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Published research

APM support project management research into the management of projects through supporting individuals and organisations in launching new research concepts, being co-owners of the International Journal for Project Management, investing in research directly through its APM volunteer research fund and commissioning key research on behalf of the project management profession.


Rethinking capabilities: lessons for policy, scholarship and practice

This report proposes a new capability model that moves to a more proactive and collective form of learning where experience is used to question everyday routines and practices.

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PDA Pathfinder Report Graphic Clay
PDA pathfinder report

The project delivery profession is in the midst of unprecedented technological innovation. Ever-increasing complex projects and programmes combined with the arrival of new digital technologies offer a wealth of opportunities to improve project performance.

TGT Project Management In Three Sectors Clay
The golden thread: project management in three sectors

This research focuses on three growth areas for project management, which APM believes deserve specific attention as sectors where the contribution of project management has been overlooked or lacks specific data or attention.

TGT The Regional Picture
The golden thread: the regional picture
This deep dive focused on a regional analysis and three key growth sectors that APM identified: Pharmaceuticals and Health, Charities and SMEs. In this report we have set out the findings of the regional deep dive analysis.
Project Management For Large Complex Projects
Project management for large, complex projects
This expert report was commissioned by the Edinburgh Tram Inquiry in association with APM Research to address general issues about the nature, purpose and application of project management, as well as answer key questions about programme and risk management.
Dynamic Conditions Clay
Conditions for project success

This report reveals the key to project success and the impact that the failure to apply this knowledge can have on projects, programmes and portfolios.