PM-Partners Group, a leader in project, PMO, and agile services, is excited to announce its expansion into Western Australia with the opening of its Perth office. This new local presence brings PM-Partners’ 25 years of expertise in project management training and capability uplift to WA, offering tailored solutions for both individuals and organisations.  The Perth

Discover how PM-Partners partnered with Westpac to deliver an award-winning Lean training program, empowering thousands of employees to streamline processes, improve customer satisfaction, and achieve real, measurable results. 

As one of the core competencies of every capable business analyst (BA), effective facilitation is even more important in the hybrid workplace. Here, PM-Partners Senior Consultant Stephen Howard clarifies what facilitation means in the context of BAs, and discusses ways to strengthen your facilitation skills to meet the changing nature of the new workplace.

From the growing demand for soft skills to the escalating importance of cyber resilience, project professionals will need to adapt to a diverse range of trends shaping the industry in 2025. Mike Boutel, Head of Training at PM-Partners, shares his predictions for the key areas likely to drive change in the coming year. 

Enhancing your project delivery framework with a programme management component is essential for ensuring all your initiatives contribute to a cohesive, strategic vision for your organisation. Ray Wall, PM-Partners Client Engagement Director, explains the benefits of this approach and the steps you need to take to start integrating a programme-level view.

Discover how PM-Partners helped this global investment firm’s Asia-Pacific team successfully implement and embed Kanban and fast track the delivery of critical investor insights to clients.

Looking to optimise your workflow and keep projects on track, no matter the pace or complexity of your industry? Kanban offers a flexible, visual approach that helps teams in diverse settings improve efficiency and deliver results faster. Discover how Kanban can transform your work management and help your team adapt to change with ease.

Any project is only as good as the team working on it – and that goes double for project managers, which is why experienced PMs spend so much time developing their emotional intelligence (EQ). PM-Partners Senior Consultant and Facilitator Stephen Howard explains what EQ is, why these soft skills are so critical to a project’s

Project Portfolio Management (PPM) tools can revolutionise how organisations manage resources and drive strategic goals. But many PPM implementations fail to live up to their promise. Here Ray Wall, Client Engagement Director at PM-Partners, explores how to leverage the full potential of PPM tools, avoid common pitfalls and ensure they deliver real value to your

Managing complex projects in today’s dynamic environment demands more than just a one-size-fits-all approach. Matt Sharpe, PM-Partners Agility Practice Lead/ Agile Principal Consultant, explains how a hybrid project delivery framework that combines the strengths of both agile and traditional approaches could provide the edge your organisation needs.

Is your project really on track, or is it a watermelon – green on the outside, but red and troubled in the middle? Michael Bolton, PM-Partners Client Engagement Director, uncovers why this phenomenon occurs and provides actionable steps to get your project back to green, and keep it that way. 

The product lifecycle can be broken down into five key stages – but there’s so much more to the process than this simplification implies. Understanding the product manager’s role at every stage of the product lifecycle can be critical to any successful product. Irene Liakos, Product Leader and Training Facilitator at PM-Partners, explains everything you

Agile has its roots in software development methodologies but business agility is a much broader concept that is now gaining greater traction in the wider business world. Here Matt Sharpe, PM-Partners Agility Practice Lead and Agile Principal Consultant, explains how organisations should define agility to help their teams understand and adopt the concept, and ultimately

Master business writing and communicate with clarity and confidence in any professional setting.

  • 1-day course
  • $795
  • On demand

Develop empathy, active listening, and emotional agility, equipping you to improve workplace interactions, manage conflict, and foster a collaborative, emotionally intelligent environment.

  • 1-day course
  • $795
  • On demand

Gain practical experience managing challenging behaviours in a way that promotes collaboration, reduces tension, and drives positive outcomes.

  • 1-day course
  • $795
  • Melbourne

Our Leading Effective Negotiations course equips you with essential tools and techniques to plan and conduct successful negotiations, including how to navigate challenging situations.

  • 1-day course
  • $795
  • On demand

Our Facilitating for Results course equips you with the essential tools and techniques to lead workshops that generate meaningful insights and achieve specific goals.

  • 1-day course
  • $795
  • On demand

Our Engaging Stakeholders Effectively course provides practical tools to identify key stakeholders, understand their needs, and tailor engagement approaches.

  • 1-day course
  • $795
  • On demand

You will learn how to effectively plan your presentation, adapt your message to different audiences, structure your content for maximum impact, and keep your audience engaged.

  • 1-day course
  • $795
  • On demand

You will learn how to adjust your communication style, overcome cultural and psychological barriers, ask the right questions, and listen actively to improve understanding.

  • 1-day course
  • $795
  • On demand

You will learn how to enhance individual and team performance while cultivating a positive, collaborative team dynamic.

  • 1-day course
  • $795
  • On demand

Our Building and Leading a Team course provides you with the essential tools and techniques to create and lead a high-performing business team.

  • 1-day course
  • $795
  • On demand

Project risk management is an integral part of every project manager’s role and requires a disciplined approach. Ensure you’re able to identify and treat both threats and opportunities by following these key steps to identifying and managing project risk. 

A dynamic hands-on learning experience designed to integrate AI tools into business analysis activities.

  • 1-day course
  • $995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Here we delve into the critical area of project leadership and how managers and leaders (and those keen to progress to the next level) can hone their leadership skills and bring out the best in their teams.

When a sponsor is failing to fulfil their project sponsor responsibilities, the likelihood is your project will also fail. Using the analogy of Joe Biden and the US presidential race, PM-Partners’ Client Engagement Director Michael Bolton considers how changing the project sponsor is often the best way to bring a doomed project back on track.

Agile Analysis Certification (IIBA®-AAC) offers comprehensive knowledge of agile analysis techniques, enhancing your ability to contribute effectively to agile initiatives.

  • 2-day course
  • $1,495 ex. GST
  • On demand

Project planning is one of the foundational skills of project management and a key indicator of project success. Make sure you have these project planning fundamentals covered.

Business analysts are highly sought after across a variety of interesting sectors, but what does a business analyst actually do and what does it take to break into the industry and forge a business analyst career path? Here we explore the role of a business analyst and consider why a career as a BA can be so fulfilling.

Harnessing the potential of generative AI for project managers is critical for delivery professionals keen to remain competitive in an evolving world. So, how can you start using generative AI in project management work and what real-world benefits can you expect? Quinn Dodsworth, PM-Partners Agile Learning Consultant and Facilitator, has the answers. Harnessing the potential

The four levels of the Scaled Agile Framework® (SAFe®) are an attractive proposition for organisations looking to adopt lean-agile practices according to their requirements, with each configuration accommodating a different level of scale. Find out what to expect at each level and how to choose the right one for your needs, in this detailed explainer

A dynamic, hands-on learning experience designed to integrate AI tools into project management practices.

  • 1-day course
  • $995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

PM-Partners Agile Learning Consultant and Facilitator Quinn Dodsworth explores what sets agile and waterfall methodologies apart and explains why you always need a fit-for-purpose approach to project management in order to get the best results.

The Scaled Agile Framework (SAFe®) is a leading framework that helps organisations develop business agility through the implementation of lean-agile practices at an enterprise level. The 10 core principles should be the foundation of your scaled agile approach. Here Quinn Dodsworth, PM-Partners Agile Learning Consultant and Facilitator, explains what these principles are and how they

With cyber threats on the rise, it’s critical to take a proactive approach to embedding security measures when transforming to frameworks like Scaled Agile (SAFe®). Here, PM-Partners Agility Practice Lead and Agile Principal Consultant Matt Sharpe shares his strategies for creating a secure and resilient agile environment in your organisation.

Contrary to popular opinion, DevOps and ITIL 4 are not mutually exclusive but can complement one another to deliver enhanced business value. Senior Consultant and Facilitator Stephen Howard explains what this relationship looks like, the benefits it brings and how organisations can approach the implementation process.

It’s hard – impossible, actually – for an organisation to reach its goals when investing in the wrong projects. Ray Wall, Client Engagement Director at PM-Partners shares five valuable tips for ensuring the initiatives in your portfolio are in tune with corporate strategy.

Get to grips with agile and discover the differences between Scrum and the Scaled Agile Framework® (SAFe®) to decide which one is right for your next project, and aligned with your organisational culture and industry requirements.

Value stream management (VSM) is gaining traction globally as a way for organisations to optimise the product development lifecycle.

  • 4-hour course
  • $595 ex. GST
  • Sydney

Conflict is a necessary part of innovation. But navigating conflict can be difficult when emotions are high.

  • 4-hour course
  • $595 ex. GST
  • On demand

When deciding which career path is right for you – product manager vs project manager – it’s important to understand the differences between these two roles and how each professional collaborates with teams. Here we outline what sets them apart.

An effective sponsor plays a critical part in the success or failure of a project. So what are the key behaviours that set a great sponsor apart from an average one?

Download our handy resource to find out which behaviours matter most. Then see how you measure up against each one and pinpoint any areas for improvement.

A strong sponsor who seeks answers to the right questions makes all the difference to getting a project off the ground and keeping it on track.

Download our resource to find out the questions you should be asking at the start of a project and at regular intervals along the way to improve your projects’s chance of success.

A strong sponsor who seeks answers to the right questions makes all the difference to getting a project off the ground and keeping it on track. Download our resource to find out the questions you should be asking at the start of a project and at regular intervals along the way to improve your project’s

An effective sponsor plays a critical part in the success or failure of a project. So what are the key behaviours that set a great sponsor apart from an average one?  Download our handy resource to find out which behaviours matter most. Then see how you measure up against each one and pinpoint any areas

If you’re interested in a new challenge, switching into a product manager role could set you up for a creative and rewarding career. Here we explore what product managers do, the top skills you need to succeed, and how you can break into this exciting, in-demand profession.

Enablers are a crucial piece of the SAFe® puzzle helping to support agile development practices and get the most from your agile transformation. Find out how in this comprehensive explainer article from Quinn Dodsworth, PM-Partners Agile Learning Consultant and Facilitator and Certified SAFe® 6.0 Practice Consultant (SPC).

In the third instalment of The Agile Journey, we explain agile frameworks and unravel the nuts and blots of the most popular method for ‘doing agile’, Scrum.

The goal of Product Management is to create value for the organisation by solving problems for customers with products.

  • 2-day course
  • $1,495 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

In the face of escalating cyber threats, non-cyber professionals are pivotal defenders. Here, Christina Arcane, Cyber Security Educator and PM-Partners Training Facilitator, explores cyber security as a whole-of-organisation issue and what roles across the project, change and business spectrum can do to build cyber resilience, while at the same time advancing their careers.

Despite the popularity of the Scaled Agile Framework® (SAFe®) and its proven roadmap to organisational agility, plenty of SAFe roll outs do go awry. Before you dive into your first implementation, Matt Sharpe, PM-Partners Agility Practice Lead/Agile Principal Consultant, shares the top five success factors for SAFe which he sees most commonly in today’s market.

The project management sector is seeing dynamic changes across the professional spectrum, from technological advances to labour shortages. Mike Boutel, Head of Training at PM-Partners, shares his predictions for the five trends likely to pick up speed in 2024.

Sustainable project management goes beyond positive environmental, social and economic project outcomes and includes sustainable methods, tools and techniques in the delivery of the project. In this article Dr Richard Stejer, Senior Training Facilitator at PM-Partners, shares how sustainability can be embedded at every stage of the project and what you can do to uplift

Interested in taking the Leading SAFe® 6.0 course, or already enrolled to take the exam and become a certified SAFe® Agilist (SA)? Here’s the lowdown on what to expect as well as expert tips on how to prepare for and ace the exam.

