APM Blogs

The recent APM Conditions for Project Success survey gleaned some interesting insights into the current state of project management in the UK.

Ladies and gentlemen, please fasten your seatbelts.

The issue is – organisations don’t always manage their portfolio using recognised portfolio management processes or roles.

Despite industry-wide efforts to raise awareness of the ethical and economic benefits of improving equality, diversity and inclusion (EDI) for the LGBTQ+ community, and results from a survey that I conducted in 2020, indicates that the population is becoming increasingly diverse, but the workforce of the construction industry has not shifted at the same rate.

With rapid urbanisation, climate change and the ongoing COVID-19 pandemic, the world is changing rapidly.

How long will it take and how much will it cost? In one form or another, these are probably the two most asked questions before a project starts and during the project lifecycle (and sometimes even after it is finished as firms try to calculate the full cost of a project).

Megaprojects have huge environmental, social, economic and political implications for countries.

How do you manage a complex NASA project when billions of dollars are at stake? Those involved take us through the pressures.

Good emotional intelligence (EQ) is paramount in project leadership as it fosters effective communication, collaboration and conflict resolution among team members.

The role of the project manager is changing.