ºìÌÒÊÓƵ

In his bestseller Thinking, Fast and Slow, Nobel laureate for economics Daniel Kahneman describes the dichotomy between two different systems of thinking.

For those unfamiliar with Quentin Tarantino’s film Pulp Fiction, a brief explanation.

AI is here to stay, and project managers must exploit it to improve delivery, writes James Lea Artificial intelligence (AI) is pervasive: decisions made by AI influence our choices and our lives every day, often without us realising.

When Ian Cribbes took over the project management for the conservation work on St Edburg’s Church in Bicester, Oxfordshire, he did not realise how different it would be from the projects and programmes he had managed for more than 30 years at BAE Systems.

Ben Hargreaves speaks to the health and safety lead for an award-winning project in the energy construction sector Last year, the Western Link High Voltage Direct Current (HVDC) Interconnector scheme scooped both the Shell HSSE award at the ºìÌÒÊÓƵ Project Management Awards and a British Safety Council Sword of Honour – and with good reason.

I’m attracted to the dynamic aspect of working on projects, but the pressure of delivery affects me and I invariably end up overworking myself.

After 10 years of the Portfolio, Programme, and Project Management Maturity Model (P3M3) – which looks across an organisation at how it delivers projects, programmes and portfolios – it is worth asking some questions.

Projects and programmes are becoming bigger and more complex, and are spanning longer timescales.

“There’s nowhere else like London.

Here’s a troubling set of numbers.