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 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
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
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
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
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
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
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
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
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!
Making the hard decisions webinar
Tuesday 16 June 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-the-hard-decisions-webinar/
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.
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?
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Agile And Lean Transformation: Creating a Foundation for SuccessCognizant
For communications services providers (CSPs), the transformational journey to Agile and Lean methodologies is best accomplished with a focus on four key spheres: individual behavior, institutionalizing change management, team roles and managing governance.
Keep calm and carry on – How to run a data migration in the middle of lockdown webinar
Tuesday 20 October 2020
presented by
Andy O'Dell
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/keep-calm-and-carry-on-how-to-run-a-data-migration-in-the-middle-of-lockdown-webinar/
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
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!
Making the hard decisions webinar
Tuesday 16 June 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-the-hard-decisions-webinar/
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.
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?
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Agile And Lean Transformation: Creating a Foundation for SuccessCognizant
For communications services providers (CSPs), the transformational journey to Agile and Lean methodologies is best accomplished with a focus on four key spheres: individual behavior, institutionalizing change management, team roles and managing governance.
Keep calm and carry on – How to run a data migration in the middle of lockdown webinar
Tuesday 20 October 2020
presented by
Andy O'Dell
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/keep-calm-and-carry-on-how-to-run-a-data-migration-in-the-middle-of-lockdown-webinar/
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Enabling Step Change in your PPM Maturity - Vince Hines | Project Challenge, ...Wellingtone
The State of Project Management is the largest annual piece of research of its kind in the UK. Published by Wellingtone and involving hundreds of organisations it provides deep insight into the state of our industry.
Vince will combine this data with practical advice on how your organisation can use this knowledge to enable a step change in your project and portfolio management maturity. You will gain rich industry data and thought provoking practical advice from this entertaining presentation.
Enterprise Project Management Solutions - Install and train, job done? by "Da...Project Controls Expo
Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
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.
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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.
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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3. Tonight’s Objectives
Consider apm’s vision:
Create a world in which all projects succeed
In context of lessons we can learn from the past (through leading research) to create a better future…..
…. For our clients, the profession & practitioners
How can you think differently about programme delivery?
4. Agenda
•Setting the context
•Data & key findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
•Minds of the round table
•Group discussion
•Feedback
5. Directing Change
2nd edition 2011
5
Co-Directing Change
2007 – being updated
Sponsoring Change
2009
Free to APM members at www.apm.org.uk/memberdownloads
apm GovSIG – Publications to date
6. When will you think differently about programme delivery?
Do people who commission change get what they want?
PwC’s 4th Global ppm survey based on 10 years of data
3,025 respondents from 110 countries
7. Respondents by type
19
39
42
Other
Company Senior Manager
Company Manager or staff
18
42
14
8
14
5
Company porfolio or programme
manager
Company project manager
Company PMO manager or team
member
Consultant/Contractor portfolio or
programme manager
Consultant/Contractor project
manager
Consultant/Contractor PMO
manager or team member
7%
35%
59%
C-Suite
Portfolio & Programme Managers
General Employees
Base: 1,775
8. North America
30%
Latin America
9%
Africa 6%
Australasia
5%
Middle East
4%
Asia
18%
Europe
28%
Base: 3,008
9. Organisation
Number of employees (%)
14
10
7
7
18
10
34
Less than 50
50 to less than 250
250 to less than 500
500 to less than 1,000
1,000 to less than 5,000
5,000 to lesss than 10,000
10,000 or more
Type of organisation (%)
Public
15%
Not for profit
4%
Private 80%
Other
1%
Base: 3,019
Base: 3,021
10. PwC Report Findings:
Report highlights five themes for doing things differently:
1.Optimising portfolios to maximise returns
2.Be flexible and responsive to change
3.Enable people to deliver
4.Connecting the organisation to programme delivery
5.Using information and insight to maintain direction
11. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011
12. Portfolio Direction
This component seeks to ensure that all projects are identified within the one, sustainable portfolio. This portfolio should be evaluated and directed mindful of the organisation’s aims, constraints, resources and capacity for change.
13. When you commission change/change is commissioned in your organisation, to what extent are business outcomes clearly defined and measurable?
2
5
19
13
27
19
15
2
3
11
10
30
19
26
Don't know
Not clearly defined
Defined but not easily measurable or
understood by the business
Clearly defined and measurable but not
widely understood
Clearly defined, generally understood but
difficult to measure
Clearly defined, measurable and
understood by all staff
Clearly defined, measurable and
understood by all staff and customers
C-Suite
General Employees
Most respondents believe that business outcomes are defined at the outset of change programmes
Base: C-Suite and Employees: 1,223; C-Suite: 196; General Employees: 1,027
14. What has prompted your organisation to stop a large transformational change programme?
4
8
11
15
12
12
13
20
24
31
6
5
10
2
20
17
22
21
28
42
Other
No programmes were stopped even though in
hindsight it might have been a good idea
We have not needed to stop any programmes
because they were the right thing to do
Don't know
Programme not on track to deliver
Recessionary pressures resulting in
organisational change of direction
Programme not aligned to strategy
Recessionary pressures limiting resources
External influences (e.g. Regulatory, Customer
change of behaviour, technology)
Change in strategy or corporate direction
C-Suite
General Employees
C-suite respondents are clearer about the reasons for calling a halt to large-scale change programmes
Base: C-Suite and Employees: 1,206; C-Suite: 193; General Employees: 1,013
15. Reflecting on change activities completed in the last 5 years and sustained visible benefits you can see today, have the changes been worth the investment?
