APM Blogs

The flagship Salary and Market Trends Survey from APM provides a valuable insight into the project profession, from those working within it.

Sarah Younger has spent her career leading big capital projects in the culture sector, including at the Tate galleries and the Royal Opera House.

Project management is awash with jargon.

Picture a leader, and what do you see? A Winston Churchill figure, taking centre stage to give a rousing speech, steer a crisis, or make a bold decision? Perhaps a decisive strategist, acting with speed and confidence under pressure, such as Horatio Nelson? Or a visionary motivator like Nelson Mandela, winning people’s hearts and minds and inspiring passion? These kinds of leadership are hugely compelling: they rally people, they offer clarity and they shape direction.

When we talk about success in the workplace, we often focus on productivity, performance and outcomes.

The past few months have accelerated tech adoption in project management.

In the last decade, there has been much emphasis on carbon footprint reduction in new infrastructure projects as we need to meet sustainability goals and remain environmentally friendly with minimum carbon emissions.

How our cities will evolve in future is a topic of perennial interest, but it has come particularly to the forefront since the COVID-19 pandemic and the dramatic shift in working patterns that it triggered.

With shifting technology and working culture changing the emphasis on the kind of skills needed in the workplace, organisations are creating projects searching for solutions to upskill and retrain their employees so that they’re better placed to take on the changing demands of work.

The prime minister’s ‘build, build, build’ speech in Dudley followed by the Chancellor’s economic statement marked the beginning of the economic response to the COVID-19 crisis.