What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
Project management best practices ispi-fritschMichael Fritsch
Why do so many projects fail? How does the Project Management Office increase project success? What does a PMO do? How important is PMO maturity to project success? How can I accelerate the maturity of my PMO and project operations?
This presentation was given by Stuart Collins of the BBC to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
This presentation was given by Amerjit Walia of Orbitus Consulting (and Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
This APM event was co-organised by the ProgM and Governance SIGs in conjunction with our good friends at PWC. [Full write up: http://bit.ly/apmpwcsurvey]
As Miles Dixon and I introduced the evening, I knew that we were in for some fun as Karl Reilly @karl_reilly_pwc, our host, speaker for the evening and veteran of programme management, let it be known that he would ‘ask the audience’ to send in their votes using software called Poll Everywhere. [You only have to look at the website of this tool to realise just how engaging this can be for a live audience!]
As part of my introduction I threw out a couple of challenges. Firstly with the well-known saying ‘lies, damned lies and statistics’ - why should we trust what this survey from PWC says?
Also, “Isn’t it rather shocking that out of more than 3,000 respondents from more than 100 countries, only half [50%] agreed that ‘an appropriate baseline exists to measure all benefits for their organisation [projects and programmes]’
If this really is the case how can change commissioners possibly know whether they have got what they wanted in the first place?
The 4th PwC Global PPM Survey, conducted in 2014 looked at; trends, challenges, opportunities and opinions relating to the management of portfolios, programmes and projects.
During the evening we were invited to vote by text and web on our smartphones [one of those rare ‘don’t switch your phones off’ evenings] on various survey questions. The results and opinions of ‘we happy few’ were compared to those of the much larger global population.
So for example. On the question of “Where benefits are set, are they realised?” [Slide 12] illustrates the fact that audience opinion [yellow] is broadly similar with the global view [orange] this certainly wasn’t the same in every case and led to some interesting debate.
Sandie Grimshaw, who led the survey team, joined us part way through the session - after a long day at work. She says “The results are both interesting and enlightening, especially when considered with the findings of previous surveys, and also with the results that we find when PWC undertakes maturity assessments around the world on client programmes.
I believe our survey findings have provided a fresh perspective for executive teams, as well as giving PPM professionals evidence from which to re-evaluate their priorities and approach to delivering successful change programmes.”
Not being one to miss an opportunity, Alan Macklin, ProgM committee member and Deputy Chair of APM Board, stated APM’s desire to be involved in the next survey round 2015/16 as he sees it as an opportunity to extend our own work on Conditions for Project Success.
In addition, in a short infomercial, the audience were invited to attend our inaugural APM Benefits Summit [23-25 June] - partially in response to the survey’s findings on Benefits Management uptake!
Merv Wyeth
Bring Project Managers and Teams on board with Change Management - Prosci Del...Catherine Smithson
A free 30 minute information webinar on Prosci's one day Change Management workshop for Project Managers.
For the version with audio, visit https://youtu.be/VZ-jb-lAra8
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
Project management best practices ispi-fritschMichael Fritsch
Why do so many projects fail? How does the Project Management Office increase project success? What does a PMO do? How important is PMO maturity to project success? How can I accelerate the maturity of my PMO and project operations?
This presentation was given by Stuart Collins of the BBC to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
This presentation was given by Amerjit Walia of Orbitus Consulting (and Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
This APM event was co-organised by the ProgM and Governance SIGs in conjunction with our good friends at PWC. [Full write up: http://bit.ly/apmpwcsurvey]
As Miles Dixon and I introduced the evening, I knew that we were in for some fun as Karl Reilly @karl_reilly_pwc, our host, speaker for the evening and veteran of programme management, let it be known that he would ‘ask the audience’ to send in their votes using software called Poll Everywhere. [You only have to look at the website of this tool to realise just how engaging this can be for a live audience!]
As part of my introduction I threw out a couple of challenges. Firstly with the well-known saying ‘lies, damned lies and statistics’ - why should we trust what this survey from PWC says?
Also, “Isn’t it rather shocking that out of more than 3,000 respondents from more than 100 countries, only half [50%] agreed that ‘an appropriate baseline exists to measure all benefits for their organisation [projects and programmes]’
If this really is the case how can change commissioners possibly know whether they have got what they wanted in the first place?
The 4th PwC Global PPM Survey, conducted in 2014 looked at; trends, challenges, opportunities and opinions relating to the management of portfolios, programmes and projects.
