By early 2020, when the COVID-19 pandemic tipped the world of work on its head, project professionals were used to hearing about ‘the future of work’, ‘upskilling’ and more.
It was a record achievement that seemed against all odds – “a rare win”, the New York Times begrudgingly called it.
Chancellor Rishi Sunak set out his second Budget at the start of March.
Project outcomes are important to company performances, so you might expect their significance, and assurance of proper governance and management, would receive appropriate recognition in company reports.
Sustainability has been driving real change across the construction industry over the last decade.
In the current climate, risk management is at the top of every project manager’s agenda.
Leadership ideals are often portrayed as imposing figures leading from the front, dictating orders to voiceless subordinates but as the complexity of the project delivery environment changes, the methods to achieve success need to adapt and evolve.
‘Agile’, as a collective term for a general iterative approach to projects, and set of methods including Scrum, SAFe and DSDM, is a hot topic for many reasons, some good, others not so good.
It’s something of a cliché to say that a lot can happen in five years, but it doesn’t change the fact that we live in a volatile, uncertain, complex and ambiguous world.
Capital projects with digital technologies at their heart have the potential to transform delivery success.