This international pharmaceuticals company is embarking on a major shift to a new solutions-based operating model to increase stability across its global CX ecosystem. Find out how PM-Partners helped the client successfully transition to new ways of working through SAFe® and unlock business value.

This month we are delighted to celebrate an important milestone: our 25-year anniversary! From the launch of PM-Partners in Sydney in 1998, to our expansion into the Singapore and Melbourne markets and the company’s acquisition by Japanese multinational OUTSOURCING Inc (OSI), there has never been a dull moment (as our longstanding team members will attest)!

Planning Interval (PI) planning is a foundational event for the Scaled Agile Framework® (SAFe®); it requires regular collaborative alignment between teams and stakeholders. PM-Partners Agile Learning Consultant and Facilitator Quinn Dodsworth explains what to expect and how to prepare for your first PI planning event, whether you’re an agile team member, release train engineer or

Planning Interval (PI) planning is a fundamental practice that underpins the Scaled Agile Framework® (SAFe®), improving the alignment of stakeholders and teams (Agile Release Train) to a shared vision and mission. In this guide, Quinn Dodsworth, Agile Learning Consultant and Facilitator at PM-Partners, explains what PI planning entails and how it can benefit your agile

Business leaders are compelled to immerse themselves in the nuances of cyber risk, domains, imminent threats, and incident response tactics to adeptly navigate and neutralise cyber threats.

  • 3.5-hour (1/2-day) course
  • Enquire for pricing
  • On demand

Experimentation is a powerful tool for increasing agility, driving creativity and innovation, and fuelling a culture of continuous improvement. Ready to plan and execute your first experiment?

Experimentation provides valuable opportunities to optimise the value we create – so why aren’t more of us doing it? If it’s simply a case of not knowing where to start, we have the perfect tool.

Experimentation is a powerful tool for increasing agility, driving creativity and innovation, and fuelling a culture of continuous improvement. Ready to plan and execute your first experiment? Our Experiment canvas is a handy tool to help you organise your thinking when defining a single experiment. It then provides a working document for running the experiment,

Experimentation provides valuable opportunities to optimise the value we create – so why aren’t more of us doing it? If it’s simply a case of not knowing where to start, we have the perfect tool. Our Experiment iterations canvas is an indispensable resource to help you easily plot out your first experiments. Use it in

The benefits of experimentation are too frequently overlooked, and we are missing out on valuable opportunities to optimise the value we create. Terry Haayema, Principal Agile Consultant at PM-Partners, makes the case for incorporating experimentation into your work and shares his step-by-step approach to planning and executing your first experiments.

The ITIL 4 Specialist: Drive Stakeholder Value certification is a module designed for IT professionals seeking to excel in fostering strong relationships with stakeholders to co-create value.

  • 3-day course
  • Enquire for pricing
  • On demand

The ITIL 4 Strategist: Direct, Plan and Improve module equips professionals with practical skills to establish a learning and continuously improving IT organisation, underpinned by a robust and effective strategic direction.

  • 3-day course
  • Enquire for pricing
  • On demand

The ITIL 4 Specialist: High-Velocity IT certification is a module that delves into the functioning of digital organisations and digital operating models in high-velocity environments.

  • 3-day course
  • Enquire for pricing
  • On demand

The ITIL 4 Specialist: Create, Deliver and Support (CDS) certification is a module that focuses on the core service management activities with a particular emphasis on the “creation” of services.

  • 3-day course
  • Enquire for pricing
  • On demand

Like any other agile tool, the success of the Scaled Agile Framework® (SAFe®) lies in its alignment with both the users’ needs and the overarching organisational culture. Here Darryl Wright, Enterprise Agile Coach and PM-Partners Training Facilitator, discusses how agile coaches and leaders can better assess if and when SAFe fits into their context.

A major telecoms provider was looking to achieve enhanced control and efficiency in open-source component management. Find out how PM-Partners helped to accomplish this through the implementation of a custom Power BI dashboard.

The three levels of the Scaled Agile Framework® (SAFe®) aim to help organisations adopt lean-agile practices according to their needs. This guide explains what to expect at each level and which organisations should choose according to their requirements.

Research shows that complexity can lead to ‘challenged’ projects: those defined as late, over budget and/or lacking specified features and benefits. But strong sponsorship can make a big difference.

  • 1/2-day masterclass
  • Enquire for pricing
  • On demand

This foundational and knowledge-based certification is designed to provide participants with the necessary skills and expertise to deliver projects sustainably.

  • 1-day course
  • $1,295
  • Brisbane, Melbourne, Sydney, Virtual

OKRs (Objectives and Key Results) offer a framework that integrates agile planning cycles with an empowering leadership approach that promotes transparent goal setting, whilst aligning and motivating teams, and accelerating output to effectively realise organisational strategies.

  • 1/2-day course
  • Enquire for pricing
  • On demand

Effective project planning will help you move your project from conception to completion and keep stakeholders in the loop along the way. Ensure your project plan considers all the essential elements with our comprehensive project planning template.

As awareness grows of the advantages of implementing agile project management into organisations, the training market is becoming increasingly saturated with agile certifications.  Here Jourdan Clark, Professional Development Manager at PM-Partners, explores how certification can benefit you and your team and what to consider when choosing a course.  In today’s highly competitive job market, any

Cultivating agility is more than just deploying agile methodologies – it’s about nurturing a mindset that permeates every aspect of the business. Here, PM-Partners Agility Practice Lead/ Agile Principal Consultant Matt Sharpe unravels the distinctions between the two and outlines the role and steps senior leaders should take to drive true agility within their organisations.

Finding it hard to navigating the ever-changing delivery landscape? Learn how to combine your existing BA skills with new agile approaches to deliver the right tools and techniques to satisfy a range of needs.

Participants will leave this course with the ability to identify cyber threats applicable to their function to make improved decisions across strategy, operations, policy, and processes for the protection of business assets.

  • 2-day course
  • $1,495 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Unlike traditional agile approaches, the Scaled Agile Framework® (SAFe®) is for implementing lean-agile practices at an enterprise level. Here, Quinn Dodsworth, Agile Learning Consultant and Facilitator at PM-Partners, explains what it entails, who it’s for, and how training and certification can benefit your organisation. If you’re new to SAFe, or just starting out with the

Find out how PM-Partners helped this Singaporean/ Australian telecoms provider adopt an agile internal audit approach to enhance organisational impact and deliver more value to stakeholders.

When change will affect core business operations and impact staff and/or customers, a change management plan helps to support the team and ensure a smooth transition. A comprehensive plan serves as a roadmap for change managers and change agents, documenting the actions that need to happen to improve the chances of success.

Here’s our guide to ensuring your plan has all the right ingredients.

When change will affect core business operations and impact staff and/or customers, a change management plan helps to support the team and ensure a smooth transition. A comprehensive plan serves as a roadmap for change managers and change agents, documenting the actions that need to happen to improve the chances of success. Here’s our guide

In under nine months, PM-Partners has helped this leading insurance provider transition to Scaled Agile using the proven SAFe® implementation roadmap. This transformation has allowed the client to improve its decision-making capabilities and centre its project delivery on customer outcomes. Highlights This major insurance company was undergoing a transformation to reorient its business portfolios – focusing

This prepares candidates to take the exam to become a certified SAFe Practice Consultant (SPC).

  • 4-day course
  • $4,295 ex. GST
  • On demand

A strong capability uplift program needs the right data to drive delivery improvements by ensuring that team skills and training align with business objectives. Here’s how to identify the performance metrics that make the biggest difference to delivery outcomes.

Choosing the right agile framework is a key part of empowering your team to deliver their best work and should be a collaborative effort. Download our framework selection template or checklist to stimulate a meaningful conversation and ensure you make the correct choice together.

Choosing the right agile framework is a key part of empowering your team to deliver their best work and should be a collaborative effort. Download our framework selection template or checklist to stimulate a meaningful conversation and ensure you make the correct choice together.

True to its own principle of relentless improvement, the Scaled Agile Framework® has released its latest iteration – SAFe® 6.0 – featuring a suite of refinements to enable teams to deliver better results, faster. PM-Partners Agility Practice Lead/ Agile Principal Consultant Matt Sharpe and Head of Singapore Stephen Parry talk us through the changes.

Defined as temporary endeavours undertaken to create a unique product, service or result, projects are all about executing change. The role of a business analyst is to ensure that change is conducted in the most effective manner to solve potential problems, maximise opportunities and optimise benefits. Here Senior Consultant, Facilitator and Business Analysis Practice Lead

Project Management is a core skill that employees need in their day-to-day roles. This could be as part of a technology rollout, a new business function being created, an office move, a merger, or any change to the business.

  • 1-day course
  • Enquire for pricing
  • On demand

Today’s world is full of disruption and change, so many organisations are looking at how they can operate and think in new ways to react to changes quickly.

  • 1-day course
  • Enquire for pricing
  • On demand

Once training is complete, the real pay-back for organisations is to see the new learning applied in day-to-day roles.

  • 1/2-day workshop
  • Enquire for pricing
  • On demand

Active learning strategies are up to 18 times more effective than passive learning techniques, yet most training and development activities don’t include enough of them. Here are five ways to uplift capability in your team using active learning strategies.

Organisations understand that the skills and capabilities of their people are key to success, but many are failing to see a return on their L&D investments. That’s because, while training is essential, more attention needs to be given to how new learnings are embedded and applied. Download our infographic for an overview of how to

Organisations understand that the skills and capabilities of their people are key to success, but many are failing to see a return on their L&D investments. That’s because, while training is essential, more attention needs to be given to how new learnings are embedded and applied. Download our infographic for an overview of how to accelerate team delivery capability and drive measurable workplace outcomes.

Uplifting your team’s capabilities means going beyond training; in fact, the most effective program combines training, coaching and plenty of on-the-job experience. Here’s how an effective capability uplift program can optimise your team’s performance – and combat the talent shortage at the same time.

Continually upskilling your people is an effective way to combat the talent shortage and align competencies to best practice and organisational goals. But many organisations are failing to see tangible results from their L&D investments. This paper explores the reasons for this disconnect and shares our insights and advice on how to tackle these issues

Continually upskilling your people is an effective way to combat the talent shortage and align competencies to best practice and organisational goals. But many organisations are failing to see tangible results from their L&D investments. This paper explores the reasons for this disconnect and shares our insights and advice on how to tackle these issues head on. More importantly, it provides a clear, proven pathway to driving behavioural change, uplifting the capabilities of teams, and achieving measurable long-term delivery improvements.

Improving customer experience through personalised omni-channel (digital and non-digital) customer engagement (POCE) is a priority for this global pharmaceutical company. However, it lacks a common and consistent approach to better understand and optimise the customer journey in each market. PM-Partners was engaged to develop a strategic change management blueprint to enable adoption of an enterprise-level journey-centric

Skills shortages, incorrect skills allocations and capacity challenges consistently have a negative impact on project outcomes and benefits for almost all organisations. Grant Bridger, PM-Partners Client Engagement Director, shares why your PMO is in the best position to improve resource management, reduce delivery challenges and improve benefits realisation.

The past year has seen continued uptake of technologies and tools to improve the effectiveness of project management and agile delivery. Fresh from presenting a masterclass on artificial intelligence (AI) and big data in project management at the Dubai International Project Management Forum, consultant and PM-Partners facilitator Dr Elissa Farrow explores how greater investment in

Being able to foresee, analyse and manage project risk is a skill that every project manager (PM) must have. Download our risk checklist to find out the 8 key steps for managing and mitigating project risk.

Being able to foresee, analyse and manage project risk is a skill that every project manager (PM) must have. Download our risk checklist to find out the 8 key steps for managing and mitigating project risk.

