Making the invisible visible
Making the invisible visible
Today we are looking at the “inside out” perspective, challenges and potentials of delivering programmes to build business
resilience by managing risks and issues and embracing opportunities to innovate and make improvements.
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This is the fifth post on the Change and Programme Management series.
Today, we are looking at improving the
efficiency of planning and control and managing uncertainty while striving for simplicity.
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This is the fourth post on the Change and Programme Management series.
Today, we are looking at stakeholder and communication management – addressing the right audiences with the right
messages and signals for successful change and programme delivery, and for integration in business-as-usual
operations. In our model for programme management – we are at the borders between strategy, programme and external
environment
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This is the third post on the Change and Programme Management series.
Today, we are looking at programme governance - the top right corner of our model for successful change and
programme delivery and integration in business as usual operations.
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This is the second post on the Change and Programme Management series.
Today, we are looking at the drivers and approaches leading to the selection of strategic changes and definition
of business objectives - the top left corner of our model for change management.
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This is the first post on the Change and Programme Management series.
Today, we are sharing GAN’s model for business change and delivering continuous improvement via programmes
with some definitions. It will form the basis for future posts and discussions. We look forward to receiving
your comments and sharing anecdotes and experiences with you.
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The fundamental purpose of project planning and schedule management is to communicate effectively and with consistency, relevant and accurate information to project stakeholders at all stages of the project life cycle. Some ideas, guidelines and challenges.
Despite the current economic uncertainties, whether in mature economies or in emerging markets, countries and businesses are looking for creative solutions to achieve their long term views and fulfill their needs. Government and business leaders have to find ways to be both strategic and more efficient in developing and directing funding and managing major capital infrastructure projects and programmes in order to deliver their intended benefits.
Written by Gildas André when Director at Accuracy London – Financial Services / Project Advisory and Disputes
In today's environment more than ever, governments and businesses must respond to ever increasing pressure and scrutiny from stakeholders to provide tangible evidence that they are rapidly and effectively delivering on their plans and strategies while managing risks effectively. As they are investing at an increasing rate in projects or programmes for improving performance and the Built Environment, introducing enabling technology, redesigning processes and managing change; they must do so in an environment that grows more and more complex, crossing enterprise and country borders, involving a variety of internal and external stakeholders, and with emphasis on speed to deployment and cost reduction. Organisations need to be confident that their programmes and projects will be successful, benefits will be realised, and changes will be sustainable.
Written by Gildas André when Director at Accuracy London – Financial Services / Project Advisory and Disputes
The CIOB Code of Practice Programme Management for Construction & Development is intended to complement the popular CIOB Code of Practice for Project Management for Construction and Development, providing practical coverage of general processes and procedures to be followed when managing a construction programme or portfolio of projects. It sets out the necessary requirements for effective and efficient programme management.
A new guide designed to keep control of timescales on complex projects by the Chartered Institute of Building (CIOB) and publishers, Wiley Blackwell.The ‘Guide to Good Practice in the Management of Time in Complex Projects’ has been written by an international team of construction experts who hope the book will make a major contribution to improved project performance. According to the former CIOB President, Mr Pickavance, “Complex projects in particular require an analytical approach if they are to succeed. Until now there has been no guidance produced on how to manage time pro-actively, and effectively on complex projects.”
The APM Body of Knowledge 6th edition provides the foundation for the successful delivery of projects, programmes and portfolios across all sectors and industries. Written by the profession for the profession it offers the key to successful project management. It is a scope statement for the profession and a sourcebook for all aspiring, new and experienced project professionals offering common definitions, references and a comprehensive glossary of terms.
In a fast, demanding, regulated, value for money society with multiple diverse interests, managers of projects and programmes have their work cut out to deliver the necessary outputs and achieve the best outcomes.
This book (by Tom Taylor, current President of the Association for Project Management) is aimed at these practitioners to aid them in bringing their management expertise to bear on the sustainability themes – and provide leadership to the other respective team members and stakeholders who have their own interests, obligations, responsibilities and contributions on such matters.
Members of GAN speak and make presentations at a number of events each year. Please do contact us if you would like us to visit you and we can try and arrange this.
A Global & European Perspective on Challenges, Risks and Rewards of Better Time Management for Major Projects and Programmes.
"The future is not what it used to be..." wrote Paul Valery.
How time management and planning and scheduling can play a fundamental part in realising strategic objectives and achieving better performance in delivering major capital programmes and projects - ultimately improving the efficiency and sustainability of our Built Environment.