During the evening we were invited to vote by text and web on our smartphones [one of those rare ‘don’t switch your phones off’ evenings] on various survey questions. The results and opinions of ‘we happy few’ were compared to those of the much larger global population.
So for example. On the question of “Where benefits are set, are they realised?” [Slide 12] illustrates the fact that audience opinion [yellow] is broadly similar with the global view [orange] this certainly wasn’t the same in every case and led to some interesting debate.
Sandie Grimshaw, who led the survey team, joined us part way through the session - after a long day at work. She says “The results are both interesting and enlightening, especially when considered with the findings of previous surveys, and also with the results that we find when PWC undertakes maturity assessments around the world on client programmes.
I believe our survey findings have provided a fresh perspective for executive teams, as well as giving PPM professionals evidence from which to re-evaluate their priorities and approach to delivering successful change programmes.”
Not being one to miss an opportunity, Alan Macklin, ProgM committee member and Deputy Chair of APM Board, stated APM’s desire to be involved in the next survey round 2015/16 as he sees it as an opportunity to extend our own work on Conditions for Project Success.
In addition, in a short infomercial, the audience were invited to attend our inaugural APM Benefits Summit [23-25 June] - partially in response to the survey’s findings on Benefits Management uptake!
Merv Wyeth
Bring Project Managers and Teams on board with Change Management - Prosci Del...Catherine Smithson
A free 30 minute information webinar on Prosci's one day Change Management workshop for Project Managers.
For the version with audio, visit https://youtu.be/VZ-jb-lAra8
How Implementing an effective Change Control process can have a positive impact on a project. This presentation will bring you through a step by step guide to accomplish this goal.
Implementing Finance Insurance Standards Us Forest Marketguskent
Gabriel Thoumi (Forest Carbon Offsets LLC), Augustus Kent (CO2RS), and Colm Fay (Erb Institute, University of Michigan) sat down on June 29, 2010, to discuss how forest carbon in the US is maturing in terms of finance and insurance standards and how the adoption of these standards can change the face of risk management for forest carbon projects and assets.
Customer Experience Transformation for Insurance: Where to start?Caralina Wonnacott
For insurance carriers, choosing the right strategy when it comes to establishing an up-to-date customer experience (CX) model can feel a lot like a client trying to choose the right life insurance plan. Sometimes there seems to be an overwhelming number of options; it's difficult to know whose advice is good or why they should be trusted; and there is always the worry that you're investing too much or too little.
However, the same principles can also apply to finding the best solution. Get multiple quotes on as many options as possible; ask as many questions as you need; and - most importantly - don't feel intimidated into picking a plan. Once you've made your decision, continue to review the progress and adapt as and when your needs change.
Here, CX Network offers a breakdown of strategic options across three common objectives for insurance companies as we approach Customer Experience Transformation: Insurance (25-26 May 2016, London, UK), the ideal place to source all the information you need from the experts.
And remember - just like a life insurance plan, undertaking CX transformation is not a luxury, but a necessity...
View more at www.customerexperienceinsurance.com
Horizon Scan: ICT and the future of financial servicesEricsson
A new research report from Ericsson and Imperial College London provides a broad horizon scan of the impacts of ICT on services for money, banking, insurance and risk.
Speaker: Chris Ferguson, Director, Novare Consulting
Speaker Bio: Chris is a co-founder and Director of Novare Consulting, which was set up in 2002 to provide project management training and consultancy services to clients. Novare Consulting successfully run a number of Programme & Project Management (PPM) Academies, these typically have 5 levels of training each including an internationally recognised PPM qualification.
Chris leads the consultancy practice for Novare Consulting and has considerable experience of working for large consultancies in delivering projects and programmes. We deliver projects and programmes for our clients by being part of their team, working alongside client management and staff in partnership. We provide exceptional results by bringing together experienced professionals with the practical expertise to execute complex change programmes
Our collaborative approach and hands-on style helps clients to realise benefits quickly, achieving a significant and lasting impact
Our consultants have a wealth of experience across a range of market sectors and types of programme including business change, IT enabled transformations and policy driven change initiatives which gives them the ability to adapt their approach to suit the situation
Every team we deploy is chosen to meet the unique cultural, business, technical and commercial challenges our clients face
Speaker Contact Details:
E: chrisferguson@novareconsulting.com
T: 0161 926 1840
W: www.novareconsulting.com
Agile Change Programmes
Overview:
This webinar aims to tackle the challenges of successfully delivering large, complex programmes where the focus is on the rapid delivery of vision led transformational change.
