PMBOK is one of the world’s most popular project management approaches but it still has its limitations, writes J Jameson. Here are three issues and how to overcome them.
Skills shortages in construction projects have become a catalyst for innovative ways of doing things, from digitisation of the sector to new forms of collaboration, writes Rob Bryant.
The hardest projects used to be about leading-edge engineering in harsh conditions. These days the complexity comes from, among other things, the diversity of stakeholders and the chance of decisions being revisited, writes Kieran Duck.
The remote office, and with it, the hybrid office, have created new opportunities and challenges. Here is Nina Fountain of Transformed Teams on how to navigate them.
Emerging technologies have propelled digital transformation in business, however, the project management required is still nascent. This guide by Mahendra Gupta gives an overview of the skills needed to work with new technology.
The demand for project managers in the legal industry has surged. Dee Tamlin explains what is required as a legal project manager.
Building information modelling (BIM) has the potential to transform project management, given that it brings never-before-seen efficiency. Here is Anna Liza Montenegro on how it will affect the modern project manager.
With major infrastructure spending comes the need to manage the benefits post-project. David Jenkins argues that a commitment of this size needs to be matched by an investment in the training of the professionals who will bring these projects to reality, and safely.
While COVID-19 restrictions have caused construction project delays, they have also accelerated digital transformation. Rob Bryant of InEight discusses how technology can be the solution to project recovery.
AI and the future of project management
Within the project management space, AI has already begun to take over some of the routine administration tasks. Dr Greg Usher takes a futurist perspective of the profession and how it may change over the next five to 10 years.
The case for diversity in project management
Not so long ago, the biggest cohort of project managers was engineers close to retirement. Today, project management draws practitioners from all walks of life and diversity has proved beneficial for the discipline.
AIPM celebrates 20 years of project excellence
The Australian Institute of Project Management (AIPM) has launched its 2020 Project Management Achievement Awards (PMAAs), the annual accolades recognising project excellence and the people behind them. Established by AIPM in 2000, the awards exist to recognise, honour, and promote outstanding achievements in program and project leadership. This year marks its 20th anniversary, a significant […]
Design and Building Practitioners Bill not adequate for projects, says AIPM
The Australian Institute of Project Management (AIPM) has submitted its responses to the draft legislation of the Design and Building Practitioners Bill 2019 and Building Stronger Foundations Discussion Paper, stating it does not extend compliance far enough.
Providing risk infrastructure to support opportunity management
Failure to provide an appropriate level of risk infrastructure can cripple risk management in an organisation. Too little support makes it difficult to implement the risk process efficiently, while too much infrastructure adds to the cost overhead.