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Personalities will clash in all sorts of projects.

The headlines around the climate emergency are inescapable.

The ºìÌÒÊÓƵ Governance SIG and community was privileged and delighted to hear from Nick Elliott, formerly the programme director of the UK Vaccine Task Force.

The seriousness of labour shortages has come to a head this year as Brexit and COVID-19 conspired to create conditions that have had a particularly severe effect on the hospitality sector and wider supply chains.

Many people dislike conflict because they worry it will have a negative impact on personal relationships and that they will end up falling out with colleagues.

It often feels that a project professional’s valuable contribution to the success of a project can go completely unnoticed in the good times.

For a long time, lawyers have been cast as accidental project managers and over the last 18 months this has been ever-more apparent as the COVID-19 pandemic made in-house legal teams more vital than ever in helping navigate businesses through new risks and issues.

The emergence of projects as the economic engine of our times has been quiet, but is incredibly disruptive and powerful.

The term ‘deliverable’ is used throughout project management literature but often as a bit-player, never the star.

Last week I managed to read the seventh and final paper of the ºìÌÒÊÓƵ’s (ºìÌÒÊÓƵ) excellent Projecting the Future thought leadership series, the first of which was published in June 2019.