Our webinar presenter, Chris Ferguson, will explore how to overcome the challenges of applying an Agile approach to such change initiatives, together with the implications for people centred change management.
Chris will bring together the principles of Agile, Programme Management and Change Management and explore the culture needed to bring about effective change programmes.
Anyone wishing to understand how to deliver complex change swiftly and effectively will find this session offers valuable and practical advice for running successful programmes with an Agile, people-centred focus.
Cloud Enabled Transformation In InsuranceCapgemini
Immature capabilities and growing market disruptors are compelling insurers to act swiftly and become fully customer centric. According to the World Insurance Report 2015 less than 30% of customers are having positive customer experiences globally forcing Insurers to reinvent their ability to deliver positive customer experience across the entire customer journey.
Capgemini's ACEs (All Channel Experience) for Insurance is built on Salesforce the leading CRM platform to help insurers improve their core capabilities and enrich customer experiences regardless of customer channel or device preferences.
Find out how Cloud-Enabled Transformation in Insurance from Capgemini and Salesforce is a faster and less disruptive way for insurers to rapidly evolve digital capabilities to achieve customer experiences that leave your customers wanting more!
The transformation to a Digital Insurer is complex as it changes the foundation of the organization. Complicating factor is the fast speed of digital innovation in the market and the current digital structure of the organization not able to deal with these changes. The digital transformation is however inevitable and mistakes will create a bigger gap, resulting in business deterioration. In this presentation a vision on Digital Insurance transformation is explained and more information is available to support a digital transformation process in a specific organization.
Transformation & Tradition: Reimagining the Customer-Agent Experience in Insu...Cake and Arrow
With the digitization of the insurance industry now fast underway, insurance companies are faced with the unique opportunity to leverage advances in technology to reclaim something of the bygone simplicity of the once trusted agent-customer experience, free from the mounds of paperwork, clunky technology, and complicated underwriting processes that have come to characterize buying insurance.
In this webinar, we will discuss how the insurance industry can re-imagine its own tradition of the agent-customer experience to usher in a new era of digital transformation built on trust, transparency and customer needs.
Software Project Management: Change ControlMinhas Kamal
Software Project Management: ResearchColab- Change Control (Document-10)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Customer Experience Transformation In Insurance Vizolution
Customer experience in today’s insurance companies at best, is broken. However there is no doubt that it is on the agenda. Download our white paper and learn why customer experience can deliver a long term competitive advantage for your business. Visit www.vizolution.co.uk/insurancewhitepaper for your complimentary download.
An APM event sponsored by the Northern Ireland Branch on 26 October 2022.
Speaker: Roger Garrini
The presentation was general view of why Governance is important, some tips and thoughts on good practices and a brief run through the four main GOVSIG Guides. This event was held on 26 October 2022.
We also asked for your help with some of our new topics which included:
Wicked Decisions
AI and Governance
Corridor Governance
Corporate reporting on Projects
Sponsorship as a profession
Sustainability and governance
https://www.apm.org.uk/news/project-governance-past-present-and-future-the-key-to-success/
This was a presentation given by Amanda Clack, Fellow of the APM and PM practitioner for over 25 years. Amanda is also the Senior Vice President of the Royal Institute of Chartered Surveyors (RICS).
The presentation was given to the Northern Ireland membership and guests on Thursday 13th November 2014 at The Mount Conference and Business Centre in Belfast.
Amanda's presentation considered the future of project management and how we all need to think differently as professionals to achieve the APM vision to "create a world in which all projects succeed" which forms part of the APM Strategy 2020.
Whilst at PricewaterhouseCoopers (PwC) as a partner, Amanda led a report entitled “Portfolio and Programme Management 2014 Global Survey”. In this session Amanda will explore with us some key findings from this report and share with us her personal views on what the profession needs to do to change to start to achieve the APM Strategy 2020 vision.
This presentation was given by Martin Samphire of 3pmxl (and Chair of the Governance SIG) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The State of Project Management Survey 2016Wellingtone
Wellingtone Project Management and the Association for Project Management (APM) Project Management Office (PMO) Specific Interest Group (SIG) have together published this, our first ‘The State of Project Management’ annual report. It provides a fantastic insight into the state of project management in the UK.