For HR managers and learning and development (L&D) professionals, the start of the year provides a golden opportunity to evaluate your existing processes and deploy new strategies to improve your delivery teams. To start you off on the right foot, PM-Partners’ Nekta Vamvoukakis shares his insights on what’s shaping the training landscape in 2023.

Despite advances in project processes and organisational maturity, project failure is more common than many would like to admit. So how can you avoid the key pitfalls and ensure your next project is a success? Here PM-Partners Client Engagement Director Grant Bridger explains how to recognise and respond to red flags, and why early identification

Dr Elissa Farrow, consultant and PM-Partners training facilitator, shares findings from her research on the non-technical skills for effective change leadership.

Give your initiatives the best chance of success by completing this critical review early on in the delivery lifecycle. Done correctly, a set up for success review has been shown to save organisations up to 30% of project costs.

Whether you’re managing a large or small project, you need to deploy robust scoping strategies – not only to avoid scope creep but to ensure you hit your project targets, on time and within budget. Here are 7 ways to get started.

Looking to uplift employee capabilities? Micro-certifications and digital badges both play an important role. So what are they and how can you make them work for your organisation? Jourdan Clark, PM-Partners Professional Development Manager, explains.

Scope creep getting the better of your team? Regain control of your projects and ensure all stakeholders are on the same page with these 10 essential tips.

Scope creep getting the better of your team? Regain control of your projects and ensure all stakeholders are on the same page with these 10 essential tips. Download our checklist and never fall victim to scope creep again.

Modern organisations face challenges not only in managing their business-as-usual (BAU) activities, but in simultaneously driving transformational change. In the face of competing demands, Senior Consultant Salleh Anuar explores how the Dual Operating System can help decision-makers tackle the demands of managing their current operations while transforming for the future.

Most PMOs today are operating in a hybrid world of project delivery while also managing expanded delivery pipelines and rising complexity. So, how can you transition to a more hybrid PMO model and what are the key factors for success? This was the topic of a recent webinar jointly led by PM-Partners Client Engagement Director

There is no magic bullet or one-size-fits-all approach to a Scrum transition – every organisation is unique so activities in preparation for becoming ‘Scrum ready’ will vary. But the following tips from Quinn Dodsworth, PM-Partners Agile Learning Consultant and Facilitator, will help to lay the right groundwork.

Building an environment where your people can excel is not only a key driver of organisational success but helps to ensure you’re a winner in the talent war. So, what are some of the ways you can empower your teams to work to their full potential?

As more organisations make the transition to Agile, the role of Agile coach is increasingly seen as essential to uplifting delivery capabilities. Here seasoned Agile coach, consultant and PM-Partners training facilitator Kathy Berkidge explains why an Agile coach is such an indispensable asset for today’s delivery team.

Completed early during the delivery process, a set up for success review will help your project start on the right track and avoid issues that could threaten to derail it later. Here we explore how this effective assurance tool benefits project outcomes.

Interested in taking an active and varied role to support the successful delivery of projects across an organisation? PMO administrator may be a good career choice. Here we explain what you need to be successful in a PMO administrator position and where the role could take you.

Is your delivery initiative on the road to success, or is it falling off the rails? A project health check not only gives you a definitive answer but provides clear, actionable recommendations for improvement.

Is your delivery initiative on the road to success, or is it falling off the rails? A project health check not only gives you a definitive answer but provides clear, actionable recommendations for improvement. Here’s our 10-point guide to this tried and tested assurance tool. Keep this to hand and you can ensure your projects

With the considerable uptake of Agile and the need to build capability across organisations and teams, pursuing an Agile coaching career could be a smart move for the right practitioner. Here we consider the skills and attributes of the role and where a career as an Agile coach could take you.

So, you’ve invested in building your team’s Agile capabilities and you’re eager to implement these new ways of working, but what next?

So, you’ve invested in building your team’s Agile capabilities and you’re eager to implement these new ways of working, but what next? The best advice we can give you is to slow down. Many organisations rush to adopt Agile and then fail to see a rise in their rates of delivery success. The reason being

PM-Partners group AIPM Assessment Programme is designed to provide project practitioners with the opportunity to prove their capability through their project work and to have their existing competencies recognised by attaining AIPM Certification.

  • Foundation, Practitioner
  • From $845 ex. GST
  • On demand

PM-Partners group AIPM Assessment Programme is designed to provide project practitioners with the opportunity to prove their capability through their project work and to have their existing competencies recognised by attaining AIPM Certification.

  • Foundation, Practitioner
  • From $845 ex. GST
  • On demand

PM-Partners group AIPM Assessment Programme is designed to provide project practitioners with the opportunity to prove their capability through their project work and to have their existing competencies recognised by attaining AIPM Certification.

  • Foundation, Practitioner
  • From $845 ex. GST
  • On demand

PM-Partners AIPM Assessment Programme is designed to provide project practitioners with the opportunity to prove their capability through their project work and to have their existing competencies recognised by attaining AIPM Certification.

  • Foundation, Practitioner
  • From $845 ex. GST
  • On demand

We often receive requests for the BSB50820 Diploma of Project Management. We have selected Opportune Professional Development (RTO ID:60072).

  • Opportune course
  • Enquire for pricing
  • On demand

PM-Partners often receives requests for the BSB40920 Certificate IV in Project Management Practice.

  • Opportune course
  • Enquire for pricing
  • On demand

This 1 day, interactive workshop introduces participants to the principles of writing an effective business case.

  • 1-day course
  • $895 ex. GST
  • On demand

Facilitation is the art of engaging participants and enabling them to work together to achieve a specific goal.

  • 2-day course
  • $1,495 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Projects often fail due to inefficient monitoring and controlling of project plans. Stay one step ahead with a workshop on Microsoft® Project Essentials (2013).

  • 1-day course
  • $895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

ITIL® 4 Foundation Certificate Course is a widely accepted approach to IT Service Management (ITSM), adopted by organisations across the world.

  • 2-day course
  • $1,895 ex. GST
  • Brisbane, Melbourne, Perth, Sydney, Virtual

Business Analysis Professional Development Program combines Level 1 + Level 2 courses and is ideal for individuals wanting to undergo both.

  • 6-day course (Level 1 + Level 2)
  • $3,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Business Analysis in Practice Course is a Level 2 CCBA® Certification Preparation Course is endorsed by IIBA® education provider.

  • Level 2 - CCBA® Certification Preparation
  • $1,995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Business Analysis Fundamentals Course is a Level 1 ECBA™ Certification Preparation Course, designed to prepare participants for their exam.

  • Level 1 - ECBA™ Certification Preparation
  • $1,995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

This 5-day certification program provides participants with the required 35 professional development hours for the CBAP® Application process.

  • Level 3 - CBAP Certification Preparation
  • $2,750 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Build the skills needed to become a high-performing team member on an Agile Release Train by becoming a SAFe® 6 Practitioner.

  • 2-day course
  • $1,195 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Improve collaboration and alignment in a SAFe® Lean-Agile enterprise when they become a SAFe 6 Architect.

  • 3-day course
  • $2,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

The Leading SAFe® Certificate Course will teach you the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework® (SAFe®).

  • 2-day course
  • $1,195 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Lean Portfolio Management Scaled Agile Framework (SAFe®) for Lean Enterprises 6 explores the practical tools and techniques needed to implement the strategy.

  • 3-day course
  • $2,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

This 1/2 day Agile workshop builds on the content in the agile course and is designed to help answer the key questions What Next – Now What?

  • 1/2-day workshop
  • $495 ex. GST
  • On demand

The Estimating in Agile Course is based on the Estimating in Agile pocketbook, produced by DSDM® and offers various agile estimating styles and techniques.

  • 1-day course
  • Enquire for pricing
  • On demand

Kanban in Practice training course offers practical experience in applying Kanban principles, practices and techniques to helps teams improve lead time and reduce bottlenecks.

  • 1-day course
  • $795
  • On demand

The goal of agile coaching is to help individuals, teams, and organisations establish and improve agile practices and frameworks, while embedding core agile values and mindsets.

  • 3-day course
  • $2,295 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Agile Business Analysis Foundation to Practitioner Certificate Course prepares candidates for the APMG Agile Business Analysis exam.

  • Foundation $2,395 ex. GST
  • Package $3,395 NOW $2,595 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

An introduction to DevOps designed to improve the flow of work between software developers and IT operations professionals.

  • 2-day course
  • $2,295 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

AgileSHIFT® Certificate Course is developed by global best practice providers AXELOS, to help organisations prepare for transformational change.

  • 2-day course
  • $1,495 ex. GST
  • On demand

Lean Six Sigma Green Belt Certificate Course is a management approach, the focus of Lean is about speed, efficiency and taking waste out of a process.

  • 4-day course
  • $3,995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Lean Six Sigma Yellow Belt Certificate Course offers a management approach to improve business performance.

  • 2-day course
  • $1,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

4-day course for Project Managers and team members who work in an agile environment looking to obtain the PMI-ACP certification.

  • 4-day course
  • $1,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

The Scrum Product Owner Certified (SPOC®) course focuses on the perspective, responsibilities, tools and techniques employed by the Product Owner.

  • 2-day course
  • $1,695 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

The Scrum Master Certified training course is a popular Agile framework for developing and sustaining complex products.

  • 2-day course
  • $1,495 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Learn a typical Agile lifecycle. Explore the agile mindset, values and principles. Participate in a series of sprints to deliver valued outcomes for stakeholders.

  • 1-day course
  • $895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Managing Benefits™ Foundation to Practitioner Certificate Course is designed for those with a role in ensuring the best use of funds by maximising the benefits realised from change initiatives.

  • Foundation $2,595 ex. GST
  • Package $3,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

The P3O® Foundation to Practitioner Certificate Course provides a decision and delivery support structure for enabling change.

  • Foundation $2,795 ex. GST
  • Package $3,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

PRINCE2® Portfolio Management Foundation to Practitioner Certificate Course approaches the management of change projects and programmes from a strategic viewpoint.

  • Foundation $2,795 ex. GST
  • Package $3,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Agile Programme Management Foundation Certificate Course is designed for those working in a programme environment wanting to apply agile practices.

  • 2-day course
  • $1,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Managing Successful Programmes Foundation to Practitioner Certificate Course is designed to align programmes and projects to organisational strategy.

  • Foundation $2,795 ex. GST
  • Package $3,895 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Learn the core principles of Project Management and how to use these within the context of a Project Management Office (PMO).

  • 3-day course
  • $2,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

This course builds upon participants’ existing skills and knowledge providing a series of real-life scenarios faced by project managers across the board.

  • 3-day course (Module 2)
  • $1,995 ex. GST
  • Brisbane, Melbourne, Perth, Sydney, Virtual

This 5 day course comprises the key learnings and outcomes from the Project Management Fundamentals and Project Management in Practice workshops.

  • 5-day course (Module 1 + Module 2)
  • $3,395 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

As agile delivery methods gain popularity at Portfolio, Program and Project Team levels in all sizes of organisations, the relevance of a traditional PMO has been called into question.

  • 2-day course
  • $1,495 $1,045 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Agile Project Management (AgilePM®) Foundation to Practitioner Certificate Course. Learn how to adopt an Agile approach and philosophy.

  • Foundation $2,395 ex. GST
  • Package $3,395 NOW $2,595 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual, Weekend

PRINCE2 Agile® Foundation to Practitioner Certification Course explores how agile supports and complements PRINCE2 elements.

  • Foundation $2,795 ex. GST
  • Package $3,895 ex. GST
  • Brisbane, Melbourne, Perth, Sydney, Virtual

PRINCE2® Project Management Foundation to Practitioner Certificate Course is globally recognised and widely considered as the leading method in project management.

