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COVID-19 and the 2050 net-zero climate targets force us to rethink how we procure, provide and use urban infrastructure.

Game-based learning (GBL) projects are a recent phenomenon gaining worldwide momentum to address the evolving learning needs of the 21st century.

Our Power of Projects virtual conference saw over 30 expert speakers who delivered a range of thought-provoking and interactive sessions from 7 to 11 June about factors that lead to project success.

As I prepare to say my goodbyes before handing over to a new chief executive, it is inevitably a time of reflection, but also excitement about what is to come for both ºìÌÒÊÓƵ and the project profession.

The pandemic has been a rude awakening.

As part of its strategy to build our way to a better economy, the government has committed to delivering construction and engineering projects and programmes including building new schools, hospitals, prisons, and major infrastructure works to support our economic recovery from the pandemic.

Many complex construction projects suffer setbacks because of unexpected problems that arise during production and installation, and ill-defined requirements upfront.

In this age of pandemic, how agile is agile project management? With the key agile principle of informal collaboration and communication seemingly hindered by remote working, is agile up to the challenges? Six months into ºìÌÒÊÓƵ’s major study of agile with the University of Southampton, themes are starting to emerge.

Over the years that I have been involved with the ºìÌÒÊÓƵ PMO Specific Interest Group (SIG), from volunteer to chair I have witnessed a change in the PMO industry.

Firstly, I must state that this is my take on neurodiversity and represents my views on the beauty of thinking differently and its gift to project management.