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31 07, 2019

New Financial Year… are you ready?

By |2019-07-31T04:34:14+00:00July 31st, 2019|

To welcome the new financial year, opportunities to make better decisions for meeting organisational goals through a pipeline of projects is well under way. Executives are directing organisations to kick start all new projects and pushing harder on existing projects; it’s all systems GO!Hold on – what about closing out the previous financial year? Should [...]

31 05, 2019

Risks and Issues are the same thing, right?

By |2019-06-03T00:28:52+00:00May 31st, 2019|

The short answer is NO! Hear me out… Over the last FIVE years I have had the opportunity to immerse myself with Risk Management, from both a Project and Operational lens, across SIX different organisations. What I found really interesting was the maturity level of risk management within each organisation as well as the [...]

31 05, 2019

Integration of Change and Governance

By |2019-05-31T07:30:06+00:00May 31st, 2019|

Here at AMO when we design governance structures for our clients, we often use models that integrate change with governance gates. I’ll discuss below a common flow that we open with to start a productive conversation; One Door to Change (1D2C) This represents an official entry point. This is often one of the biggest [...]

29 03, 2019

Do you have Agile FOMO?

By |2019-04-03T04:59:36+00:00March 29th, 2019|

FOMO. Fear of missing out! If you use social media, or are entrenched in trading platforms / forums, trawl a bit of reddit here and there, or are even remotely engaged in social environments, you’ll have heard of this term. However, if you haven’t, allow me to (controversially) reference Urban Dictionary: FOMO (noun) | [...]

29 03, 2019

What happens when you synergise Governance and Delivery?

By |2019-03-29T05:02:11+00:00March 29th, 2019|

One of the primary goals of the AMO Method is to harmonise the worlds of delivery and governance; unlocking the potential gains which are dissipating into the ether through unnecessary friction. Over the past five years, it’s been impossible to miss the seismic transition which has swept through organisations, leading to significant repositioning of [...]

28 02, 2019

Situational Agility – Agile is NOT prescriptive

By |2019-03-05T22:04:24+00:00February 28th, 2019|

There is a LOT to learn about Agile. There is so much that looks great on paper but falls short in practice of the ideals it is meant to deliver. When we think about Agile, we need to consider that it is NOT a prescriptive solution. So much time is wasted on debating definitions [...]

31 01, 2019

5 signs your PMO is doing more harm than good

By |2019-01-31T00:01:55+00:00January 31st, 2019|

Before I continue, allow me to preface this article by saying that very good PMOs DO EXIST, however I believe they are far and few between.  So, what makes a PMO problematic, or bad, even? What are the key contributing factors to a PMO that does more harm than the good that was originally [...]

21 01, 2019

Top 5 trends for PMO in 2019

By |2019-01-22T01:41:28+00:00January 21st, 2019|

Coming into 2019, we believe it is both an exciting but challenging time for PMOs. Throughout the past few years we have observed a fundamental shift in awareness of PMO and its value-add potential to delivery and BAU. Amidst the rapidly evolving landscape, PMOs have an opportunity to thrive if they can achieve the [...]

24 11, 2018

Who gives a cr*p about graduates?

By |2018-11-24T01:08:12+00:00November 24th, 2018|

Who wouldn’t want an extra pair of hands? A cost-effective addition to the team! Someone who can help your team to get things done! Someone who can do all the jobs that no one else wants to do! How many times do we see graduates / trainees / interns being requested and onboarded and [...]

24 11, 2018

What Boards don’t know WILL hurt them

By |2018-11-24T01:07:33+00:00November 24th, 2018|

I should probably start by saying that I’ve never held a Board Member position; at least, not yet anyway. I have, however, spent (a lot of) time preparing papers, reports and governance strategies for Boards. They have been for various activities, such as large transformation programs or (de)mergers / acquisitions. Doing so had enabled [...]