  • Foundation $2,795 ex. GST
  • Package $3,895 NOW $2,995 ex. GST
  • Brisbane, Melbourne, Perth, Sydney, Virtual, Weekend

5-day course for experienced PMs wishing to obtain the PMP certification and those looking to develop their PM skills.

  • 5-day course (weekday)
  • $2,995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual

Change Management Foundation to Practitioner Certificate Course is for individuals involved in change initiatives.

  • Foundation $2,595 ex. GST
  • Package $3,395 NOW $2,995 ex. GST
  • Brisbane, Melbourne, Sydney, Virtual, Weekend

Designed to provide participants with the essential knowledge and skills to be an effective and valuable member of the project team.

  • 2-day course (Module 1)
  • $1,495 ex. GST
  • Brisbane, Melbourne, Perth, Sydney, Virtual

Change management and the change manager role are critical – but often neglected – components of effective benefits realisation. Here Dr Elissa Farrow, consultant and PM-Partners training facilitator, outlines the relationship between benefits and change and how to ensure this integration occurs.

Running an effective capability uplift program means leveraging the power of data and analytics to inform your decisions and promote ongoing, measurable improvements. Here Nekta Vamvoukakis, PM-Partners Corporate Training & Capability Uplift Manager, discusses how to use data to drive capability uplift results.

Struggling to marry your project reporting, governance and progress measurement with the realities of Agile? It’s time to reshape your PMO into one that effectively supports and demonstrates value regardless of delivery approach. Here, Greg Collocott, PM-Partners Associate Principal Consultant, discusses the obstacles to progress and the steps you can take to start building a

Agile is well known for its ability to deliver value in dynamic environments, which accounts for an increased adoption rate in recent years. However, organisations aren’t seeing the success they expect. Here Grant Moore, PM-Partners Agile Transformation lead, discusses how to ensure you’re getting the most from Agile.

Investing in standalone training programs and certifications is one part of the puzzle, but to really drive delivery improvement it’s about taking a more holistic approach. Here PM-Partners Corporate Training & Capability Uplift Manager Manager Nekta Vamvoukakis and Agile Learning Consultant and Facilitator Quinn Dodsworth discuss how to design a capability uplift toolkit to practically support

This white paper explores today’s delivery challenges and the consequences of ineffective assurance, and provides valuable insight into how organisations can break the cycle of delivery failure in 2022 and beyond.

Like her training facilitator colleagues at PM-Partners, Dr Elissa Farrow treads a continuous pathway of learning and experience. Here she shares her latest accomplishment and how her approach to personal development informs her work.

Project management skills were already in high demand, then the pandemic hit. The talent shortage, combined with a highly competitive job market, means that rather than defaulting to one-off training investments, organisations need to embrace a more long-term approach to career development – one that uplifts capabilities and job satisfaction.

With hiring leaders reporting a steady uptick in staff turnover, what can you do to dissuade your project teams from seeking out greener pastures? Here, PM-Partners Corporate Training & Capability Uplift Manager Nekta Vamvoukakis and Talent and Service Delivery Team Manager Joanne Ortiz consider some of the key reasons why employees are moving on, and some effective

Only 19 per cent of organisations achieve successful delivery at least most of the time – a pretty dismal figure that reflects numerous inefficiencies over the delivery lifecycle. Being aware of and learning from mistakes is crucial in order to avoid project failure and drive delivery improvements.

Only 19 per cent of organisations achieve successful delivery at least most of the time – a pretty dismal figure that reflects numerous inefficiencies over the delivery lifecycle. Being aware of and learning from mistakes is crucial in order to avoid project failure and drive delivery improvements. With this in mind, we’ve rounded up 12

Benefits realisation is the defining factor in project success and the real purpose for the implementation of projects, but many organisations fail to focus enough effort on benefits management. Here, Senior Consultant Steve Vanges discusses this crucial conundrum and offers his tips on how you can improve your benefits management practices.

Humans are hardwired for blue-sky thinking – which is great in many contexts but often creates turmoil in the project delivery world and can lead to serious financial consequences. Fortunately, there are steps you can take to improve your project assurance and start guarding against expensive mistakes.

A major pharmaceutical company working in cell and gene therapy (CGT) wished to transition an existing industrialisation programme (CGTi) to the Scaled Agile Framework® (SAFe®) to support a more patient-centric value stream. PM-Partners came on board to stand up SAFe and guide its implementation across multiple, geographically dispersed teams. Highlights A leading pharmaceutical client is

While it’s crucial to set your project up for success, it’s also important to follow a process for closing it down. Formal project closure helps to avoid loose ends and provides an opportunity to review and learn from the project’s performance.

In a rush to adopt Agile and benefit from its potential impact, many organisations are overlooking what it takes to successfully integrate Agile in the workplace. Here we share our top 10 tricks to embed Agile and ensure your transformation effort lives up to its promise.

Is your organisation primed to deliver its projects successfully? Effective project assurance can help to reduce the risk of failure and increase benefits realisation and delivery ROI. With the right methodology, it can also optimise future initiatives and, therefore, execution of strategy.

Until landing her current role as Head of Portfolio & Delivery Services with the ABC’s Product & Content Technology team, Leslie Franchi has often been ‘the only woman in the room’. In support of International Women’s Day and this year’s theme of #BreaktheBias, we talk with Leslie about her experience establishing herself as a leader

Preparation is everything and that’s certainly the case when it comes to achieving quality project execution. So what do you need to consider to ensure your assurance activities are properly scoped and your project or programme is set up for success?

Project and programme managers who apply a consistent risk-management approach are more likely to see positive outcomes, no matter the organisation or industry. Unfortunately, research shows as many as two-thirds fail to do so.

In a world of continual change, a commitment to learning and development is more crucial than ever. Fortunately, thanks to the rapid growth of online learning options, it’s never been easier to pick up the skills and certifications you need to stay ahead.

One in five project management offices (PMOs) fail due to ineffectiveness. In this infographic, we diagnose the most common causes of PMO failure so you can be forewarned and forearmed as you develop your PMO.

A guide to project, programme and change management, with insight into Agile learning pathways, and career options for business analysts.

This eBook offers a comprehensive guide (+ loads of free resources) to project management courses, agile training, and programme delivery.

We’re all familiar with the notion that change is the one constant in life, but it has never been more applicable than today. We’re living through a period of seismic disruption and uncertainty,

PRINCE2 and Agile: which of these two popular project management approaches is right for your project? Or should you blend the traditional with the agile mindset and use them together? Let’s take a look at the top 7 strengths, differences and synergies.

Regardless of sector, organisations are facing a fast-paced and ever-changing business environment that calls for flexible, adaptable and more ‘agile’ ways of working.

There are project management offices (PMOs) that constantly need to justify their existence and others that are successful and thriving. Download our free checklist and we’ll take you through the questions you need to answer to improve your PMO’s reputation.

When project management office (PMO) success is so closely tied to organisational success, it is essential to set up your PMO to ensure the best possible outcomes.

One in five project management offices (PMOs) fail due to ineffectiveness. In this infographic, we diagnose the most common causes of PMO failure so you can be forewarned and forearmed as you develop your PMO.

What sets a transformation office (TMO) apart from a project management office (PMO)? Steve Vanges, Senior Consultant at PM-Partners, unravels the differences in remit and intent, and considers why taking an ‘either/or’ approach can be detrimental to progress.

Market conditions have shifted considerably in recent years, thanks in large part to disruption caused by the COVID-19 pandemic. But while these challenges have caused many to put career moves on hold, others are using it as an opportunity to reach the next level. Here’s how you can put yourself in a stronger position to

Six in 10 organisations now use a centralised project management office to co-ordinate their projects, and with the increasing influence of the PMO on the organisation, it is essential that it’s set up for success. Here are four essential steps to achieving PMO success.

We know what keeps a body healthy – nutritious food, exercise and good sleep, but what are the secrets to project health? Here we share our 10-step project health check to help keep your projects in top shape from start to finish.

While organisations acknowledge the importance of culture to business success, it’s often ignored as an enabler of change. Here Senior Consultant Salleh Anuar discusses why and how culture should take the lead in your next transformation effort.

There are project management offices (PMOs) that constantly need to justify their existence and others that are successful and thriving. Download our free checklist and we’ll take you through the questions you need to answer to improve your PMO’s reputation.

As 2021 draws to a close, our experts reflect on how the world of project delivery has shifted and share their take on what 2022 has in store – with insights from Dominic Frost, CEO; Stephen Parry, Head of Singapore; Matt Sharpe, Agile Practice Lead/ Principal Consultant; Mike Boutel, Head of Training and Nicola Stephens,

As project management offices mature, they move from a bureaucratic cost centre to a value-driven asset. Embarking on a PMO maturity journey can unlock the value of your PMO and drive it towards a more supportive, strategic role.

For many project-led or project-focused organisations, the project management office is synonymous with a centre of excellence (CoE). In reality, however, some organisations set up a standalone centre of excellence rather than having a full-service PMO, and some set up the CoE as a separate function to the PMO. Here we unravel what a CoE

With the shift to hybrid work and digital disruption gathering pace, now’s the time for savvy project and programme managers to harness the potential of project management tools to elevate their projects – or risk being left behind.

As more organisations embrace new ways of working to solve problems, project managers need a suitcase of soft skills to swiftly pivot, drive change and maintain momentum. Arm yourself for the future and make sure your resume has these top three soft skills for project management success.

The number of organisations taking a hybrid approach to managing and delivering projects has increased. Here’s why customising your project management framework to reflect this will better support project success.

Unpredictability and flux may be the new status quo but there is plenty leaders can do when it comes to helping employees deal with change in the workplace. Taking steps to address the psychological safety of your employees at every stage of the change process is a good place to start.

60-70% of organisational change projects fail. Various studies show that this failure rate has stayed constant from the 1970s to the present day. Why is this? Here are our 11 most common failings – avoiding them is first step to improving your odds of success.

A notable reason for ongoing project failure is the absence of conudcting a post implementation review (PIR). But what is a PIR, and how can an organisation use this opportunity for analysis and reflection to boost the likelihood of future project success?

No organisation has the resources to fund every project. It’s therefore safe to say that when decision makers are reviewing your business case they’ll most likely be looking for a reason to say ‘no’. This is why an effective business case is about more than simply listing the costs and benefits of a project. As far as possible it needs to be watertight. When writing a business case, use our comprehensive checklist and prove your project is worth the investment.

No organisation has the resources to fund every project. It’s therefore safe to say that when decision makers are reviewing your business case they’ll most likely be looking for a reason to say ‘no’.

In an ideal world, local council would spend most of their time managing day-to-day community priorities. Unfortunately, the rising frequency of impactful emergencies – droughts, fires, storms, coastal erosion and the COVID-19 pandemic – means councils must be able to react to new crises at a moment’s notice. Near-perpetual crisis management means business-as-usual has fallen

When project management office (PMO) success is so closely tied to organisational success, it is essential to set up your PMO to ensure the best possible outcomes. Download this checklist of the most important elements to consider.

Developing an effective business case doesn’t have to be a case of trial and error. Whatever the project, a strong business cases typically reflects a number of common characteristics. Here we share five key traits to bear in mind when building a business case to get your project over the line and achieve desired business results.

Project management has had a long history in sectors such as construction, IT, defence, mining and government, but career paths for those with project skills now stretch beyond traditional roles. Find out where new opportunities are opening up and how you can tap into them.

Almost one in five PMOs are disbanded due to their inability to show value to the organisation. Here’s how to spot a struggling PMO and the remedies you can use to help rescue it.

In a world of continual change, a commitment to learning and development is more crucial than ever. Fortunately, thanks to the rapid growth of online learning options, it’s never been easier to pick up the skills and certifications you need to stay ahead. Whether it’s an online course offering the freedom to study in your

Here we outline some key reasons why many PMOs fail and what we can learn from their mistakes. Discover what the PMO of the future will look like based on current trends and re-imagine your PMO for success.

