Have you ever wondered why it seems so hard to apply agile methodologies to the construction industry? Why does work in construction seem so rigid and old-fashioned? Well, the easy answer to this question is: because you can’t build a wall twice and you can’t run a sprint to fix any mistakes to something as permanent as a wall.
Why oh why do people keep going on about continuous professional development (CPD)? Stop wasting my time.
Whilst two of the key statements within the agile manifesto are “Individuals and interactions over processes and tools” and “Working software over comprehensive documentation”, anybody coming to the conclusion that this removes the need for strong project discipline or governance would be misguided.
The increasingly distant horizons associated with many of our major projects and programmes present a raft of well-documented problems: the continually shifting environment; the onward march of technology; the loss of expertise, experience and corporate memory as some of these very long projects outlive the teams that manage them, several times over.
Projects and project management are no longer confined to traditional domains, but can be seen as a ‘golden thread’ helping to drive quality, efficiency and the effectiveness of strategic change in all sectors and organisations.
Sir Tim Smit, co-founder of Cornwall’s Eden Project, explains how a galvanising message can hold a team together through the toughest of projects.
The construction industry has a homogenous problem; the higher up you go in the industry, the less diverse.
The project profession is not for the faint of heart.
When APM sent out its most recent Salary and Market Trends Survey questionnaire in November 2020, members were eight months into the coronavirus pandemic.
Like all major global economies, the UK has felt the impact of the COVID-19 pandemic.