It must be a fascinating time to be a project manager at an energy group, where cutting-edge ventures are leading the world away from fossil fuels towards clean energy.
The upcoming summer edition of Project journal includes a deep-dive feature on the topic of ‘sector shifters’ – project professionals who’ve jumped from one sector to another and gained a great deal from the experience.
The rapid evolution of project management was illustrated most clearly when APM’s President David Waboso commented that we were uniquely honoured to share the success of a Royal Charter with those who originally found the profession.
Project professionals are faced with a volatile, uncertain, complex and ambiguous world – as if anyone needed reminding of that in 2020.
This year our Power of Projects conference was a significant one.
In 1995, Martin Cobb, the CIO of the Secretariat of the Treasury Board of Canada, said: “We know why projects fail, we know how to prevent their failure – so why do they still fail?” This became known as Cobb’s Paradox, and while we could argue that this absolutist statement is not completely true, there is no doubt that we have a lot of knowledge about how to run projects and more seem to fail than should be the case.
So, what was it really like starting your first ever job outside of university during the COVID-19 pandemic? No site visits, no colleagues at the next desk to answer questions, no physical interaction, everything being virtual.
Scientists have long known that our bodies are coded with billions of letters of DNA, but for decades the details of that coding remained a puzzle.
Shortly before the new Tier 4 restrictions, the Major Projects Association hosted an online seminar on getting back up to speed after a tumultuous 2020.
In September 2015, the auto industry fell into moral murky waters again.