With the latest COVID outbreak in NSW forcing project managers back to a remote-only work environment, it’s a perfect time to review what works and what doesn’t when managing projects from home.

If you’re looking to make your organisation more responsive to change, embarking on ‘The Agile Journey’ is not a question of ‘if’ but ‘when’. Here we outline what this journey typically entails and provide access to some of the key information you need to set off on the right foot.

Contrary to what some practitioners may think, estimating in agile is no less critical than estimating in more traditional project environments, but it is different. In this next instalment of The Agile Journey, we consider four factors to bear in mind to help boost your chances of delivering your agile projects on time.

In the fourth instalment of The Agile Journey, we delve into the make-up of a Scrum team, specifically the roles, responsibilities and attributes of the two most pivotal players: the product owner and Scrum master.

Regardless of sector, organisations are facing a fast-paced and ever-changing business environment that calls for flexible, adaptable and more ‘agile’ ways of working. Before you can ‘do agile’ effectively, however, you first need to ‘be agile’. This involves adopting a new way of thinking or ‘agile mindset’ that is based on prescribed values and principles.

Google the word ‘agile’ and you’ll end up with more than 141 million results. Agile is a very broad umbrella term, which can be viewed in many ways. It’s no wonder then that there is confusion around what agile actually is and how to implement it effectively. The Agile Journey series aims to set things

Immersing yourself in the world of agile can lead to diverse career opportunities with plenty of room for growth. We explore what agile project management entails, how to get accredited and why agile experts are in demand.

Could a career in project management be for you? We explore what being a PM entails, how to get accredited and why project management is such a diverse career choice.

Rather than creating potential silos by enforcing an agile-only delivery approach, a hybrid PMO recognises the need for various delivery styles and gives delivery teams the option to choose the most appropriate approach for specific projects. Here’s how to build your hybrid PMO. There’s no doubt that the continuing spread of Agile approaches/ methodologies in

Looking to get back on track after the events of 2021? Find out how to align strategy with execution using the Scaled Agile Framework (SAFe®) through Lean Portfolio Management. Apply lean and systems thinking to strategy and investment funding to enable business agility. Within today’s environment, organisations are struggling to make decisions about what they

Now Australia is on the other side of the COVID pandemic and firmly in recovery mode, we look at where opportunities are opening up for new entrants to the project management sector and the industries and roles primed for growth over the next decade. The impacts of COVID-19 over the past year, from budget cuts,

A major provider of payments solutions to the financial services industry had established a new digital bank business – the first to operate in Australia. Keen to analyse lessons learned from the exercise to improve future project delivery, the client engaged PM-Partners to conduct a comprehensive review. Highlights A payments solutions provider had recently created

Project manager and project sponsor. Successful projects need both, and for the relationship between the two to be complementary. But too often what begins as a productive partnership tails off over the course of a project lifecycle. Here we look at what project professionals can do to ensure the relationship with their sponsor is a

In 2020, PM-Partners supported Prezzee with its agile transformation. The team helped the eGift card platform deliver an ambitious two-year growth strategy by adopting a new scalable, dynamic and innovative operating model based on Agile practices. Highlights Prezzee’s existing processes and operating model were unable to support its rapid business growth and market ambitions. PM-Partners

Project and programme managers who apply a consistent risk-management approach are more likely to see positive outcomes, no matter the organisation or industry. Unfortunately, research shows as many as two-thirds fail to do so.

Download our infographic for tips, tricks and critical advice for embracing effective risk management in your Project Community/ PMO.

Downer saw an opportunity to boost the skills and accreditation of its project leaders in order to achieve its strategic vision. Learn how PM-Partners delivered an award-winning, customised capability uplift programme that is helping to develop and maintain a highly-skilled workforce and set new standards in project management for the construction industry. Highlights Downer sought

Australia Post was struggling with significant programme delivery issues. Learn how PM-Partners helped to implement a corporate-wide programme management framework to uplift and standardise the organisation’s delivery methods and practices. Highlights Australia Post had been experiencing significant challenges related to delivery of important strategic programmes. PM-Partners designed and implemented a comprehensive, best practice programme management

When racing to deliver a complex project or agile initiative on time, the last thing you want to worry about is conflict in the workplace. PM-Partners Professional Development Manager Jourdan Clark, shares keys ways to boost your conflict management skills so you can reach a resolution swiftly and calmly, every time. 

If one thing is clear from the COVID-pandemic, it’s that there is no return to normal. Extended office shutdowns have sparked an immense shift in how, when and where we work, which calls for an innovative step change in how we deliver training. In this article by PM-Partners Head of Training Mike Boutel, discover how

Like all successful leaders, heads of PMOs must possess both hard and soft skills in order to drive their teams, and their careers, forward. But elevation into a leadership role often occurs based on hard skills alone. This can lead to a state of cognitive dissonance well known to anyone in business: “What got you

Agility and adaptability have always been a savvy project manager’s best friend. And after a year in which the coronavirus pandemic decimated many best-laid plans, flexibility and the ability to create and sustain value in a challenging environment is vital. This is where change management comes in. ‘Stop. We have another new priority.’ Sound familiar?

A mid-point review of Sydney Trains’ Rail Operations Centre programme revealed a number of critical challenges. Find out how PM-Partners turned the programme around to successfully deliver a major component of Sydney’s future transport strategy. Highlights The Rail Operations Centre was a ‘must deliver’ $276m transformation programme for Sydney Trains. After identifying critical challenges, a

A prominent NSW council with a large capital projects portfolio needed to improve its delivery capability. Here’s how PM-Partners helped to transform project management practices, lift performance and optimise results. Highlights With a multi-million dollar project portfolio to deliver, Camden Council needed to uplift its delivery performance. A new EPMO and project delivery framework were

Customer background A large data analytics firm approached PM-Partners to design a framework for delivery of their products using a Lean Startup and Agile methodology. The challenge The organisation had no project delivery framework (neither Waterfall nor Agile), and employees familiar with product delivery processes were rare. How PM-Partners helped In our initial assessment of

Challenge Our client’s Technology department was requested to land its latest project using Agile methodology. Some of the employees had some light Agile experience from their previous organisations, but there was a lack of common understanding on how to actually run an Agile project. Solution PM-Partners group provided training for key stakeholders and members of

Media Monitors: Execution services Challenge Opening new operations and making acquisitions offshore added another layer of complexity to managing the business. With employee numbers almost doubling to 780 and expansion into media monitoring in Chinese and Bahasa, the company needed an external partner to help it manage and monitor increasingly complex projects. Result PM-Partners provided services

Financial Services customer In recent years our client has been under increasing pressure to deliver large transformational initiatives more rapidly. Whilst the organisation had always had a focus on quality – the leadership team were faced with other constraints, such as time and costs, being imposed. Each department within the organisation traditionally ran projects using

Sutherland Shire Council provides a broad service offering to their community. Delivering this requires multiple business units to collaborate to avoid a siloed structure which can present challenges such as inefficient operations and disconnected cross-functional teams. Even before the pandemic, Simona Dimovski, Manager of Information Management and Technology at Sutherland Shire Council, recognised the need

The NSW Department of Education (DoE) wanted to improve customer experience and knowledge access by rolling out a real-time dashboard technology in an enterprise production system. Working in a highly agile environment and with governance support from PM-Partners, the DoE completed the dashboard ready for deployment to 10 IT directors and 100 corporate users. Highlights

To support the changing ‘ride share’ sector, Transport for NSW needed to create an entirely new regulatory organisation. Learn how PM-Partners led the programme to deliver a new transport Commission and regulatory framework for the industry. Highlights The disruption to the ride share industry from new players such as Uber meant that the NSW state

Despite a high degree of employee capability, Bulletproof’s rapid growth meant they needed a review and recommendations of improvements of their project and portfolio management processes. Here’s how PM-Partners established an Agile PMO and flexible framework to help Bulletproof scale and meet their unique requirements Highlights Bulletproof expanded beyond its ability to scale its project

Challenge Provide an industry Best Practice Programme Management Framework to support the on-going maturation of CPM and the increased emphasis on Programme delivery across significant strategic change initiatives. Result PM-Partners developed a flexible, robust and AusPost community-wide endorsed Programme Management Framework supported by best practice processes, tools and templates along with a bespoke AusPost Programme

Development and delivery of a tailored Project Management Methodology and capability uplift (based on PRINCE2®). Stage 1 IM&T – Deliverables: Project Management Methodology Framework for IT projects Project management templates for IT projects 3 day PRINCE2 Foundation training 1 day tailoring methodology workshop One-on-one coaching for project managers (approx. 2-3 months after training and once

A major not-for-profit organisation was about to undertake a number of acquisitions that would transform its structure and operations. Here’s how PM-Partners ensured ongoing excellence, collaboration and transparency for clients and staff during divestment. Highlights Life Without Barriers had a six-month deadline for completion of acquisition, integration, transfer and ‘go-live’. PM-Partners drew on its experience

When Oak Possability embarked on an ambitious acquisition of more than $60m p.a in NDIA supported disability services, they needed expert advice and access to specialist resources. Here’s how PM-Partners provided the end-to-end support required. Highlights Oak Possability wanted to expand beyond its Tasmanian borders and into Victoria, acquiring NDIS-supported services, clients and staff while

As the agency designed to bring Victoria’s planning, local government, environment, energy, suburban development, forests, emergency management, climate change and water functions into a single division, the Department of Environment, Land, Water and Planning (DELWP) needed external support for project management capability. Here’s how PM-Partners delivered tailored project management training to help DELWP become a

Even before the pandemic disrupted traditional business models, more and more organisations were seeing the value in agile methodologies and specialised frameworks like Scrum. But in addition to the business itself transforming, we’re seeing the need for roles to change as well – particularly the role of business analyst (BA). Here, we explore why it

Cuscal is a leading provider of innovative payment solutions for the Australian financial services sector. PM-Partners was engaged by the client to conduct a mid-point review of a major project impacting the client’s core business systems and clients to ensure delivery remained on track. Customer background The Authentic Switch project was a major technology project

To celebrate this year’s International Women’s Day and the theme #ChooseToChallenge, we talk to two of our project managers, Vivian Panagos and Emma Stewart, about the challenges they’ve faced and the advice they can offer other aspiring women in the sector. Emma Stewart, Principal Consultant, PM-Partners Emma Stewart is a Principal Consultant (Advisory) and is

While en world Japan were experiencing rapid growth, behind the scenes they were struggling with considerable strain on their business systems and processes. Here’s how PM-Partners helped them deploy a complex, multi-lingual, multi-currency Enterprise Resource Planning system (ERP) via a custom business programme. Highlights  Due to aggressive expansion into new markets, en world Japan was

When major changes to regulatory compliance and business strategy hit Copyright Agency Limited (CAL), senior decision-makers knew they had to align their processes for greater efficiencies. Here’s how PM-Partners worked with CAL on transforming business practices to stay ahead and meet expected future demands. Highlights CAL had previously tried to enact transformational change but were

With employee numbers almost doubling to 780 and expansion into media monitoring in Chinese and Bahasa, Media Monitors (now known as iSentia) needed an external partner to help them manage and monitor increasingly complex projects. Here’s how PM-Partners helped to lift project management execution to support their rapid expansion. Highlights Media Monitors was struggling with

So, you’ve completed your training and you now understand PRINCE2 as a project management method. What’s next? Here, Tracey Copland, Head of Development at PM-Partners unpacks the main steps required to successfully embed the methodology in your organisation. The right project management method can be the difference between success and failure. Widely regarded as the most practised

