After a summer of unrest in Westminster – and unease among spending departments – the autumn ‘Budget’ did much to calm fears of an immediate halt to capital spending on regional infrastructure and ‘levelling up’ projects.
On occasions I have found myself in discussions, usually with other women, where the issues of glass ceilings, discrimination, lack of recognition, exclusion, unconscious bias, institutional bias and many similar challenges are tabled.
After a lifetime of exploration and adventure, Sir Ernest Shackleton’s death, on route to Antarctica in January 1922, marked the end of the so-called heroic age of Antarctic exploration.
I was recently asked by two different clients if our organisation had the physical presence and technical capability to support the delivery of several urgent medical research centre construction projects in central Africa.
As shared in our previous blog, revisiting the basics of PMO, we have been helping new, as well experienced, project professionals get to grips with PMO.
The project profession has evolved significantly in recent years with an ever-increasing expansion of tools and techniques, alongside recognition of varying leadership styles.
We’ve all had projects flounder because of stakeholder behaviour.
Anyone planning a Christmas get together of chief project officers (CPOs) will have to do a lot of clicking and squinting on LinkedIn to find enough people to fill the dancefloor.
The Golden Thread APM Research Report 2019 indicated that the successful delivery of programmes and projects has a major impact on modern economies, organisations and people’s lives.
The project profession has a problem.