We invited colleagues from across our project management industry to participate, and they did, in their hundreds! 686 project management professionals representing 317 organisations invested their time and effort to help create this survey data. This is the largest ever non-salary focused project management survey in the UK.
Almost every organisation can benefit from improving their project management maturity. Many organisations do not benefit from best practice project management tool and techniques as championed by Wellingtone Project Management and the APM. We hope this report provides the catalyst for you to consider how you can increase your project successes and provides a wake-up call to tackle your biggest challenges.
The survey asks questions across a number of important topics including; project management maturity, tools & techniques, project success rates and PMO maturity.
Constructions projects have become of increasing technological complexity with relationships of those involved are also more complex and contractually varied. Additionally global trends are dramatically impacting contracting activity. Success depends on new and innovative ways to manage uncertainty and complexity.
Portfolio Management in times of uncertainty
Sandie Grimshaw
Balancing your change portfolio
APM Portfolio Management SIG Conference 2017,
11 May 17,
Holiday Inn Bloomsbury, London
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
How can you influence your Board to adopt good governance of project / change management?
1. How can junior project
members be empowered to
influence their Board to adopt
good governance of project /
change management?
1
APM Governance SIG
2. Governance SIG
Objectives
Be the UK focus
Advance understanding
Contribute to good practice
Influence national and
international standard making
authorities
Influence those operationally
responsible
Develop ambassadors and
exemplars of excellence
2
….in the governance of project management (change)
Activities
Engagement – CxO level
as well as APM members
Conferences and Seminars
Publications
Influence of, and
contribution to, standards
3. Directing Change
2nd edition 2011
3
Co-Directing Change
2007 (being updated)
Sponsoring Change
2009
Free to APM members at www.apm.org.uk/memberdownloads
GovSIG Publications
Agile Governance
(being developed)
To get involved
http://bit.ly/apm-agile-governance-preregister
5. Don’t forget our annual
conference on 1st October
See www.apm.org.uk for details
5
APM Governance SIG
6. How can junior project
members be empowered
to influence their Board
to adopt good governance
of project / change
management?
Scott Bryce, Matt Foley & James Beck
16th September 2015
7. PwC
Objectives for the session
Discuss the challenges and consequences of
organisations failing to operate good
governance for project / change management
Identify how junior project team members can
influence their seniors to adopt good
governance of project / change management
7
8. PwC
4th Global PPM Survey
Do those who commission change
get what they want?
View the full survey results here:
http://www.pwc.com/gx/en/services/advisory/consulting/portfolio-
programme-management/global-ppm-survey-2014.html
8
9. PwC
To what extent do you agree or disagree with the following statements?
14
18
13
3
4
3
44
41
46
9
20
24
Decision making across the portfolio is
supported by objective criteria and quality
data to ensure alignment to the organisation's
priorities
There are clear decision accountabilities
(RACI) within the programme/project that
enables delivery
There is an appropriate
sponsor/client/leadership representation on
programme/project steering committees
(%)
Neither/
nor
DisagreeStrongly disagree Strongly agreeAgree
Don’t
know
9
Base: 1,774
4th Global Portfolio and Programme Management Survey
The survey highlighted the importance of effective governance,
through appropriate leadership representation at committees,
clear RACI, and decision making supported by quality data
13%
16%
23%
1%
1%
7%
10. PwC
Which factors do you consider to be the top three contributors to programme/project delays?
