Three reasons project success rates haven’t increased in the past 70 years Blog
The project profession has a problem.
We must seek to understand how AI can improve (not replace) the project profession Blog
There is no doubt about the impact of AI in many areas of business.
Thinking beyond a project to bring sustainable value to society Blog
When delivering large scale infrastructure projects, we need to consider how to deliver a legacy to help the government’s levelling up agenda which may not be realised until long after the project is finished.
Good governance enables successful projects, so why don’t we apply good practice consistently? Blog
I recently facilitated a virtual discussion regarding why we don’t consistently apply good governance principles on projects and programmes.
Project outcomes should receive elevated recognition in company reports. Shouldn’t they? Blog
Project outcomes are important to company performances, so you might expect their significance, and assurance of proper governance and management, would receive appropriate recognition in company reports.
The necessity of quality in project management Blog
Projects can often be vague or offer up benefits which cannot be achieved.
Holding project sponsors to account Blog
Many of the common causes of programme and project failures are related to the effectiveness of the sponsor.
The project sponsor, a hinge or hinderance to success? Blog
Many of the common causes of project and programme failures* and project success factors are related to the work carried out by sponsors including effective governance, creating a link with strategic priorities, articulating a clear vision, leadership and stakeholder engagement.
Sponsorship: how to enhance the role within the project profession Blog
Early in 2020 the Association for Project Management (APM) Governance Specific Interest Group (SIG) analysed the results of an online survey of senior executives who undertake a sponsor role or are board directors and other project professionals involved in governance of change.
Tokyo 2020: what the postponed Olympics can teach us about crisis response Blog
Bent Flyvbjerg and Alexander Budzier ask whether support for the Olympics is waning around the world
Three reasons project success rates haven’t increased in the past 70 years
The project profession has a problem.
We must seek to understand how AI can improve (not replace) the project profession
There is no doubt about the impact of AI in many areas of business.
Thinking beyond a project to bring sustainable value to society
When delivering large scale infrastructure projects, we need to consider how to deliver a legacy to help the government’s levelling up agenda which may not be realised until long after the project is finished.
Good governance enables successful projects, so why don’t we apply good practice consistently?
I recently facilitated a virtual discussion regarding why we don’t consistently apply good governance principles on projects and programmes.
Project outcomes should receive elevated recognition in company reports. Shouldn’t they?
Project outcomes are important to company performances, so you might expect their significance, and assurance of proper governance and management, would receive appropriate recognition in company reports.
The necessity of quality in project management
Projects can often be vague or offer up benefits which cannot be achieved.
Holding project sponsors to account
Many of the common causes of programme and project failures are related to the effectiveness of the sponsor.
The project sponsor, a hinge or hinderance to success?
Many of the common causes of project and programme failures* and project success factors are related to the work carried out by sponsors including effective governance, creating a link with strategic priorities, articulating a clear vision, leadership and stakeholder engagement.
Sponsorship: how to enhance the role within the project profession
Early in 2020 the Association for Project Management (APM) Governance Specific Interest Group (SIG) analysed the results of an online survey of senior executives who undertake a sponsor role or are board directors and other project professionals involved in governance of change.
Tokyo 2020: what the postponed Olympics can teach us about crisis response
Bent Flyvbjerg and Alexander Budzier ask whether support for the Olympics is waning around the world
Launch of the second edition of Directing Change: A guide to governance of project management
This second edition of Directing Change has been updated to reflect the terminology and structure of more recently published APM guidance, such as Co-Directing Change, Sponsoring Change, feedback from users and changes to regulations such as the new UK Corporate Governance Code which has replaced the previous Combined Code.