Traditional costing models for new systems and new buildings in industry, defence or government, have tended to focus on the costs of acquisition and implementation, with scant regard for the costs of running the system or decommissioning after use.
Project management is well served with bodies of knowledge, methodologies and other guides that give those new to the discipline a starting point for learning.
When people talk about stakeholder management on a project, they seem surprised that the PMO has any influence.
For as long as I can remember the reported failure rate for programmes and projects has been stuck at the seventy per cent level.
The knowledge, skills and behaviours of the (Senior Responsible Owner) SRO are critical to the success of any project.
Don’t you love the metaphors that business and management studies comes up with?This is a great one – managing the pipeline – it summons up images of a network of pipes and connections to supply some endpoint in a system.
I am amazed at how many companies are still managing projects using spreadsheets.
Projects are carried out by people and have an impact on people, so it is no surprise then that a number of the success factors for projects are around managing people and relationships.
I am well known for my objectionsto the phrase best practice.
As of January I have been elected APM Board member to become what was previously known as the board intern role.