APM Blogs

Working in the built environment as a female project professional is still harder than for a male project professional.

One of the beauties of project management is that, over time, seasoned professionals start to see patterns and rhythms occurring in projects that, on the face of it, don’t resemble one another.

Project management is changing fast and for the better.

Robin Barton is Director of Strategic Initiatives at the University of the Arts London (UAL), whose prestigious colleges include Central Saint Martins, Camberwell College of Arts and London College of Fashion.

There is a widespread assumption that the project profession was founded in the middle of the last century.

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.