Production Park in South Kirkby, a small mining town in West Yorkshire, is Europe’s biggest campus devoted to live performance.
Walk into almost any large organisation and you’ll see them: projects which were delivered to time, quality and budget that end up gathering dust.
A fast-moving world brings greater uncertainty and risk, which demands fresh thinking from project professionals.
Where do you go, and what do you do, when you need some headspace to gain perspective on a particular problem? Building in a regular activity or break to give you space to think through chewy problems or take breathers from a back-to-back meetings can give you a precious chance to see things with greater clarity and allow your brain to have those eureka moments you might struggle to have otherwise.
Do senior leaders in most organisations today really understand enough about what project management is and, more importantly, the strategic value that project professionals can bring? And, if not, will the profession ever execute a similar trajectory to that taken by its peers in HR and marketing, achieving representation on the executive board? Plans and sprints Neal Misell is Chief Executive, Mission Systems, at British aerospace, defence and nuclear engineering services company Babcock International Group.
The British love affair with lidos dwindled after their heyday in the first half of the 20th century, but the passion is being rekindled.
How stakeholders can affect your project Failure to identify the right stakeholder at the right stage of your project and you run the risk of your project failing.
I want to open up and acknowledge that behind every polished LinkedIn post or well-run project meeting, there are stories that often go unseen.
Every project professional has a story.
With APM Conference happening this week, let’s look at how we can lead with purpose to deliver projects for a better future.