Business Resilience

David Roberts co-founded the 1st APMG Consultancy and Training Accredited Organisation, leading client initiatives in strategy implementation and continuously adapting services to ever-changing requirements. He is a Director of the Agile Business Consortium since 2019, a Chartered Project Professional (Ch.PP) and Chartered Management Consultant (Ch.MC). He is based in Bournemouth. Sheila Roberts was a Sister in Intensive Care. After 20 years in health she co-founded the 1st jointly accredited APMG Training and Consulting Organization. She has had appointments as a best practice examiner, quality reviewer and member of the PRINCE2 Reference Group. She is currently an APM Assessor for Chartered Project Professionals and Chair of Examiners for some APM qualifications. Sheila is Chair of the Industry Body, Association for Training Excellence and has contributed to publications. She is based in Bournemouth. Dr Islam Choudhury is Associate Professor in the School of Computer Science and Mathematics at Kingston University. He is also a Director of the Agile Business Consortium working on promoting Business Agility worldwide. He is a certified APMG AgilePM and AgileBA trainer and has been teaching and recommending the agile way of working to students over many years. He is based in London. Jawwad Tanvir is CEO of Metallogen Ltd. He offers consultancy to SMEs in implementation of Better Business Cases, Management of Value, Business Agility & Lean Solutions. Jawwad is also an APMG Accredited Trainer for Better Business Cases and Scrum Master and disseminates his experience through training government and software development organizations. He is based in Birmingham. Dr Serhiy Kovela is Associate Professor in Project Management at New College of the Humanities at Northeastern, based in London, UK. He is an accredited AgilePM trainer and Chartered IT Professional consulting in project management and business IT and working with executive audiences in the UK and internationally.

• Chapter - 01: Introduction;Chapter - 02: Principles – Underpinning the framework;Chapter - 03: Progress@PACE ‘8-4-8 model’ – Double infinity loop design;Chapter - 04: Progress cycle – First infinity loop;Chapter - 05: PACE elements – Linking progress cycle and resilience foundations;Chapter - 06: Resilience Foundations – Second infinity loop;Chapter - 07: Progress@PACE – Tools and techniques;Chapter - 08: Established tools and techniques;Chapter - 09: Progress measures;Chapter - 10: PACE profiling with gap analysis;Chapter - 11: Progress@PACE roles;Chapter - 12: Case histories – Examples of Progress@PACE

"It's truly refreshing to see PACE culture at the centre of the Business Resilience Framework; it proves beyond doubt that culture is not only critical to survival, but is what makes an organization a great place to work whilst creating progress in a VUCA world."