39
10
51
13
9
82
Don't know
No
Yes
C-Suite
General Employees
The majority of respondents state that change activities completed in the last 5 years have been worth the investment
Base: C-Suite and Employees: 1,199; C-Suite: 191; General Employees: 1,008
16. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011
17. Project sponsorship
This component seeks to ensure that project sponsorship is the effective link between the organisation’s senior executive body and management of each project. The sponsor has decision making, directing and representational accountabilities.
18. How would you describe your workload with regards to sponsoring, leading or working on change activities?
3
17
6
9
26
39
1
5
4
10
36
45
Don't know
I have no direct involvement in change activities
currently
I have been seconded full time to a change
programme
I have delegated most of my core tasks and focus
on change activities
I have delegated some of my core tasks in order
to take on project responsibilities
I have full time core task responsibilities and fit
change activity commitments in as an addition to
that workload
C-Suite
General Employees
Two fifths fit change activity commitments in and around their full time core task responsibilities
Base: C-Suite and Employees: 1,249; C-Suite: 199; General Employees: 1,050
19. Do you feel that the way change governance is structured provides a basis for you to make a valuable contribution?
63
22
12
3
0
1
45
26
20
5
2
3
Yes, I feel my input
always adds value
to the programme
Partly, my input is
focused, but I am
sent lots of detailed
information to read
through
Sometimes, where
my input is needed
is not always clear
Sometimes, I get
invited to too many
meetings when I
just listen
No, I often have
little to add
Don't know
C-Suite
General Employees
Two thirds of C-Suite respondents are confident that their input always added value to the programme
Base: C-Suite and Employees: 1,064; C-Suite: 190; General Employees: 874
20. To what extent does ‘change the business’ activity impact your ability to effectively deliver ‘run the business’ activities?
Minor - my business activities are not impacted
6%
Don't know
1%
Contained - the core functions are re-distributed but I have additional responsibility to oversee others doing my tasks
4%
Manageable - but I have to prioritise my time and conflicting demands
52%
Significant - the change programme takes a disproportionate amount of time
20%
Very significant - I have too much to do in the time available
18%
3%
1%
2%
49%
27%
17%
C-Suite
Half of respondents indicate that the impact of ‘change the business’ activity is manageable
Base: C-Suite and Employees: 495; C-Suite: 89; General Employees: 406
General Employees
21. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011
22. This component seeks to ensure that the teams responsible for projects are capable of achieving the objectives that are defined at project approval points and use that capability to improve governance and outcomes.
23. How is the success of change activities measured in your organisation?
C-Suite
General Employees
Financial metrics
65%
57%
58%%
C-Suite & Employees
Customer satisfaction metrics
42%
40%
40%
Time metrics
19%
24%
23%
Delivery of documented outcomes
26%
21%
22%
Employee satisfaction
23%
17%
18%
Successful embedding of change
22%
15%
16%
Don’t know
3%
9%
8%
Finance, customer satisfaction and quality are the top 3 metrics used to measure the success of change activities
Base: C-Suite and Employees: 1,222; C-Suite: 193; General Employees: 1,029
Quality metrics
31%
33%
32%
24. To what extent do you agree or disagree that an appropriate baseline exists to measure all benefits?
11%
39%
21%
40%
5%
4%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Don't know
Half of PPM respondents agree that an appropriate baseline exists to measure all benefits
Base: 1,747
25. To what extent do you agree or disagree with the following statements?
14
16
3
3
44
45
9
9
Decision making across the
portfolio is supported by objective
criteria and quality data to ensure
alignment to the organisation's
priorities
The boundaries of the
organisation's portfolio are clearly
defined
(%)
Neither/ nor
22%
23%
Don’t know
7%
7%
Only half of PPM respondents agree that the boundaries of the organisation’s portfolio are clearly defined and decision-making is well supported
Base: 1,701
Disagree
Strongly disagree
Strongly agree
Agree
26. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011
27. This component seeks to ensure that the content of project reports will provide timely, relevant and reliable information that supports the organisation’s decision making processes, without fostering a culture of micro- management.
It is important for the organisation to distinguish between key drivers of success and key indicators of success.
28. Regular verbal updates and clear exception based status reports are the most popular ways to brief the C-suite
Which three of the following would you choose to be kept informed of your portfolio of change?
