As I prepare to say my goodbyes before handing over to a new chief executive, it is inevitably a time of reflection, but also excitement about what is to come for both APM and the project profession.
The pandemic has been a rude awakening.
As part of its strategy to build our way to a better economy, the government has committed to delivering construction and engineering projects and programmes including building new schools, hospitals, prisons, and major infrastructure works to support our economic recovery from the pandemic.
Many complex construction projects suffer setbacks because of unexpected problems that arise during production and installation, and ill-defined requirements upfront.
In this age of pandemic, how agile is agile project management? With the key agile principle of informal collaboration and communication seemingly hindered by remote working, is agile up to the challenges? Six months into APM’s major study of agile with the University of Southampton, themes are starting to emerge.
Over the years that I have been involved with the APM PMO Specific Interest Group (SIG), from volunteer to chair I have witnessed a change in the PMO industry.
Firstly, I must state that this is my take on neurodiversity and represents my views on the beauty of thinking differently and its gift to project management.
The role of the project manager comes in all shapes and sizes.
Volunteering is vital for APM, and it’s also a rewarding experience for project professionals, personally and professionally.
At a recent MPA webinar, two project professionals explained the impact their projects will have in transforming the north of England as the government pushes its levelling-up agenda.