APM Blogs

The citizens of the UK have voted in a non-binding referendum to leave the EU.

Everyone would agree that getting the communication right is one of the keys to project success.

Since Theresa May became Prime Minister, one of the distinctions she has carefully drawn with the recent past has been her willingness to be activist in finding solutions to the UK’s long standing problems with productivity, regional disparities and skills deficits, whilst at the same time keeping her powder dry for a blitz on corporate tax and regulation should the EU drive too hard a deal over Brexit.

The recently published APM Annual Salary and Trends Survey 2016, sponsored by Wellingtone, is always one of the most popular downloads and generates huge interest.

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”.