APM News

It is the board, as the apex of governance, that must create and maintain a culture that drives and supports active sponsorship of projects, writes Martin Samphire Every year, surveys tell us that more change projects fail than succeed.

“Originally, I wanted to be an air hostess when I left school,” Donna Unitt says.

This year marks the 25th anniversary of the APM Women in Project Management Specific Interest Group (WiPM SIG), and the project management profession has evolved greatly during that time.

Imagine a world where we could predict future project performance, head off risks before they escalate and improve certainty of forecasts.

The current higher education context is complex, changing and challenging.

Physics is all about change.

… and they’ll do the job.

Want to improve your performance? Hazel Richards offers a simple lesson.

Project meets Sarah Marland of the Atomic Weapons Establishment to find out her views on leadership and project management in the defence industry Sarah Marland is head of programme management at the Atomic Weapons Establishment (AWE), one of the most highly regulated sites in the UK.

For experienced practitioners Philip Bradbury and Tayyab Jamil, the opportunity to join the writing team working on the APM Body of Knowledge 7th edition was the perfect way to share their experiences of working on projects and give back to the profession Philip Bradbury Project: What’s your background? PB: I work for Transport for London (TfL).