Gareth Stapleton, APM Fellow and Founder of international project management and management consultancy Rise International, has been named on the Top 100 Influential People 2023 list.
What the profession thinks about the progress of gender diversity As part of its campaign on issues affecting women in the project profession, Association for Project Management (APM) spoke with attendees at its most recent Women in Project Management Conference, to ask their thoughts on the progress being made to bridge the gender gap and their views on what more could be done in the future.
Following on from three successful conferences, the APM South Wales and West of England Branch held its fourth major Southwest Conference on 11 October 2022.
Professor Adam Boddison, Chief Executive of Association for Project Management (APM), has been named an Officer of the Order of the British Empire (OBE) in the New Year Honours List.
Whilst I write this I am still in the celebratory mode, rounding up for the year and preparing to celebrate Christmas with my family and reflecting on my volunteering experience this year.
In this PMO wisdom interview, we hear from Christine an accomplished, award-winning, and strategic project management leader with extensive experience spearheading enterprise-wide initiatives that improve talent, project delivery, and customer experience organisation-wide.
A new survey by Association for Project Management (APM) reveals the impact of recent economic events in the UK and the cost of living crisis on projects and the people who deliver them.
This was a joint The Nuclear Institute: Project Management SIG and APM’s three part Nuclear webinar series How can we learn and innovate in a highly regulated and process-driven industry such as Nuclear? The secret may be unlearning, a process for freeing yourself from past assumptions, habits and ‘rules’ to enable you to adapt and change your behaviour for the very different requirements of the future.
Eddie Obeng on why we love to win but why it’s so hard to do “Success is overrated”, we tell ourselves when we worry we might fail.
Is a project manager responsible for idiotic business-as-usual practices after they’ve moved on? Gremlins suggests you need to provide more than just operating instructions for those who follow you, writes Richard Young Most project managers are familiar with that nervous feeling when you hand over your carefully nurtured project to the business-as-usual (BAU) operators – and you pray they’re not knuckle‑headed enough to ignore your carefully crafted guidance.
