We believe there are hidden inefficiencies in the often forgotten and underestimated aspects of delivering complex projects and programmes in the nuclear industry.
The pandemic, deadlines, home life, and so much more impacts all of us at various times.
Project quality management is complicated, which explains the number of projects suffering from poor quality, and my previous blogs broke it down to simpler elements to discuss separately.
What are the main challenges for project managers who are looking to step up and engage in a career in programme management? Clearly there are many aspects to this question which depend on the business and environment that project professionals are operating in.
The COVID-19 pandemic has shone a light on the importance of health and wellbeing in the workplace in an unprecedented way, and highlighted the importance of the line manager relationship and wellbeing conversations.
Personal discipline and organisation are needed when managing your programme through difficult and changing times.
When a business case is put together for a project it’s common for any barriers to the change to be discussed, but most often this is focussed on the tangible elements like costs.
Want to improve your decision-making? Start by understanding your dominant decision style and then align it with your project situation, says Natalie Marguet, author of the APM research on the topic.
Volunteering is important for APM, the chartered body for the project profession and volunteers play a pivotal part in the future of the project profession and the organisation.
When I was first headhunted to join the Bar Standards Board (the legal regulator of barristers in England and Wales, BSB) as head of programmes, I was amazed at how much work such a small organisation was doing to address inequalities across the Bar and make Bar training more accessible.