10
4th Global Portfolio and Programme Management Survey
Base: 1,774
0
4
3
6
6
8
10
11
12
15
15
21
23
24
27
30
39
41
Don't know
Other
Lack of management information
Ineffective procurement/ supplier…
Change in environment
Change in strategy
Not the correct skillset
Poorly designed/ executed governance
Inadequate risk planning
Lack of executive sponsorship
Lack of Change control management
Weak project planning
Poorly defined goals/ objectives
Lack of stakeholder involvement
Poor communication
Insufficient resources
Poor estimates in the planning phase
Change(s) in scope mid-project
(%)
Poor governance is a root cause contributor to programme
/ project delays
11. PwC
Regular verbal updates/presentations and clear exception
based documented status reports are the most popular ways
in which C-suite respondents like to be briefed
11
4th Global Portfolio and Programme Management Survey
4
31
36
37
37
41
46
63
Other
Live 'portal' to see
programme updates
A plan on a page
A 'RAIDD' log*
Financial reports
Data driven reporting
Clear exception based
documentated status
reports
Regular verbal updates/
presentations
2
20
16
17
10
8
18
10
1
15
15
14
15
10
16
15
1
7
8
7
12
14
30
22
Other
Data driven reporting
Financial reports
A 'RAIDD' log*
A plan on a page
Live 'portal' to see
programme updates
Regular verbal updates/
presentations
Clear exception based
documentated status reports
Rank 1 Rank 2 Rank 3
% ranking% ranking 1st, 2nd or 3rd
81.74
80.12
80.0
76.81
68.57
70.14
67.31
71.43
Mean score
NB. Only C-Suite answered this question
*Risk, Assumptions, Issues, Dependency log and Decision Register
Base: 193
12. PwC
Analysis of the PwC PPM Global Benchmarking Tool
highlights that governance is one of the top priorities for
successful portfolios and programmes in seven industries
12
1 2 3
Aerospace and Defence Clear Scope Smart Financing Managed Risk
Banking and Capital Markets Governance Enabling Managed Risk Smart Financing
Communications and Technology Smart Financing Delivery Enabling Integrated Support
Energy, Utilities and Mining Agile Change Governance Enabling Clear Scope
Entertainment and Media Integrated Support High Performance Smart Financing
Governance, Education and
Enterprise
Governance Enabling Clear Scope Engaged Stakeholders
Health, Pharma and Life Sciences Governance Enabling Managed Risk Clear Scope
Industrial Products Governance Enabling Clear Scope Smart Financing
Insurance Governance Enabling Clear Scope Smart Financing
Retail and Consumer Goods Integrated Support Governance Enabling Smart Financing
• Governance is one of the strongest themes emerging from the Benchmarking Tool, appearing in the
top three for seven of the industries analysed
PPM Global Benchmarking Tool
14. PwC
Case study: the cost of poor governance
About:
BP is Britain's largest producer of oil and gas. It is
an integrated oil and gas company which operates
in more than 80 countries around the world. BP's
oil rigs are run as the equivalent to a portfolio of
projects.
In April 2010, BP’s Deepwater Horizon oil
platform exploded in waters off the Gulf of Mexico,
killing 11 men and unleashing an estimated 176m
gallons of crude into the water. After settling
federal and state claims totalling $18.7 billion, the
total pre-tax charges associated with the spill for
BP amount to $53.8 billion.
US district Judge Carl Barbier found that
BP made decisions during the drilling of
the well that led to the deadly blowout.
“These instances of negligence, taken
together, evince an extreme deviation from
the standard of care and a conscious
disregard of known risks.”
"A large number of decisions were made
that were highly questionable and
potentially contributed to the blowout of
the Macondo well... . ”
Prof Donald Winder, Chairman of the National
Academy of Engineering investigation
14
Note: this case study is based on analysis of publicly available information only
15. PwC
What are the key indictors of poor governance?
15
Unclear roles and
responsibilities
Lack of delegated
authority
Information overload
from programme teams to
leadership
Lack of clear sponsorship /
sponsors unclear of their
role and responsibilities
Culture prevents juniors
engaging with leadership
for fear of doing something
‘career-limiting’
16. PwC
The APM guidance on Directing Change makes the case for
the benefits of effective programme governance, as well as
highlighting the consequences of poor governance
The APM has found that poor governance of portfolios, programmes and
projects leads to:
Lack of a clear link with key strategic priorities.
Lack of clear senior management and, in government projects, ministerial ownership
and leadership.
Lack of effective engagement with stakeholders.
Lack of skills and proven approach to project and risk management.
Lack of understanding of, or contact with, supply industry at senior levels.
Evaluation of projects driven by initial price, rather than long-term value for money.
Too little attention to breaking down development and implementation into
manageable steps.
16
17. PwC
How can junior project members be empowered
to influence their Board to adopt good
governance of project / change management?
