The urgency to find a coronavirus vaccine is compressing years of research into weeks for these life-saving projects, writes Rachael Pells Developing a successful vaccine for COVID-19 is now occupying some of the world’s sharpest minds.
Firstly a brief overview of what agile project management is and how it differs from more traditional project management approaches.
When I browse blog pages from respected project management communities, I see great case studies from construction, infrastructure and sustainability.
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.
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.
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.
This is the first in a monthly series of posts looking at the fundamentals of project management for anyone new to the profession or those considering entering it.