Jon Ager, programme director at the British Antarctic Survey, spoke to APM about his work on the ambitious Antarctic Infrastructure Modernisation Programme; a programme of work to modernise the organisation’s facilities and equipment in the Antarctic and sub-Antarctic.
With COP26 looming ever closer, the project management profession needs to accelerate developing our knowledge and skills to align our operations with our ambitions.
Leadership and culture are too often overlooked when it comes to change – and yet they are the reasons why so few change initiatives deliver.
Project managers have begun to embrace the concept that they have a responsibility beyond financial value creation for a narrow group of shareholders.
Revolutions, it’s been remarked, never go backward.
Project professionals from around the world celebrated at the annual Association for Project Management (APM) Awards, as winners were announced at a live virtual event.
After a few false starts, a project to replace legacy systems at Allianz morphed into something more ambitious.
In summer 2020, Project investigated the race to find a COVID-19 vaccine.
Jon Ager, programme director at the British Antarctic Survey, reports from an ambitious modernisation programme in Antarctica (leopard seals, international rescues and Boaty McBoatface included).
Do major government projects – from long-running epics like HS2 and HMS Queen Elizabeth to unanticipated new arrivals like the government’s furlough scheme and the vaccine roll-out – represent good value for money? Why do some end up late, over budget or beset by operational problems, while others seem to progress with barely a hitch? And ultimately, how can all such projects be better managed in the future? These are, by any standard, important questions, albeit tricky to answer.
