For a long time, lawyers have been cast as accidental project managers and over the last 18 months this has been ever-more apparent as the COVID-19 pandemic made in-house legal teams more vital than ever in helping navigate businesses through new risks and issues.
The emergence of projects as the economic engine of our times has been quiet, but is incredibly disruptive and powerful.
The term ‘deliverable’ is used throughout project management literature but often as a bit-player, never the star.
Last week I managed to read the seventh and final paper of the Association for Project Management’s (APM) excellent Projecting the Future thought leadership series, the first of which was published in June 2019.
There aren’t many construction projects that deliver the benefits they were commissioned to provide.
In May, Chris Bailey, scheme manager at Network Rail, embarked on a routine project to renew 800 yards of railway line in Wiltshire.
So, there’s a tension you can’t quite put your finger on… The team laughter feels less intense and you know that’s not because you are virtual – you’ve been virtual for 18 months.
Ahead of the publication of the APM report Dynamic Conditions for Project Success, we caught up with Dr David Eggleton and Professor Nicholas Dacre who reflect on the process and challenges of completing a high-profile research project amidst a pandemic.
There is a ‘perfect storm’ brewing in the project profession.
With COP26 on the horizon and a growing sense of urgency around the impact of climate change, carbon neutrality and emissions reductions will be key drivers for new projects and major KPIs for all project professionals.