APM Blogs

Here I am just over a year and half into the world of legal project management, a place I did not even know existed back in 2021.

When I browse blog pages from respected project management communities, I see great case studies from construction, infrastructure and sustainability.

This was the big question that APM’s Change Changes conference sought to tackle, with Prof Adam Boddison, CEO of APM; Lysan Drabon, Europe Regional Managing Director of PMI; and Alistair Godbold, Director of The Nichols Group, contributing to the panel session.

Over the last 25 years I’ve encountered one persistent challenge: How do we identify, recruit and develop talent in project management and control disciplines? To say schools and universities aren’t producing “the right type” of skills and behaviours for the industry is looking in the wrong direction.

In 2017 the Association for Project Management, Arup and University College London published a report on the future of project management.

A project management endeavour often feels like an expedition seeking to find a safe route through unknown territory.

This seems a foolish question to ask.

When a project needs defining it is worth spending time reviewing stakeholders and their level of risk to your project.

Managers love to throw around terms like “customer-centric” and “digital transformation.

We are all familiar with the narrative ‘you must record lessons throughout a project lifecycle’, but the more I talk to professionals, the more I realise it’s often not done to the nth degree, and that it seems to be seen as a tick boxing exercising within the project closedown process rather than a meaningful, dynamic process that occurs throughout a project lifecycle.