A project professional, who has chosen to remain anonymous, provides an honest account of ‘the state of being not, or no longer, needed or useful’ Day one: Being told COVID-19 has affected my role heavily.
Project management training is designed to help organisations and project teams develop their project management capability for more consistent and successful project outcomes.
I recently read a fascinating article entitled ‘Using Artificial Intelligence Techniques to Support Project Management’.
We have never needed projects to be more successful than now.
The construction industry has a homogenous problem; the higher up you go in the industry, the less diverse.
The reality of critical national infrastructure programmes is that they are years long covering lifecycles of 10 to 20 years and there is a continuous conflict between the funding cycle and the planning process.
We recently launched the first in our Body of Knowledge-inspired book series Engaging stakeholders.
It’s early days for the Association for Project Management’s study into the main factors behind project success, with interviews having only kicked off in September.
As we all know, this year has been a difficult one, but considering the challenges we’re facing, there is much to celebrate in the project community.
Much has now been written about project delivery, and compliance with the ‘guidance’ or process can become the aim rather than the delivery.