In 2021 I wrote about how the COVID-19 pandemic shone a light on wellbeing in the workplace and the importance of wellbeing conversations in the project management community.
It is well known that we and our project teams need tools to help us keep track of what’s been done, aid decisions and inform our stakeholders.
As a part-time Army Officer and full-time Project Manager, I have spent years juggling the demands of both worlds.
As a project professional, you need to know how to make your projects fairer because the individuals you are working with care about fairness.
The one thing we know is consistent about project management is that it delivers a change, but as much as project managers may try, with good planning and execution, many projects don’t come to fruition until customers are happy.
New Zealand’s Prime Minister, Jacinda Ardern recently and unexpectedly announced her resignation.
The Association for Project Management launched their new brand and celebrated APM’s 50th anniversary last year.
The date 6 September 2017 will forever be etched into the memories of Anguillians at home and abroad.
This is the third and final in a series of blogs discussing the need for a step-change in how we assure projects to increase the chances of success.
The last few years has seen a resurgence in thinking about the age-old question of purpose and the work-life balance.