Even before COVID-19 turned the business world on its head, rapid globalisation and hyper-connectivity were transforming the day-to-day for organisations. As we accelerate into 2021, Mike Boutel, PM-Partners’ Head of Training, considers the critical capabilities project managers need to arm themselves with in order to navigate the challenging road ahead. After the global pandemic threw

For organisations to survive they must keep evolving and maturing according to market demands. In many cases this has led to a concerted shift towards agile business practices – whether that’s through an Agile delivery approach or embracing an agile culture. The result of this shift is that many roles need to change in order

Outsourcing Oceania Inc. is pleased to welcome new Chief Executive Officer Dominic Frost who formally took the reins from interim CEO Derek Quayle this month. Dominic brings extensive and varied experience to the role at PM-Partners. Combining a background in enterprise IT services and software with time in private equity, he has a proven track

PM-Partners Agile Learning Consultant and Facilitator Quinn Dodsworth explores what sets these two methodologies apart and explains why you always need a fit-for-purpose approach to project management in order to get the best results. Agile and Waterfall explained A cursory glance online at the value of waterfall projects will return mixed reviews. The most prevalent,

On the run up to our webinar Managing Successful Programmes (MSP®) 5th edition – the Official Release, Tracey Copland Head of Development at PM-Partners, revisits the origins of MSP, shares some of the thinking behind the update and provides a taste of what you can expect from the new design. WHAT IS MANAGING SUCCESSFUL PROGRAMMES (MSP®)? In an

Back in 2018, digital innovation was expected to contribute $315 billion in gross economic value to Australia over the subsequent 10 years, with that figure drawn from the impact of Australia “improving productivity growth, ICT capital investment, fostering domestic digital industries and improving export performance.” Now, thanks to COVID-19, we are seeing organisations look to digitalisation far

With major disruptions to our economy, many people are facing uncertain employment prospects or have already been made redundant. True to form, networking is still one of the best ways to create new opportunities. From traditional to online events 2020 has brought many changes to the way we live and work, and networking is no

As organisations work through the economic devastation of COVID-19 and individuals leave their personal bunkers, many are wondering how to work in this new market. Even more importantly, they are trying to figure out how to become more productive in a post-COVID environment. Jump online and you’ll find a plethora of blogs and advocates urging

Far from the traditional assumptions about what small government does and how it operates, local councils are constantly juggling new challenges in order to appease their customers, deliver projects on time and balance their own bottom line. Those challenges have been exacerbated thanks to the widespread disruption of COVID-19, but unlike some non-essential services, local

Poised to form the backbone of Australia’s economic recovery All major Victorian Government funded projects, valued at over $20m, mandate that 10% of the workforce be on a traineeship. Many organisations are unaware that a Certificate IV in Project Management BSB41515 contributes towards compliance of the mandate. In addition, the mandate rules also allow for a qualification

In the 2019/20 financial year the NSW State Government committed to invest $90B on projects in the following four years. As a result construction projects are becoming larger, more complex and inherently more risky. From 1st July 2020 all NSW Government funded projects valued at over $100 million, mandate that 20% of the workforce needs to

Why would you hire unskilled labour when you can fill your traineeship quota with experienced workers? For several years now, the Victorian Government has mandated that all large-scale infrastructure projects use apprentices, trainees or cadets for 10% (at minimum) of their total labour hours. Project Management in Construction. Victoria’s $61.7b opportunity. Learn more At face value, it’s

It’s a challenging business environment out there – no matter what industry you’re in. More competition, digitalisation, hyper-connectivity and a globalised marketplace have meant even the biggest players need to adapt to rapid changes. An unfortunate truth is that the COVID-19 pandemic has only exacerbated these issues. Organisations need to reduce their outlays while still

In order to move forward, change is essential. In the workplace, this means not resting on your laurels just because the current system is ‘good enough’. The competition is constantly testing out new strategies in order to do something better, reach clients faster and complete tasks more efficiently. So when it comes to learning, the

Organisations right across Australia spend billions of dollars every year on training and upskilling their staff. Whether it’s in-office lectures, hands-on workshops or online training sessions, employers contribute a significant amount of their annual budgets to employee learning and development (L&D). So it goes without saying that you need to get it right. The problem with our

The construction sector’s Achilles heel has been laid bare for all to see: there aren’t nearly enough project managers to oversee major infrastructure works. In fact, according to research from the Department of Employment, Skills, Small and Family Business, only 53% of project management vacancies in construction were filled in 2019, its lowest level in eight years.

The New South Wales Government is splashing cash on infrastructure in the hopes of stimulating the economy and increasing the number of skilled workers right across the State. New jobs, wider skill sets and a more diverse workforce are at the heart of their ambitions. However, as of 2019, only 53% of all project management

Enter any white-collar team meeting or brainstorming session and you’ll be hard pressed not to hear buzzwords like “upskilling” and “reskilling”. With the onset of COVID-19 and the drastic digital shift that most organisations have had to endure, we’ve even started hearing about “reskilling for the future of work” – namely, digital and remote operations.

Continuous improvement, providing learning opportunities and upskilling staff are growing imperatives for organisations, and equally vital in these uncertain times. The unfortunate reality is that the COVID-19 crisis has crippled thousands of businesses – and even entire industries – right across the country. But rather than accept defeat, smart leaders are investing in their people

We’re living in a very different world to that of 2019. It’s an environment in constant flux, with the impact of COVID-19 continuing to unfold at a rapid rate. This disruption is not only impacting the health of our communities, but our professional and personal lives as well. The uncertainty and chaos can be unsettling

We’ve all worked in environments where project updates show nothing but blue skies, green lights and budgets running squarely in the black. Everything is perfect – or is it? Recognising when such updates are overoptimistic – or flat-out lies – can be difficult, which is why project assurance has become so popular. It helps industries of all

The impact of the Coronavirus pandemic has been unpredictable and far-reaching, seriously affecting industries as diverse as hospitality, manufacturing, retail and many more. For local government, financial disruptions and the sudden shift to remote working has precipitated the need for digital transformation – typically a long process for traditionally siloed operations. That’s exactly the position Sutherland

The reasons why business leaders want their teams to become more agile run the gamut. They may need their people to: Be more responsive Be flexible Hit deadlines faster Embrace change Adapt and pivot as needed Self-organise Be collaborative Bring new products and services to market quickly. On top of all of these needs is

Navigating the COVID crisis has required organisations across the globe to re-imagine their future, often at lightning speed. Rethinking how we deliver our expertise to clients, including offering our advisory services virtually, is part of PM-Partners’ efforts to help you leverage opportunities and stay one step ahead.

Agile adoption has become so prolific and such a common presence across organisations that its name has essentially reached ‘buzzword status’. Such has been its overuse – and, at times, misuse – that AXELOS’s PPM Benchmark Study 2017 found that the word ‘agile’ was “used without a real understanding of what it meant. Worse, claiming a project

Digital technology is shaping how people, businesses and government departments interact. More than ever, the investment in large scale change initiatives is vital to remain competitive and meet the ever-changing expectation of customers. The PM-Partners Digital Transformation Survey has captured data from hundreds of local and international companies and offers insight into the trends and

Agile is not just some buzzword floated by the C-suite in order to drive greater productivity. Such is its power to revolutionise organisations that its practices have become ubiquitous across virtually every large (and not-so-large) organisation. But there’s a risk that adopting Agile solutions and being ‘agile’ are not taken together as a pair. NOT

Think back a year: what were you doing? Busy with work, planning a ski trip, wrangling a young family, off on an overseas holiday? Ah, normality… those were the days. Fast-forward to 2020: a global pandemic has kept us in relative lockdown for months, with its long-term financial and mental toll still yet to be

Local councils are not unfamiliar with crisis management and providing their constituents with emergency relief. From droughts to bushfires, major storms and long-term erosion, small government needs to have a diverse skill set to handle the myriad of issues that can arise in their communities. The pandemic, however, presented a challenge unlike anything experience before.

So here we are, in the middle of a pandemic, doing our best to survive and acclimatise to our ‘new norm’. For many, this means building a home office, dealing with constant family ‘noise’ and managing the ongoing restrictions and environmental issues. But what happens when everything works but still doesn’t feel quite right? That’s

When you are in the midst of a complex project, your key concerns are around developing a product or solution that will realise all the benefits initially planned for. But what is often left by the wayside is the project transition to the end users – will they enjoy a seamless transition to business as

Right now, every project manager’s risk register is filled with concerns about how their project team is managing – and maintaining consistency – throughout the current COVID-19 pandemic. The biggest concern in particular is the effect a remote-working environment is having on their projects. This ‘global pandemic risk’ is indeed unique. We’ve never encountered anything

Effective judgement – aka the ability to make good decisions – is something we acquire over time and is essential to our everyday lives, both personal and professional. It’s an important weapon in your arsenal during the ‘normal’ times, but it is particularly pertinent in times of crisis – such as the current COVID-19 pandemic.

With millions of Australians already feeling the financial effects of the COVID-19 pandemic, you are probably wondering what this means for you and your organisation. And despite restrictions easing across the country, COVID-19 won’t be disappearing any time soon – which means it’s doubly important to use the time at our disposal to prepare for

The modern business environment demands that any organisation seeking to gain a competitive edge must first maximise its own value. Such value can come from a variety of sources – e.g. developing new products and services, adopting more efficient business models, entering new sectors – and depends entirely on your industry and market intentions. Whatever

The nature of modern work is always changing. It’s more global, more uncertain, more automated and more dependent on software. So for business leaders who want to leverage the power of strategic change, they need to investigate new trends and quantify their potential returns. We’ve scoured the market and uncovered three new trends in change

We are living in the new ‘virtual’ norm: virtual conferencing, virtual meetings, virtual happy hours. Even our children are virtual learning at the dining room table. Well before the current coronavirus pandemic, Australian employers were encouraging their teams to take a flexible approach to their work – for the benefit of staff wellbeing, as well

There’s a line in Yuval Noah Harari’s book Sapiens: A Brief History of Humankind that is more poignant today than ever: “In order to change an existing imagined order, we must first believe in an alternative imagined order.” Everywhere we look right now, the order of things is changing. Is that a challenging or even frightening realisation?

From voice activated devices to collision-avoidance in cars, there is artificial intelligence at work everywhere you look. The world we know is changing and we are all being challenged to adapt structures and working practices to the new realities. “AI” is making a major impact and transforming the field of project management which is helping

A core component of successful project management is the ability to manage uncertainty throughout the life of a project. Risk Management seeks to support decision-making through an informed understanding of risks and their likely impact. A risk (whether favourable or negative) is an uncertain event which, if it occurs, affects the achievement of project objectives. Consider the

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, the PMI

The past few weeks have seen some rapid and unprecedented changes in the way we are living, travelling and working, and by all accounts we should expect that the worst is yet to come with this crisis likely to stretch out for many months. The outbreak of COVID-19 has caused many of us to question

L&D Advisory: the PM-Partners approach By blending expert advisory and consulting with specialist in-house training, our approach is proven to achieve effective, long-term results. We customise every solution to meet your desired outcome, leading to a noticeable impact on operational performance and your bottom line. A combined training and advisory solution that’s tailored to your

Are you concentrating on ‘doing’ agile as opposed to ‘being’ agile? At the coalface, Agile practices, approaches, methods, tools and techniques are becoming standard for many organisations, but are you experiencing real business agility and adaptability? For an organisation, in any sector or environment, to survive and continue with a competitive edge, it is necessary

#IWD is a global day celebrating the social, economic, cultural and political achievements of women. In recognition of the day we asked two of our talented women, Megan Clarke, Executive Assistant and Tracey Copland, Head of Development, what it’s like being a professional women in 2020. Here’s what they had to say: I was fortunate to be

Do you have confidence that your project will achieve its objectives and deliver the anticipated value and benefits? Are you confident that your project is really on track to deliver? Is there a shared understanding of what is to be achieved/what has been achieved so far? Is the overall project structure, monitoring and resourcing appropriate?

