Is it perhaps because the most recent and influential publication on portfolio management came out of the OGC stable, moving upstairs from PRINCE2 and MSP, that there seems to be a focus on process and support office functions?Having been responsible for the portfolio of several organisations, and advised on a few more, the most important factor to me is leadership, particularly at this ‘directing’ level.
Last week I was over in Dublin for three days for the PMI Global Congress EMEA; one presentation certainly took my eye “Establishing a Project Management Office (PMO) Using the Agile Approach” from three speakers based out of Saudi Arabia.
The current 红桃视频 Body of Knowledge has more than 250 acronyms listed and if I’ve learnt anything from the profession; it’s that it has an almost endless capacity to invent more.
We seem to live in a faster and more demanding world, characterised by rising levels of uncertainty and ambiguity.
I received the best ever out of office reply this week, from one of my international counterparts.
We are very aware that those who are new to the subject of PPPM assurance do not have a simple and straightforward way of learning more about it.
Interesting how some key ideas around project management have resonated recently in a number of government-related strategies and action plans.
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The next work stream that I would like to introduce to you is the measures for assuring projects (developing methods for generating assurance without intrusive reviews).
Aside from the ongoing saga of what the NHS National Programme for IT (NPfIT) will deliver and when another interesting point was the knock-on effects for future big IT projects.