When I was asked how best to sum up my time as a trustee and chair of Association for Project Management (APM), I didn’t expect it to be easy.
To build a more equal society, we must recognise, understand and address underlying issues, says Nike FolayanThis has been a challenging year for many reasons.
The business case for gender and ethnic diversity is irrefutable.
Like the boy who shouted that the emperor had no clothes, COVID-19 has made it obvious to all that we could have adopted the new normal a long time ago.
Early on in my career, I had a call from the post-room manager.
The ingenuity needed to thrive in 2020 means seeking out and welcoming many different perspectives – so now is not the time for complacency when it comes to diversity and inclusion, writes Emma De Vita Back in June, the founder of the World Economic Forum, Klaus Schwab, coined the term ‘The Great Reset’, urging us to rebuild societies, work, education and the economy in a better way.
As the economic recovery begins, there’s hope infrastructure projects will provide a major boost.
It is almost a truism that large-scale public projects frequently fail to achieve intended objectives and deliver anticipated benefits.
Many of the common causes of project and programme failures* and project success factors are related to the work carried out by sponsors including effective governance, creating a link with strategic priorities, articulating a clear vision, leadership and stakeholder engagement.
Project professionals are faced with a volatile, uncertain, complex and ambiguous world – as if anyone needed reminding of that in 2020.