APM Blogs

As a journalist covering the ever-evolving discipline of project management, I am always learning and looking for new angles.

Who is ultimately accountable for the processes associated with projects and their consequences? Surprisingly to some, the answer is that, regardless of how much of the process you seek to outsource, it is you, the purchaser, and not your suppliers, who will remain accountable.

For a long time, science was all about curiosity and working on your own terms.

It’s easy for project professionals to get caught up in schedules or budgets and forget about the actual benefits delivery.

In today's rapidly evolving world, project professionals' success in delivering projects relies on their knowledge base, shaped by established best practices.

When a project or programme is initiated, it is the desire for beneficial change that is the driving force behind the investment.

Our case studies can be used in a wide variety of situations and with the view of determining different outcomes.

Anyone who has worked in project management or procurement will know that there is considerable overlap between the two areas.

Michelle Littlemore (Northumbria University) and Karen Thompson (Responsible Project Management) know a thing or two about projects - that we’re still expected to deliver “profitable” results even when delivering in a sustainable way.

When I was first headhunted to join the Bar Standards Board (the legal regulator of barristers in England and Wales, BSB) as head of programmes, I was amazed at how much work such a small organisation was doing to address inequalities across the Bar and make Bar training more accessible.