In the first of a series of webinars for APM, independent solicitor-advocate Sarah Schütte shares how important contracts can be in project management, and what to look out for.
It is quite poignant to be writing about ethics at a time when political questions are being asked about transparency at the heart of government.
COVID-19 and the 2050 net-zero climate targets force us to rethink how we procure, provide and use urban infrastructure.
Game-based learning (GBL) projects are a recent phenomenon gaining worldwide momentum to address the evolving learning needs of the 21st century.
Our Power of Projects virtual conference saw over 30 expert speakers who delivered a range of thought-provoking and interactive sessions from 7 to 11 June about factors that lead to project success.
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.