APM Blogs

“I get told what my people think I want to hear” sighed the chief executive of a major organisation to me.

Forty-five per cent of project management professionals are ‘somewhat’ or ‘very’ dissatisfied with the current level of project management maturity in their organisation, according to The State of Project Management Annual Survey 2016, conducted by Wellingtone and the APM PMO Specific Interest Group.

Over the last year, project managers across all industries have seen an increasing demand for support in organising projects and programmes into portfolios, as well as mobilising portfolio management offices.

I’m sure that APM members could, and do, argue for many hours about the concept of project success - what it means and whether it’s valid or even useful talk about it.

One hundred years ago, David Lloyd George took office as the first Prime Minister who was unequivocally in favour of votes for women.

Now that the dust is starting to settle from the Brexit vote to leave the EU, organisations should recognise the potential ‘discontinuity’ on their portfolio of change project and programmes.

Competence, not qualifications, should be the most important priority when training project managers.

The busyness of a project manager’s day-to-day business means problems are often brushed aside with the hope that they will just disappear – which they rarely do.

Four years ago, 900 million people watched the spectacular opening ceremony for the London 2012 Olympics.

Workplace mentoring has many advantages, particularly in a field such as project management, where inter-personal skills are essential.