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Mental health and inclusion are no longer peripheral to project management — they’re central to how we lead, deliver and collaborate.

Miles Allibone-Dover is an apprentice at National Highways.

If you had told me a few years ago that I’d be swapping out citations and academic journals for stand-up meetings and project dashboards, I might’ve offered you a sympathetic smile and suggested you needed coffee or therapy.

Working in the built environment as a female project professional is still harder than for a male project professional.

One of the beauties of project management is that, over time, seasoned professionals start to see patterns and rhythms occurring in projects that, on the face of it, don’t resemble one another.

Project management is changing fast and for the better.

Robin Barton is Director of Strategic Initiatives at the University of the Arts London (UAL), whose prestigious colleges include Central Saint Martins, Camberwell College of Arts and London College of Fashion.

There is a widespread assumption that the project profession was founded in the middle of the last century.

Production Park in South Kirkby, a small mining town in West Yorkshire, is Europe’s biggest campus devoted to live performance.

Walk into almost any large organisation and you’ll see them: projects which were delivered to time, quality and budget that end up gathering dust.