The public sector is arguably one of the more resilient parts of society when it comes to disruption. It is, perhaps, hard to envisage a world where large parts of the public sector are replaced by organisations that are able to offer the same services better, cheaper and in a more efficient manner. Or is

I recently invited the team at PM-Partners to review our company values. I did this so we can collectively acknowledge that these values are at the core of our decision making – the way we interact with each other and the way we network. When values are shared, it builds internal cohesion among all teams

The last 12 months has seen an accelerated paradigm shift in the way that organisations view, respond to and implement Agile transformations. This is especially true for the organisations we are working with here in Australia. Agile as a project delivery framework (now well into its third decade) was traditionally technology-led but has now become

I met with the Chairman of a large membership-based company last year. One of the questions I asked was, ‘Who owns the company’s culture?” His answer was, “The Board”. Boards can foster long-term shareholder value by deepening their understanding of their company’s culture and placing it on the Board agenda. This ensures management is forging

It is a common argument that one of the greatest blockers to organisational agility is middle management in a traditional, hierarchal organisation. The argument goes that this middle layer, typically on a decent salary with a high level of job security and financial responsibilities, are comfortable in the current status quo. This layer can block

Around the world the modern government agency is required to rethink its relationship with citizens and to start treating them like customers. For some agencies this represents a radical shift in how it sees the citizen and how it sees itself as an instrument of government policy. It can be argued however that while moving

Agile project frameworks expect (and were designed) specifically to manage change. In a true Agile project, there’s no concept of a traditional change request. Change is managed through the application of the safeguards built into the framework itself. When structuring a contractual agreement, it is important to decide on how change would be managed without

Mention the word ‘agile’ and often the word ‘Scrum’ enters the conversation. Scrum is a popular Agile approach, originally developed by Ken Schwaber and Jeff Sutherland as a framework for developing, delivering, and sustaining complex products. Scrum is an adaptive and iterative approach focussing on creating products of the highest possible value. Scrum is described

What is it that makes a project successful? Is it if the project comes in on time and on budget? If the product is built within scope? Or is it measured by customer satisfaction with the delivered product or service? Traditionally, project managers have measured and managed time, cost, quality and scope. But by focusing

The PM-Partners Planned Adaptability Survey has found that 96% of executives feel their organisation is under threat of disruption. As a result, the project lifecycle is becoming increasingly shorter, reducing in time by 38% over the past 3 years. To combat disruption, executives and organisations (at all levels) are wanting to achieve accelerated incremental value.