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.
Leaner, simpler, better, repeatable, successful.
What is learning? According to the dictionary, learning is described as “the acquisition of knowledge or skills through study, experience, or being taught”.
I’m privileged to chair the board of trustees of APM.
This year we’re celebrating 25 years of the APM Women in Project Management Specific Interest Group (WiPM SIG).
It may seem like an unambitious claim for the output from a project to satisfy ‘most of the people, most of the time’, but to me, as editor of the refresh of the APM Body of Knowledge, it seems a realistic ambition – and the latest round of consultation suggests that we are on track to deliver.
Eighteen months ago the UK Government’s project delivery profession launched its Project Delivery Capability Framework (PDCF).
When asked about governance of projects, many of us think immediately of overly bureaucratic and long processes to get approvals.