17
18. PwC
Case study: Influencing upwards in
a transformation environment
Conditions for success:
Leadership courage to challenge the Board
Data backed justification of the ‘art of the
possible’
Organisation creates the right culture for
constructive challenge
Leaders listen to their subject matter experts
Provide explicit opportunities, both formal and
informal, for people to have their voices heard
“I will always challenge my senior
managers to deliver, it is up to them
to prove to me that I am asking the
impossible”
CEO
18
“I have seen change ‘done’ to
organisations by senior leadership and
it rarely ‘sticks’. Involving staff and
empowering them to contribute to the
change secures better buy in and a
greater probability of success”
Director of Transformation
Learning Points
Be clear with staff what is expected of them
Have a very clear narrative for what change will
deliver – and how people will benefit
Organisation creates the right culture for
constructive challenge
Leaders listen to their subject matter experts and
use them to co-create solutions
19. PwC
Case study: start with the end in mind
About:
The client is a major UK banking player with international
links. The bank is currently restructuring its operations in
the United Kingdom and worldwide, involving significant
jobs cuts in an attempt to reduce costs and improve
profitability.
We supported a multi-year transformational change
programme, leading a number of work streams, supporting
others, and having no involvement in other areas. We
noticed that a key work stream was not contributing to the
desired outcome. However, the reporting was showing
positive progress and the sponsor insisted everything was
alright.
In a catch up 18 months later, the client revealed
that the work stream in question had delivered
little in the intervening time, despite positive
progress reporting throughout.
“While project teams are good at delivering processes and activities, all
too often people are unclear about the outcome required from the project.
As a result, a project team can deliver and yet still close without having
achieved its objectives.”
PwC Partner
Learning Points
Good governance should review progress against
delivering the outcomes/objectives and remind teams to
focus on this, and not focus on delivery of the outputs and
activities
To support this, reporting should be against
outcomes/objectives rather than activities as is the norm
Junior team members need to be empowered through
clear MI and data, with a clear escalation process to reach
senior stakeholders
Rather than just receiving a report, to support good
governance leaders should move away from formal
channels to get under the skin of the programme – and
give their people a clear view of what good looks like
Programme managers need to have delegated authority
and be held accountable for delivering the desired
outcomes
19
20. PwC
Observations from the banking sector and
portfolio management experience
Common Key challenges to good
governance
Ineffective and often opaque governance model
Poor quality of reports including limited
traceability along with fear of bad news –
avoidance of ‘red risks’
Spans of command often too broad, complex or ill-
defined – i.e. poor scope
Resource management – particularly of key
personnel – often overlooked
Perceived challenge is in balancing value
add activities (portfolio planning, dependency
identification, thematic risk management, etc.)
with control activities (quality control,
investment & benefits management, change
management, etc.)
Stakeholders often asked PfMO to translate
ivory-tower standards into project
management realities. There is strong appetite
to share best practice
Learning Points
Governance structures, with cleared terms of reference,
that get the right voices heard and provide the necessary
intelligence to the right decision making boards
Team charters and portfolio, programme and project
mandates – that can be revised!
Management of key resource supported by a clear resource
strategy and plan
Deliberate and holistic continuous improvement plans
contribute to establishing effective and stable teams over
the long term
“The trick is to separate the change
agenda from the day to day business
creating organisational capacity to
deliver both”
CEO
21. PwC
Portfolio Capability: Framework
21
The 12 Elements of Portfolio and Program Management Excellence are underpinned by four outcome-
orientated principles: Insight, Alignment, Control and Efficiency
Connect execution with the
organisation’s strategic
direction driving aligned
investment priorities across all
key parts of the bank unifying
goals and expertise across
functions. Review and
recalibrate the portfolio where
necessary as plans change and
ensure projects are aligned with
enterprise architecture
Well calibrated reporting that
allows effective progress tracking
of all strategic change initiatives
with effective communication to
all key stakeholders. Key
performance indicators are
accurately reported to the relevant
governance body board at an
appropriate level of detail.
Mature, and consistent, portfolio
and program management
delivering controlled
implementation in agreed
timelines. Risk management is
effective with risks identified
owned and managed. Changes to
plans are transparent and
controlled.
.
Optimized delivery across
the portfolio to identify and
eliminate overlap or
duplication and exploit
synergies leading to efficiencies
and savings. Efficiency
enhanced by use of standard
best practice project
management processes and
common tools.
The 12
Elements of
Delivery
Excellence
22. Efficiency
• Programs generally struggle to
obtain and maintain resource e.g.
