• Bring project expertise more into the strategic discussion. For organisations with significant portfolios of projects, there should be a stronger voice for projects in the C-suite or at decision-making level. This may mean developing the notion of a Chief Project Officer (CPO), or exploring the potential for greater project expertise on boards. The aim is to improve results by ensuring that project expertise is part of deciding what to do – not just how it can be done.
  • Recognise the pivotal role played by project professionals in developing strategy and the initiation of projects – so crucial to their success. Support the development of project professionals within the organisation and ensure they are central to the organisation’s operating environment.
  • Maximise project success rates by ensuring that the conditions for project success are increasingly embedded in organisations using the 12 key factors identified by APM. Leading organisations should support APM’s forthcoming review of these factors, which will be an important contribution to the evidence base on effective
    project management.
  • Commit to developing a diverse talent pipeline for the future through investment in project apprenticeships and supporting APM activity around student membership.
  • Support those professionals who are further on in their careers in their continuing learning and professional development through support for CPD and qualifications, helping to make them as relevant as possible to the changing challenges of work. Make better use of experienced professionals’ strengths, for example through mentoring, non-executive roles on project steering boards, or in project reviews and gateways.
  • Organisations should improve how the benefits of projects, including social and environmental impact, are communicated and shared.
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