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
NB. Only C-Suite answered this question
*Risk, Assumptions, Issues, Dependency log and Decision Register
Base: 193
29. Please identify a maximum of 7 Project/Programme/Portfolio Management Office (PMO) services for your organisation
Base: 1,768
22
23
23
24
27
28
36
49
54
63
Identify, select and prioritise new projects
Conduct project audits
Promote project management within organisation
Implement and operate a project information system
Allocate resources between projects
Participate in strategic planning
Coordinate between projects
Develop and implement a standard methodology
Monitor and control project performance
Report project status to upper management
Reporting project status to upper management is the top PMO service for PPM respondents,
This chart shows the top 10 Project/Programme/Portfolio Management Office (PMO) services selected by respondents. Please note that 14% of respondents state that they either do not have a PMO or didn’t know which services it provides.
30. Base: 1,746-1,753
Less than half of PPM’s stated that where benefits are set they are very often or always realised
How often would you say the following reflects practice?
6
14
10
9
1
3
2
2
42
27
29
25
40
27
33
30
6
24
20
28
Where benefits are set, are benefits realised?
Where benefits are set, my organisation monitors
and measures benefits?
Tangible benefits are identified from a variety of
sources and linked to the new ways of working,
and outputs from programmes and projects
Value for money is sufficiently considered through
an options appraisal, when developing the
business case
(%)
Don’t
know
6%
6%
5%
7%
Rarely
Never
Always
Very often
Sometimes
32. The case for doing things differently
CEO’s believe keeping up with rapid pace of change is one of most demanding challenges
Little has changed in 10 years – familiar issues have still not been addressed
There is often a disconnect between the Executive Team and PM’s
Get to :Yes” : “Do people who commission change get what they want”
33. Some familiar issues have not changed:
Get the basics right
–Ensure alignment with organisations strategy;
–Plan more effectively at outset of programmes;
–Resource with properly skilled professionals;
–PPM is a profession – give proper training;
–Good communication is more than top down;
–Undertake project reviews and learn from what went wrong/right.
34. Some familiar issues have not changed:
Develop different ways of delivering your portfolios
–Optimise your portfolio to maximise return;
–Be flexible change faster;
–Enable your people to deliver success;
–Connect the Executive Team to programme delivery team to get change you want;
–Measure and address the harsh facts.
35. Five themes to do things differently:
Optimise your portfolio to maximise return;
Be flexible, change faster;
Enable your people to deliver success;
Connect the Executive Team to the programme delivery teams to get the change you want;
Measure and address the harsh facts to maintain direction.
37. Optimise your portfolio to maximise return
Optimise selection of programmes;
Ensure programmes support organisational objectives – and stop those that don’t;
Have a portfolio management function – right people, process & tools;
Build an ‘ideas pipeline’ for new programmes.
Using a clear methodology removes ‘gaming’ from the prioritision process & selection of change programmes
38. Be flexible, change faster
‘What’ is about PPM process - ‘How’ will make real difference;
Plan for change from outset and create right environment for change.
Being flexible to change faster requires the right – Leadership; Strategy; Culture and Behaviours
Be more flexible in approach – be brave, and well informed
39. Enable your people to deliver success
Executive Teams need to be committed and PM’s need to be more demanding!
Programmes must be properly resourced – capability & capacity;
Get team dynamics right;
Train PM’s properly – PPM is a profession;
Provide right tools and software as key enablers.
Enabled people deliver change
40. Connect the Executive Team to the programme delivery teams to get the change you want;
Show commitment and use professional PMs;
PMs:
–Be more forceful in driving change;
–Drive right behaviours;
–Bridge strategy formation and delivery;
–Take responsibility for working closely with project sponsors.
Results will improve if there is a closer understanding & working arrangement
41. Measure and address the harsh facts to maintain direction
Get the basics right and:
–Align benefits to delivery plans;
–Invest in programme management resource;
–‘Stop and reflect’ – take a pause if needed to reset;
–Know when to stop programmes.
Programmes must measure progress, identify risks and tackle the difficult issues, changing course where necessary
42. Project Management Institute (PMI)
Mark A Langley, President & CEO PMI
“This comprehensive report offers a number of insightful highlights that affirm a great deal of the recent research we have conducted at PMI. Read these recommendations and consider how they relate to your realities. But don’t stop there. Do something with these findings. Do it now.”
43. Minds of the round table – Project Magazine (Nov 2013)
apm Project round table: A world in which all projects succeed
http://www.apm.org.uk/news/minds-round- table-video#.VF4VRUsoprc
44. Group Discussion
What can we do as professionals to “create a world in which all projects succeed?”
–Discuss: What you have learnt from the session
–Feedback: Your group’s top tip for each of the following:
What can help make a project successful?
What should we do differently in setting up programmes?
What can we do differently in delivery?
What are the challenges in convincing clients of what needs to change?
45. Some useful links:
apm
–Governance SIG – Delivering Change
–
–Project round table: A world in which all projects succeed: www.youtube.com/watch?v=UDW35Gvg9pQ
Portfolio and programme management 2104 Global Survey PwC : http://www.pwc.com/gx/en/consulting- services/portfolio-programme-management/global- ppm-survey-2014.jhtml
Amanda Clack : @amanda_clack
Free to APM members at www.apm.org.uk/memberdownloads