It has been five months since I joined the Project Controls Academy (PCA). It really does not feel like it has been five months, which is a testament to how much I am enjoying being a part of the PCA. Despite only meeting my peers once for our induction, we have all bonded. I could not ask for a better group of people to be on this journey with. Moving to a new job is scary enough, but doing so during a global pandemic even more so. The camaraderie between us all has made it much easier, and being a part of such a supportive network has only spurred the motivation of each member of the PCA.
i3Works has been providing assurance and audit services for some years now. While we already count defence, nuclear and local government among clients who have benefited from our service over recent years, the requests for our skills in this area continues to grow. In fact, it has grown so much recently that we have decided to establish assurance as a dedicated service line.
I am proud to be the first head of this new service, and would like to take this opportunity to tell you about what i3Works can do for you. To do this, we first need to consider what assurance means.
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.