SME time, and stable IT teams
• Lower performing programs
generally have lower levels of
process automation through tools
• Most PMOs are distracted from
delivery through excessive manual
reporting and ad hoc low value
administrative requests from
central functions
• Multiple examples of under-
resourcing were identified across
the programs
Findings & observations: Programme management
22
Alignment
• At the program level there is a lack
of visibility of the Group strategic
objectives
• Most programs focus on
deliverables and not benefits
• At the program level it is difficult to
determine the aggregated business
impacts given lack of visibility and
poor interdependency management
Stronger areas of program management tend to be early lifecycle and oversight activities e.g. Governance,
and Stakeholder management. Benefits management stands out as an area where perceptions are higher than
industry but PwC rating is lower; to a lesser extent this applies to Scope management and Planning
Insight
• Program level teams in most banks
struggle to implement common
standards & processes and instead
reactively develop bespoke
practices
• Lower performing programs tend
not to be adequately engaged with
governance structures and/or have
lower capacity to engage
stakeholders
• The most effective programs have
high quality plans, reporting and
engaged leadership
Control
• Half of the client’s peers have
focussed efforts on more robust
program / project controls
• PMOs across most peer groups find
it hard to formally control quality
and avoid surprises
• Across all peers, programs
experience a lag between the
implementation of appropriate
governance, central standards &
systems and increased performance
and benefits delivery
Alignment Insight Control Efficiency
Average Maturity
2.4 2.5 1.9
23. Describes recommendations around
portfolio and program management
policies, frameworks and underlying
processes such as risk and issue
management, planning, cost
control, portfolio prioritization,
benefits management and quality to
enable central control and efficient
delivery of the portfolio
Standards & Processes
Describes recommendations for
enabling and supporting the people
change agenda related to portfolio
and program management
capability across the organization
(e.g. career models and training) to
enable effective ways of working
across the change organization
People, Capability & Culture
Describes recommendations relating to
organizational structures, governance and team
roles including the GSCM functional
responsibilities and how it interacts with the other
change teams/functions across the bank to achieve
an effective and efficient holistic model
Organization & Interfaces
Summary recommendations
Recommendations are presented by operating model component touching upon policies and processes as
well as the underlying information models and tools that support Portfolio and Program management. The
recommendations also highlight the ‘softer’ change considerations critical to achieving sustainable results
Organization &
Interfaces
People,
Capability &
Culture
Standards &
Processes
Comms &
Brand
Systems &
Technology
Operating Model
Components
Reporting
& MI
Describes recommendations relating
to configuration, prototyping, build
and rollout of portfolio and program
management systems and other
technology such as collaboration
and knowledge sharing tools, to
support efficient coordination,
workflow, information and delivery
Systems & Technology
Reporting & MI
Describes recommendations relating
to communications between GSCM
and the wider change community
across the bank. The
communications plan also highlights
how GSCM needs to clearly
communicate their mission and
values to interact effectively with
other change functions in the bank
Communications & Brand
Describes recommendations relating to decision
making and how that is enabled by effective
reporting and data standards and processes
23
24. PwC
Overall approach
The maturity of Executive Board reporting varies greatly across industry. Within Financial Services
CEOs and Executive Boards, given the new pressures on margin are increasingly ‘shining a light’ on
their ‘change the bank’ spend but the underpinning systems to provide high quality data are still
evolving.
24
• Understanding the purpose
of, and audience for, reporting
and who needs what
• Aligning the reporting with
required governance to
accelerate decisions and
defining the level of reporting
required at each level
1
• Refocusing reporting in line
with the required decisions
• Creating the reporting
designs, including key metrics
and dashboard designs
required at Investment /
Executive Board level
2
• Creating a flexible delivery
model which evolves and
flexes to the business need
• Ensuring information is
timely and robust and with
helpful supporting analysis
Reporting
delivery model
(data, process,
systems, people)
3
• Establishing the critical
attributes required to drive
appropriate behaviours and
informed actions
• Addressing the capability
gaps
4
Governance
and reporting
alignment
Insights and
metrics
Reporting use,
education and
behaviours
…understanding the
audience for the reporting…
…defining what is
important to that
audience…
…defining the decisions
for each audience…
...defining what the
audience will receive…
…how the data and
analysis will be created…
…how reporting is
presented…
…understanding where
education is needed…
…and which behaviours
need to change…
25. PwC 25
Download our PPM Global
Survey Report at
www.pwc.com/ppmsurvey
Scott Bryce
Scott.bryce@uk.pwc.com
Thanks for your time
Connect with us
www.linkedin.com
Matt Foley
Matt.foley@uk.pwc.com
James Beck
james.beck@uk.pwc.com
26. Don’t forget our annual
conference on 1st October
See www.apm.org.uk for details
26
APM Governance SIG