege of working across numerous sectors and on a variety of different project types – for example civil engineering, new product development, business change, social change, R&D, to name a few.
Knowledge management (KM) has been around as a discipline and organisational practice since the 1990s, but is still smothered in confusion.
Starting any new job can be daunting and it doesn’t matter how much training you have done and how many useful skills you have acquired, facing a new set of people for the first time in a new role can be tough.