APM People Specific Interest Group (SIG)

For too long, there has been an emphasis on technical process as the solution to delivering successful projects.

Our profession is awakening to the fact that successful projects are in fact delivered through people, working effectively as a team, engaging stakeholders and being inspired by top class project leaders.

Our primary objectives are to:

  1. promote the inclusion of people aspects of project management;
  2. research and promote tools and techniques;
  3. provide support for project leaders and teams;
  4. provide support for performance improvement.

We plan to achieve these by:

  • engaging with other SIGs, Branches, the Stakeholder Engagement Focus Group, the wider PM community and other like-minded bodies and organisations outside APM;
  • presentations and workshops;
  • proposing, conducting and encouraging research into people aspects of projects;
  • building our reputation as a centre of excellence for people aspects of P3M delivery;
  • communications and publications using appropriate media.
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Relationship building

Our aim is to lead the project management community forward in the areas of project and organisational culture, communication, structure, leadership and teamwork. We encourage relationships to be built through networking and educational events.

People are then able to share knowledge, experience and insights, leading to the development of innovative approaches and best practice. This knowledge can then be disseminated throughout industry via the APM.

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Blogs by this SIG

  • Tagged:
  • People
Tim Lyons
  • People in projects – a sign of the changing times?
  • Date: 23 October 2018
  • The APM People SIG recently undertook a short ‘pulse’ survey to ask APM members for their views on people-related aspects of project management. On the face of it, the results may appear unsurprising. But dig a little further and the data suggest hidden issues as project managers deal with the consequences of globalisation, decentralisation and conflicting expectations.
  • Read more
Fran Bodley-Scott
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