project managing for the future: What today’s leaders must learn from tomorrow’s challenges

Project management is changing fast and for the better. That was the message from the Association for Project Management (APM) during its recent webinar, Project Managing for the Future, where leading voices in the profession came together to share what’s next and how we can all be prepared for it.

Anchored in the unveiling of the 8th edition of the APM Body of Knowledge, the webinar was moderated by Emma De Vita, the editor of the official journal for APM members, Project. The panel included Professor Mike Bourne, Chartered Management Accountant, Chartered Engineer and editor of the APM Body of Knowledge, Milla Mazilu BEM from Network Rail, and Jo Dobson, Director of Useful Projects and sustainability expert. The panel painted an exciting picture of what it means to be a project professional today and in the future.

Thinking in systems, not silos

One of the key ideas from the webinar was the shift from thinking about projects as isolated efforts. As Professor Bourne explained, every project is part of a much wider system, economically, socially and technologically. That means understanding the knock-on effects of our decisions and being able to ask better questions, such as: How will this change affect the wider organisation? Who might we be overlooking? Are there unintended consequences we haven’t thought about?

This kind of systems thinking is now considered a core skill in APM’s new Body of Knowledge and is key to working smarter in a complex world.

Letting data lead the way

The panel suggested that gone are the days of relying on gut instinct alone. Milla Mazilu BEM shared how her team at Network Rail uses data to make more thoughtful decisions and to avoid unnecessary stress. By understanding team rhythms and workload through analytics, they protect wellbeing and prioritise what really matters.

Milla said, “We should be managing with insight, not just instinct.” She encouraged project leaders to ask whether that meeting is really needed or if it’s just filling space. “It’s all about creating breathing room for teams to do their best work.”

Putting sustainability at the heart

Jo Dobson brought a clear message that sustainability should be ‘baked into every decision not something we tack on at the end…whether you're managing a digital platform or building infrastructure, every choice has environmental and social impacts.’

She suggested starting with a strategy co-designed with those delivering the work. Focusing on what really matters to your stakeholders, and to make sure sustainability is part of your timeline, resources, and reporting, not an afterthought.

Professor Bourne agreed, adding that it should be central to your values and your purpose.

Making space to reflect and learn

The panel spoke openly about learning from failure. Jo Dobson shared how she uses tools like Trello and audio notes to reflect during projects, not just afterwards. Professor Bourne added that the best lessons often come from mistakes, not from everything going perfectly.

They offered advice saying not to wait for a formal review to look back but instead to build in time to reflect ‘as you go’, allowing teams to constantly learn and adapt.

Leading with clarity and confidence

There was strong agreement that good governance doesn’t mean micromanaging. Instead, it’s about creating a structure that supports clear decision-making. Milla Mazilu BEM noted that teams work best when they’re protected from the kind of ‘fake urgency’ that can lead to chaos.

Professor Bourne added that it’s about learning to say no, thoughtfully and confidently. That is a key leadership skill.

AI in Projects: is it a tool or a crutch?

“Why should I read something that someone didn’t bother to write?” Milla Mazilu BEM argued when discussing the use of AI (artificial intelligence).

As AI automates routine tasks, the panel raised ethical and developmental concerns around its use.

The panel considered whether junior project professionals will miss out on foundational learning and whether stakeholders will disengage from AI-generated communication.

In conclusion, the panel was clear not to reject AI but to embrace it and use it wisely. Agreeing that it should ‘support expression, not replace thought.’ Noting that when AI becomes a crutch, it is the warning signal. As project professionals, we need to retain critical thinking and human nuance.

Professor Bourne said, “Project professionals will thrive in the AI age. Change is our superpower.”

Concluding thoughts

Project management is no longer about technical control; it's about adaptive leadership. It’s about protecting your team’s time, building in flexibility, embedding sustainability and standing firm in the face of short-termism.

The APM Body of Knowledge 8th edition doesn’t just teach how to deliver projects, it teaches how to deliver change that matters. As Milla Mazilu BEM said, “Join the conversation. The APM community platform is where this dialogue continues.”

Watch a recording of the webinar.

The 8th edition of the APM Body of Knowledge is now available via the APM website and major booksellers. Visit the website to find out more.

Be a part of the APM Community.