Why has so much lack of success become tolerated on our projects, and what does that say about our attitude to failure? It’s a provocative question but why is failure tolerated — even expected — on major projects? Damning statistics that show that the majority of projects fail to meet their budgets, timeframes or expectations are shocking to those outside the profession but resignedly accepted by those working on the projects.
Towards the end of last year, the UK’s Joint Committee on the National Security Strategy (JCNSS) published a paper titled A hostage to fortune: ransomware and UK national security.
From my work experience as a project manager, I have come to understand that our key role is to consistently achieve successful project outcomes by using a methodology based on the nature of that project.
‘Politics’ is not a dirty word, but it does carry a lot of weight.
I have never had a definitive diagnoses of Aspergers.
Elemental Water Makers’ projects rest on one simple deliverable: clean water produced from the sea.
I didn’t always identify well with being a project manager.
What effect is digital transformation having on project management practices, methods and skills? This is the subject of current collaborative research between the Advanced Project Management Research Centre and APM.
What are the secrets to Ed Mason-Smith’s success? As Director of Project Services at his company CBO, and Chair of APM’s Channel Islands Branch, I asked him how it felt to win the APM award for Chartered Project Professional of the Year? “It feels amazing and pretty insane to have won.
I joined the APM mentoring scheme (see how you can get involved with mentoring on the APM website) from its inception in early 2022, as I wanted to give back to the APM and the profession — this was certainly one of the best and personally most fulfilling ways of doing so.