In July, I started as programme benefits management lead within the Defence sector, and have been specialising in all things outcomes, benefits and measurements ever since. I have put into action the experience and knowledge from my first year to proactively establish, manage and track benefits within 10 projects, and at the programme level.
It’s the first week of February 2021. The second month of another year that, like its predecessor, will endlessly be described as unprecedented and challenging. Nonetheless, it is still worth reflecting and asking ourselves the question: are we keeping up with our new year resolutions? Or more importantly, should we be setting them at all?
As I reflect on the last year, I am overwhelmed by the achievements of our staff, as individuals and as a company. Even in the strangest year any of us are likely to experience, we have expanded the skillsets and qualifications across our services, grown our i3Institute, established ourselves in new sectors, and strengthened our position in others.
by Alec Bosomworth, senior consultant and Agile PM subject matter expert
Agile is seen as a new and exciting term; one which is being increasingly used as more and more organisations choose to “go agile”, with promises of better customer satisfaction and rapid delivery. All too often, however, these aspirations fall short. In my experience, this is often due to the misconception that agile is a method.
Yep, you read that correctly – agile is not a method.
by James Marwood, head of Public Sector Transformation
I don’t like buzzwords or management catchphrases. They may sound good sometimes, but they rarely add anything. You can keep your “helicopter views”, “synergies”, and your “going forwards”. However, there is one term being used more often nowadays that could easily be mistaken for one of these bits of jargon, but one which shouldn’t be mistaken for ‘trying to impress’.
Functional coherence is increasingly important, especially as large organisations seek to realise the value in their investments in digital technologies. As a result, it’s coming up in meetings more and more, but given the puzzled reactions of some of the people involved in those meetings, it’s clearly not always fully understood. So, with that in mind, allow me to explain.
When an organisation takes on a project, it is inevitably looking to implement change. This change means doing something differently to how it’s been done before, with the expectation that specific, defined benefits can be achieved.
Last week (Monday 19 October) we completed our i3Institute 2020 intake by welcoming five project controls students. This week, their training ramps up as lessons in planning, risk and cost management officially begin.
I joined Avon and Somerset Constabulary on an apprenticeship
programme within the Criminal Justice Department immediately after finishing my
GCSEs. That was the start of my thirteen-year career, taking me on a diverse
career path from police community support officer to Major Crime Investigation
Team helping investigate homicides.
During my career in the police force I had many secondments. I enjoyed being an executive assistant for the assistant chief constable in Gloucestershire Police, and helping set up the Outreach Team with the aim of making Avon and Somerset a more diverse organisation.