Does collaboration, trust and being change friendly come second nature to you? How about always being customer-focussed? These behaviours may be inherent in the nature of work for some but others in your organisation may have another mindset – at least some of the time. What are ‘agile’ behaviours? Key agile behaviours which typify the

When it comes to Agile implementation, many organisations seem to think they have some level of experience and understanding of what that could look like. “Ah yes, Agile” we hear management say. I’ve heard it works for those guys over there – the IT guys who wear those stripy socks – but it’s not really

Over the last three years PM-Partners group have provided Assurance services for large and transformational programs worth over $1.0B. These reviews have evaluated all aspects of program delivery with the aim of – in most cases – implementing remediation measures. With that, we’ve pulled together four key lessons from the field, derived from the extensive

How a project manager and business analyst interact can mean the difference between a successful project and a poorly executed one. But what does great collaboration look like and what areas should you focus on to improve this dynamic? Read on to find out.

SAFe is a framework for scaling Lean, Agile and DevOps across an enterprise, helping cross-functional teams collaborate more effectively. As you can imagine, the Scaled Agile Framework was always going to evolve and now Scaled Agile Framework 5.0 is here. It was originally referred to as the ‘Agile Enterprise Big Picture’ (Agile Software Requirements, Dean

I have often said the speed of change is accelerating. The age-old quote that ‘change is the only constant’ still rings true. As the CEO of PM-Partners, I have watched the landscape of the project management industry transform significantly through digital technologies and our customer’s ever-changing needs and expectations. So, to bring us into the

Organisations have found themselves in a vortex trying to deal with today’s turbulent market and the greater demands of their customers. The context, confusion and the overall understanding of these aspects has led to businesses restructuring or ‘transforming’. This is usually followed by alerting employees that these changes are happening and there will be a

Scrum is a popular Agile method using an iterative timeboxed approach to product delivery. As with all Agile methods, the ‘voice of the customer’ needs to be heard. In Scrum, the Product Owner role addresses the wants, needs and concerns of the customer. Tell me more about the Product Owner… The Product Owner is accountable

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,

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

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

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

Kanban, particularly Kanban boards seem to be emerging as the ‘norm’, even expected, in today’s dynamic business environment. But what value does Kanban bring to projects and business as usual? Let’s look beyond the hype and buzzwords and understand the true value of the Kanban Method. What is Kanban? The word Kanban can literally be

Project Management is no dusty relic of the past. Rather, Project Management continues to grow, evolve and influence individuals. Looking at the modern history of Project Management, we can note several key milestones, including: 1917 – Henry Gantt created the Gantt chart 1958 – The US Navy developed the Program Evaluation Review (PERT) for its

Quick riddle: What is something that everyone wants, yet few of us manage to achieve? There are probably many great answers to this question, but a top candidate is definitely work-life balance. A poll[1] of 3,000 Australians by SEEK (which runs a portfolio of employment, education and volunteer companies) found work-life balance was the number

Agile. Agility. What really is agile? What are the values and philosophy behind it? What is an agile mindset or agile way of thinking? What agile methods, tools and techniques are available? What are the common agile roles? These are some of the topics we explore in a series of articles looking at demystifying agile*.

PM-Partners group, a project and transformation management consultancy, has announced its continued support of the Super W team for 2019, providing a platform for women in sport ahead of the 2021 Women’s World Cup. For PM-Partners, this represents the alignment of a high-performance business with a high-performance sporting team that displays characteristics of conviction, courage

Today’s challenge is constant change at a velocity that has created fatigue in most organisations we work with. Typically, no sooner has the latest new initiative been completed than a new one starts – or commences half way through the previous programme which is often abandoned because the world is moving faster than our ability

Agile’s influence on the project management industry continues to flourish. More organisations and project professionals than ever are embracing Agile tools and frameworks as they aim to increase the success of, and return on investment, from projects and other change initiatives. Since its introduction in 2010, Agile Project Management (AgilePM) from the Agile Business Consortium,

The modern workplace is changing and changing fast. A 2018 survey by blog TechNative found 43 percent of Australian organisations are testing technologies in service of larger business transformations[1]. The race is on. Automation is sparking a rise in new, non-routine jobs, while the percentage of part-time work and other flexible work arrangements continues to

The PRINCE2 methodology has been established as the world’s most-practised project management method. It is globally recognised in over 150 countries for delivering successful projects. Yet we constantly hear that the world is forever changing; we are facing a dynamic environment with digital transformation becoming the norm (not just a buzzword) and advances in communications,

Sydney, August 31, 2018 PM-Partners group, a specialist in the execution of projects, programs and transformations, today confirmed it has finalised an offer by OUTSOURCING Inc (OSI) to acquire the business effective September 3, 2018. The sale means PM-Partners group will become a specialist arm of a major global company with access to increased resources and customers.

Transformation success requires fundamental changes in how business is conducted to cope with the shifts in the market environment. Of course, transformation needs to start from the top and the Board brings unique value to successful transformations. Boards add value by creating clarity around the growth agenda and letting the senior leadership team pursue that

People are the critical contributors to the value of a business offering, it’s the reality of the world we live in today. Your people are the centre of organisational performance. Every market leader knows that talent unlocks competitive advantage. That said, with the speed of change and companies constantly evolving to be competitive, the relationship

In a perfect world, projects would align with the strategic objectives of the business and deliver benefits as promised. All known risks would be fully accounted for and appropriately hedged against upfront. This is obviously way too rosy to be real. But what if the business risks of the future can’t be quantified – or

Lean thinking embodies concepts of value, elimination of waste, and flow. Six Sigma is typically known for focussing on reducing variation and errors. By merging these philosophies, Lean Six Sigma provides a holistic approach to process improvement. But what does this mean for an organisation? Today, many organisations are finding themselves in an environment impacted

Programmes are often cited as the means of transforming an organisation to a new way of working – be that in response to digital disruption, competitive pressures, regulatory requirements or new business models. Typically, a programme is made up of integrated projects or initiatives focussing on supplying one or more of the ‘pieces’ to complete

Terms such as agile, agility, lean, Kanban, Scrum, Scrumban, ‘just enough’, responsive, adaptive, iterative and incremental have infiltrated our project and BAU environments, regardless of industry and type of organisation. Agile is no longer just for IT; Lean is no longer just for manufacturing. But what do these terms mean? How do they fit together?

The Agile journey is one that many organisations have started on, with an increasingly widespread adoption of Agile frameworks and processes with varying degrees of success. Some organisations seem to effortlessly and continually build their capabilities whilst many similar initiatives seem to stall or run out of steam before really realising any benefits. Focussing on

Today the IIBA® announced BABOK® Guide v3 to Education providers. With Version 3, the world-sourced team sought input from practitioners and employers to continue to provide the “Gold Standard” for Business Analysis. Needs of these groups, included performance improvement skills, strategic thinking and alignment to business goals, further integration with Agile, and increased change management.

The Managing Successful Programmes (MSP) Practitioner accreditation is a highly sought after international programme management accreditation. Like all Practitioner-level qualifications, this exam really tests your understanding of applying best practice in given organisational circumstances. Here are 5 tips for preparing for your MSP Practitioner exam: 1. Tab and review your MSP Guide Tab and review

For many PMOs the bewitching hour comes all too quickly – if you haven’t agreed your PMO’s Key Performance Indicators (KPIs) upfront with your senior stakeholders, how can you demonstrate the value of your PMO? Remember that KPIs need to be scrutinised not only in terms of achievement, but also reviewed on a regular basis

Mention the term governance and the responses typically range from: controls, framework, templates, accountabilities, rules, assurance, policies, procedures, standards, to the ‘police’. What does governance mean to you, your PMO, your organisation? Is it supportive or merely a hindrance? Is it about ‘big brother’, an unnecessary overhead or simply assumed? Do you have the ‘right’

Did you know that 39% of organisations could not define the purpose of their PMO?*1 When someone mentions they have a PMO, I make no assumptions…first question I ask: What is the purpose of your PMO? / What does your PMO mean in terms of business value to what problems does it solve? Would you

PRINCE2 is often cited as the most widely used project management method worldwide; it has become the international language for project management.

The International Institute of Business Analysis [IIBA®] classifies a Business Analyst function as carrying out: “…set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organisation to achieve its goals.” A Guide to

The PRINCE2 Practitioner accreditation is a highly sought after and recognised certification by the international project management community. Are you considering sitting the PRINCE2 Practitioner exam? Don’t just assume because you have passed the PRINCE2 Foundation exam with flying colours that the Practitioner exam is a given. The 2013 global pass rate for Practitioner exams

As a Project Manager, mitigating project risk is an everyday activity that forms the crux of every role. It is critical within this role to be able to forecast, factor or be able to alleviate project risks, that should they occur on any project, the necessary steps have been put in place to alleviate the

Picture this, you’ve been renovating your dream oceanfront house, you arrive there one day, and the house is teetering on the edge of falling off the cliff. You phone the experts for help. They review and assess, but it’s worse than anyone thought – the house is ablaze inside. Thankfully, through their experience and guidance,

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition from the Project Management Institute (PMI)® is now available. So what does the latest PMBOK® Guide mean for project management practitioners? What impact does it have for those looking at completing a PMP® or CAPM® certification? Why the update? Project management

When is a Transformation not a Transformation? When is a transformation not a transformation? When it’s a turnaround, says, Derek Quayle, COO at PM-Partners. And with this, we must acknowledge Qantas as poster-child for a turnaround in Australia, but proudly, also as a shining example globally. Many market sectors are facing disruption and change, none

~ formalises profession as a discipline and introduces post-MBA accreditation with ANU to drive industry best practice ~ Sydney, July 5 2017 – A group of experienced business transformation executives have established the Australian Transformation and Turnaround Association (AusTTA) to assist leaders and organisations better respond to today’s rapid change, including digital disruption, and support

Ideally a business transformation should start with the creation and validation of the right strategy, followed by strong execution that’s actively driven from the top. The transformation is led by a seasoned veteran appointed to the Executive with the mandate and authority to get the right people in the tent and address all decisions about

Keeping your skills fresh is one of the best ways to stay relevant in a competitive job market. And even in softer recruitment cycles, possessing sought-after skills can impart an edge, including nailing that much-wanted (and deserved!) promotion. So why do so many people hit cruise control when it comes to acquiring new skills? (And

Springing back from mistakes is never easy, but it’s a required skill these days as business initiatives become increasingly globalised and ever more complex. Peter Shergold AC, the noted academic, former public servant and current chancellor of Western Sydney University, has become an influential voice on this topic. A Royal Commission created in 2013 tapped

The power of organisational change management and the way in which it intersects with project outcomes is a typically underestimated component of driving sustainable investment. Too often, business cases are pushed through, and funds are secured, without factoring in effective investment of the crucial role that end-users and stakeholders play in advocating and sustaining successful

Yes, in some worlds the mere thought of cancelling an ‘in flight’ project somehow becomes akin to admitting failure of the worst kind. Those words ‘project cancelled’ somehow scream ‘failure’ across an organisation. But it doesn’t and shouldn’t need to be that way.   The Enlightened World Let’s now consider the ‘enlightened’ world…  I will

Change, whether we seek, embrace, like, deny or resist it, is part of our professional and personal lives.  Resistance to change is normal and needs to be expected, understood and addressed, not ignored. A Mindset Change Change resistance is like conflict: it can be good or bad, but it needs to be understood and addressed

Organisations are increasingly acknowledging that a skilled business analyst plays a critical role in the success or failure of a project, however, what we know, understand, and essentially live and breathe as BAs isn’t necessarily congruent with stakeholder thinking. As analysts, we need to take the time to understand our stakeholders better and consciously facilitate

  Agile ways, practices, approaches, philosophy and techniques are filtering in as a way of life in many projects today. For some, agile ways of working address many ‘traditional’ project threats, by facilitating iterative and incremental delivery, being customer focused, encouraging collaboration and empowering team members. Where and how does risk management fit into an

Did you realise that PRINCE2®, as the leading project management methodology worldwide, is actually quite pragmatic? That it isn’t about embarking on a project and a mountain of paperwork for the sake of it? Instead, the first process in this method (Starting up a Project) looks at doing the “…minimum necessary in order to decide

An organisation that is ready for change will find it easier to implement and sustain the new ways of working, and therefore reap the benefits of the change. View our latest infographic on 6 Steps to Prepare for Change.

