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

Combining traditional Project Management and Agile (multi modal) is the new way of working. The multi modal method allows us to apply a fit for purpose delivery approach that supports the needs of the business. As acceptance of the multi modal method broadens across industry sectors and business functions, organisations will continue to adapt to

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

Projects, by definition, are uncertain. To be successful, a project manager needs to address risk management proactively and consistently throughout a project. A risk if it occurs, has a positive (opportunity) or negative (threat) effect on one or more project objectives such as scope, schedule, cost and quality. Risk management should be an integral part

Undoubtedly, there is value in moving to work in a more agile way – faster delivery of new services, faster return on investment, a higher quality end-product that’s closer to the customer requirements, and the ability to quickly identify when a new product isn’t going to work out – to name just a few. But

PMP certification from the Project Management Institute (PMI)® has long been considered the ‘gold standard’ for professional/career project managers. Those with a PMP certification garner a higher salary (20% on average) then those without a PMP certification. [1] Latest Global Research In June 2019, as a result of a Global Practice Analysis market research study,

This PM-Podcast is the second in the Rail Operations Centre series. We are pleased to have Tony Eid, Executive Director, Future Delivery Networks at Sydney Trains and Ken Sheargold, CEO at PM-Partners with us today. Tony is still leading the majority of a large-scale, public-facing transformation to take Sydney trains to the next century. Today

In today’s world, progress is measured in months. Sometimes less. I’m curious to see how long it will be before our super computers look like an abacus, the most advanced surgical methods appear barbaric and our current energy sources will seem like using a candle. We only need to look back a few decades to

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