The first attempt to codify the Project Management Body of Knowledge dates back to 1983. Since then, the Project Management Institute’s (PMI)®, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) has become a globally recognised standard for project management. The PMBOK® Guide is seen as a foundational reference for project management that

Business Performance Improvement and Project Management As Project Managers we have PRINCE2®, the Project Management Body of Knowledge (PMBOK® guide), Agile Project Management and the list goes on.  Where does Lean Six Sigma fit?  Does it mean that I can execute my projects faster and more efficiently just by applying Lean Six Sigma ?  Here

The word facilitation can be interpreted differently by different people. So what does facilitation really mean for project managers, business analysts, PMOs and the business? I like to think of facilitation as the process of planning, designing and running a productive and impartial meeting or workshop (“event”).  As a Facilitator (unlike a trainer) I do not

It’s nearing midnight on your project: are you ready? In today’s fast-paced world, executives want results now; time is of the essence. But what happens if your project team isn’t there yet? You haven’t completed 100% what you set out to do! Agile approaches are part of business and project life for many organisations today.

Google the word ‘agile’ and you will end up with more than 13 million results. The word agile is a very broad umbrella term which can be viewed in many ways. Consider the following tips when embracing an agile mindset: Agile is a way of thinking. You can’t learn to be ‘agile’ from a textbook. There

Agile – it is one of the most common words used in the project world today. We want our projects to be ‘agile’; we want to reap the benefits of agility; we want to be flexible, responsive and adaptive. So if we make the decision to build some or all of our solution using an

What is a Project Sponsor? The Project Sponsor is the accountable manager/person who oversees a project, delegates authority to the Project Manager and is responsible for the business outcome. What is the difference of an Executive Sponsor to a Project Sponsor? The objectives of an Executive Sponsor and Project Sponsor are the same… to see

  Rapid pace of change = complex challenges. Businesses are managing a higher number of simultaneous programmes as part of extensive transformations. When transformations are complex, it can be difficult to see the path between strategy and benefit as the variables are so significant. View our latest infographic on some key considerations.

Ever tried reverse brainstorming (sometimes referred to as negative brainstorming)? It is a creative problem solving technique that can be applied in many situations. For example one of the most effective questions you can ask yourself in any environment is: What should we STOP doing? One of my favourite applications of this: What should your

In Part 1 of this series we were introduced to our two contenders: PRINCE2 and AgilePM®. Part 2 explores the fundamental strengths, differences and synergies of PRINCE2 and AgilePM. For those working in a PRINCE2 project environment the temptation (and often need) is to develop a “more agile” position on project delivery; for those working

Just quietly, PM-Partners has been doing business in Asia for around five years. But we didn’t want to shout about it, till we found our feet. Doing business in Asia is a different ballgame and we wanted to be sure we’d learnt enough to proceed with confidence. As a mark of such, we’ve now appointed

Managing Successful Programmes represents proven good practice in successfully delivering transformational change. It provides an adaptable route map for programme management, based on principles, governance themes and a set of interrelated processes (‘Transformational Flow’) and advice on how principles, themes and flow can be embedded, reviewed and applied, to gain benefits from business change. View

People issues can sometimes be the cause of project failure. The key question is, what approach should be taken to minimise the chance that people issues derail your project? The answer lies in taking a two-part approach to the people dimension. Part one consists of a project utilising an organisational change approach appropriate to the

With strong sponsorship the most complex project can succeed, with reactive sponsorship the simplest project will struggle… Pete Swan (Director, PM-Partners group) has found the best sponsors: demonstrate a strong interest are recognised as leaders of change actively make decisions that steer the project in a firm direction. View our infographic to find out what

An Agile project management methodology, Scrum is the most popular of all Agile methods. The emphasis is on the importance of delivering business value early and continuously throughout the life cycle of the project. Find out some of the many benefits of Scrum here.

The Expert BA plays a key role in helping organisations develop and realise their strategic goals. Find out more, click the button below to download our PDF:

If you are involved in dealing with Outsourcing, Software Providers, Service Providers or almost any other party required to manage and deliver IT services, ITIL is often the common language. Read our ‘Top 8 Tips for Passing the Exam‘ so you can begin your path to ITIL® Accreditation. Attempt as many sample questions as possible. The questions

PM-PARTNERS NEW AD CAMPAIGN FLYING HIGH. Please allow us to reintroduce ourselves. No, it’s not just a vanity project. The objective of our brand spanking new advertising campaign, soon to be seen in Qantas’ in-flight magazine, is to inform both existing and prospective clients about our scope of operations: many know us as a training organisation,

Projects drive business performance and results through change – we need the right people to manage the right initiatives at the right time. When you select the right outsourcing partner you will be getting access to a specialist team with a wide range of skills all in one place. These specialist skills may not be required

When businesses merge, they have the option of either choosing one service to stick to, or combining both operations so that they complement one another. The latter has been carried out to great effect by the PM-Partners group. Founded in 1996, PM Partners was a combination of three individual businesses. Each had a specific specialty:

Scrum Australia 2013 – Press Release Australia’s first Scrum conference to be held in April Monday Feb 25, Sydney The global Scrum Alliance in conjunction with Scrum Australia are proud to bring to Australia the highly interactive Scrum Gathering® experience as run around the world since 2004. Scrum Australia 2013 is a two day conference

PMOs and P3O® – The benefits for you and your organisation PMOs can be structured in various ways from a person performing multiple functions, to a single centralised support office, through to a set of distributed offices offering decision-enabling and support services.  The Portfolio, Programme and Project Offices (P3O) guide from AXELOS brings present guidance

The need-to-know terms for a Business-minded Project Manager Just when you think you have a comprehensive understanding of the standard acronyms encountered within the project management landscape, you discover there’s more lurking out there! This is where we can assist you by staying up-to-date with current terms of everything Project Management related. In today’s environment,

Bias Driving Failure Approximately 70% of projects either fail or are delivered late. This figure is consistent with research by PM-Partners group and international bodies which identified cognitive biases and organisational issues being a key factor adversely impacting the production of accurate and reliable benefits forecasts and business cases. A cognitive bias is a pattern

It is common during times of economic downturn and uncertainty for businesses to reduce headcount in order to save money. Sound logic as workplace productivity typically increases during economic downturn. However the PMO can become challenged as under-staffed projects can lead to missed deliverables, costly delays or at worst, complete project failure. The reality of

Flawless execution of the wrong projects is more costly to a business than average execution of the right projects.  In order to provide the best possible value to an organisation, a PMO must ultimately operate from a strategic perspective. A strategic PMO is one that has a deep understanding of organisational strategies and goals gained

A Project Management Office (PMO) can be a complicated entity, and many organisations find that one of the largest issues that arises initially is the allocation of resources. Finding the right skills at the right time coupled with the optimal budget and number of people needed to establish a PMO is hard.  Resourcing a PMO

More projects than resources? Conflicting priorities from multiple initiatives? Poor visibility and no decision support? Project Portfolio Management (PPM) is becoming an accepted solution to these problems. A sophisticated PMO will have established PPM processes and ideally technology to automate and support this. A centralised approach provides a single reference point for project portfolio information

Organisational context and business requirements must determine the value of the PMO. As current conditions such as business climate, economic tension, complexity, lack of qualified Project Managers and project success change, so too must the service provided by the PMO. The PMO must be regularly re-evaluated to ensure its proposition continues to provide business value. The

In the field of project management, it is a well established fact that early problem detection is one of the most crucial aspects of an effective project. The benefits of early problem detection for a business include increased efficiency and potentially huge cost savings; the later into the project in which problems are discovered, the

The PMO, or Project Management Office, is a concept that is often met with mixed reactions. Some businesses discredit the effectiveness and viability of a PMO due to bad experiences that have resulted in projects actually being hindered as opposed to supported by the PMO. On the other hand, PMOs are being established and in

The continual success of a PMO is related to the PMO constantly demonstrating to the executive that the PMO adds value to the business. Successful completion of projects on time, on budget and within agreed scope are a good measure, but in today’s business environment executives need to know where value is created and benefits

This OnTarget presentation provided trends, knowledge and insights from our consultants with a focus on improving Project and Programme Success. It covered stakeholder management, steering committee and sponsor development, governance agility and included statistics and findings from our 2012 PMO Research Report, giving you a first-hand view on the results and the implications. OnTarget seminars are presented by

Executive Engagement… It’s costly to ignore the facts… This OnTarget seminar provides trends, knowledge and insights from our consultants with a focus on improving Project and Programme Success. We will cover stakeholder management, steering committee and sponsor development, governance agility and include statistics and findings from our 2012 PMO Research Report, giving you a first-hand

PM-Partners are proud to support the PMOZ key industry event once again. PMOz is the leading Project Management Conference in Australia. Now in its eighth year PMOz will once again offer a range of dynamic and exciting presentations encompassing all aspects of “creating success” from the high level concepts of translating strategy into action through

Implementing the best possible business strategy depends on implementing the best solution possible. Without proper skills and training in business analysis – choosing the best strategy could be guess work. Business analysis, much like its focus, is an ever-evolving field yet there are certain tools everyone investigating their business procedures and programs need. Quantifying your

Approximately two-thirds (66%) of all projects surveyed over the past decade have failed or were challenged. Most troublesome were larger projects. Only 19% of large- projects costing US$750,000 to US$3 million were successful in 2009 (The Standish Group 2009). The major causes of project failure are well documented. The causes highest on the list are

It is important for managers to understand how productive their consulting staff is through calculating utilisation. Here are a few tips on how to set a standard according to total available hours for each consultant and work achieved. Some points to take into consideration include the difference in total available hours from country to country

Contrary to popular belief, the effective implementation of an Enterprise Project Management (EPM) Solution such as Microsoft Project Server® 2010 isn’t about software configuration, it’s about business results. The implementation of an EPM system within an organisation is a strategic decision. The initiative should be instigated at the highest levels of organisational decision-making with clear

Project Portfolio Management Project portfolio management is a process that ensures your company spends its scarce resources on projects that will deliver the most value to your organisation. It is a particularly important process for validating the costs involved in a project. Similar to an investment portfolio, the project portfolio aims to improve the return

Leaders Judged Harshly When They Don’t Deliver In modern corporations leadership is no longer simply about setting strategy and winning hearts and minds. Success goes to those who can make change happen. Remember the days when people considered change a bad thing? Today the general public, and therefore organisations, expect leaders to be effective change

Project Delivery Services provide a high level form of project management, including taking care of the organisation, the supervision and the administration of workers and processes that make up a project. In addition to packaging the product, the product delivery manager delivers the final product to the client. Overseeing the entire operation, the delivery manager

Is your PMO building a business or simply pushing process? Don’t worry if you mentally raised a hand at the second part of that question. You are not alone. At a recent Agile conference in the UK, this issue was tackled head on and panelists urged PMO leaders to “act like a CEO” and drive

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