Energy price cap for business welcomed to support project stability Association for Project Management, the chartered membership organisation for the project profession, responds to the Government‘s ‘mini budget’ today. Speaking after the Chancellor, Kwasi Kwarteng, announced tax changes for individuals and businesses, APM’s Head of Public Affairs, Andrew Baldwin, commented:
33.4% of female project managers say unequal levels of pay is the biggest barrier facing women who’d like to get into project-based careers Survey reveals divided opinions, with the most common response from male project professionals that it’s because project management is still considered to be a male dominated profession
The 50 most inspiring projects from the past 50 years have been revealed by the Association for Project Management (APM), the chartered membership organisation for the project profession – in celebration of its 50th anniversary. Entitled ’50 Projects for a Better Future’, the list features iconic projects from around the
Survey by APM reveals that 77 per cent of project managers working in organisations offering apprenticeship programmes say they benefit project work Association for Project Management (APM), the chartered body for the project profession, is calling on employers to invest in the better delivery of projects through project management apprenticeships
There is no doubt that the construction sector endured a torrid time through the pandemic in 2020. As a survey by Glenigan* released at the end of 2020 showed, the value of underlying project starts (with a construction value of less than £100 million) dropped by 46 per cent during the second
The project profession is at the forefront of change, but needs to continually develop skills to stay relevant Association for Project Management (APM) has released the findings of its year-long conversation with the project profession in its latest Projecting the Future1 report, The Adaptive Project Professional. The report, which draws on contributions
BDC 319 : Aug 2024
Energy price cap for business welcomed to support project stability Association for Project Management, the chartered membership organisation for the project profession, responds to the Government‘s ‘mini budget’ today. Speaking after the Chancellor, Kwasi Kwarteng, announced tax changes for individuals and businesses, APM’s Head of Public Affairs, Andrew Baldwin, commented: “The Chancellor’s update was primarily focused on tax cuts and helping households and businesses navigate the energy crisis. We acknowledge the importance of this, at a time when many people and businesses have been financially impacted. “Organisations need stability to ensure projects are delivered on scope, on time and on budget, so the Government’s energy price cap is welcome; particularly because so many project costs will have been defined before the energy price hikes. “However, given the project costs, and indeed scopes, are defined at the start, the decision to bring in a sunset clause on all EU-derived legislation, unless otherwise preserved, through the Retained EU Law (Revocation and Reform) Bill could cause much confusion, particularly for those companies delivering projects across the UK and the EU. Projects being considered now need to know the regulations they will be expected to deliver against in the future. “APM research has shown the crucial role that projects and project professionals play in both economic and societal growth. We therefore urge the Government to further commit to ongoing investment in the projects that are needed to boost economic growth and deliver net zero, including nuclear, solar and wind power generation. “The list of transport and infrastructure projects due to be streamlined and ‘prioritised for acceleration’ shows some commitment to that, although the precise details of what streamlining entails needs to be set out; we are keen to work with the Government to enhance the new Planning and Infrastructure Bill.”
33.4% of female project managers say unequal levels of pay is the biggest barrier facing women who’d like to get into project-based careers Survey reveals divided opinions, with the most common response from male project professionals that it’s because project management is still considered to be a male dominated profession Too few women taking STEM subjects at school, college or university is considered to be biggest barrier for women entering the project profession according to project professionals in the transport and logistics (35% of respondents) and construction (40%) sectors. A new survey by Association for Project Management (APM), the chartered membership organisation for the project profession, has revealed the differences between what male and female project professionals consider to be the biggest barrier preventing more women entering the project profession. The survey of 1,000 project professionals (from junior to director level), undertaken with research company Censuswide, shows that of the 308 female respondents, a third (33.4%) say that unequal pay is the main barrier, followed by gender stereotyping (32.5%) and not enough women having taken STEM subjects while studying at school, college or university (29%). However, among the male respondents to the survey, the most common reason as to why more women aren’t joining the project profession is that it’s still being perceived as male dominated (cited by 31.5% of male respondents). The findings shine new light on workplace diversity, gender equality and women’s career journeys; topics that APM will be exploring its upcoming Women in Project Management conference. APM’s survey also highlights the different opinions of project professionals within different industry sectors. For example, among those working in engineering, 43% said gender stereotyping is the biggest barrier for women entering their profession, as well as professionals working in telecoms, where 40% say it’s the biggest barrier. Unequal levels of pay are considered as the biggest barrier to women entering project management as a career within the financial services sector (38%) and in technology (40%). And too few women taking STEM subjects at school, college or university is considered to be biggest barrier for women entering the project profession for those in the transport and logistics (35% of respondents in this sector) and construction (40%) sectors. Professor Adam Boddison, Chief Executive of APM, says: “Our latest findings highlight that there are still challenges to overcome in seeing more women entering the project profession. As the chartered body for the project profession, we would call on men in the profession – especially those with responsibility for hiring new people into the workplace – to take close heed of these findings and to be mindful of how their own perceptions of issues around equality may differ from the actual experiences of women. “APM is committed to raising awareness and supporting our members and the wider project profession in understanding the issues affecting women in the profession and in considering what more can be done to improve equality and inclusivity in the workplace. We look forward to welcoming attendees to our upcoming Women in Project Management conference in September where people of all genders will be able to share insights, hear new ideas and acquire knowledge on these issues and many others.” APM’s most recent Salary and Market Trends Survey highlights the salary figures[2] for men and women working in the project profession, and it reveals a gender pay gap of 24%. Although there was some positive change outlined in the report, with women making up a growing proportion of those earning between £50,000 and £69,999 – up from 20% from the previous year to 24% – the Salary and Market Trends Survey found that women are still over-represented in roles where lower salaries are the norm: they account for four out of five project administrators (79%), while representing 57% of part-time workers. By contrast only 22% of consultants, who enjoy higher average salaries, are women. APM’s new survey also asked the profession what they considered to be main barrier for both men and women being recruited into the profession, with lack of awareness of project management as a career choice (30%) coming out on top, followed by a lack of skilled individuals (28%), and budget restrictions (28%). Turning from barriers to opportunities for the profession, pivoting to new energy sources (32.5% of respondents), tackling climate change and working towards Net Zero (32%), and AI, automation and big data (32%) were considered to be the biggest opportunities for the profession over the next five years – for both male and female professionals.
The 50 most inspiring projects from the past 50 years have been revealed by the Association for Project Management (APM), the chartered membership organisation for the project profession – in celebration of its 50th anniversary. Entitled ’50 Projects for a Better Future’, the list features iconic projects from around the globe and across the fields of construction and engineering, technology, healthcare, sports and nature, arts and media. More than 600 projects were nominated for inclusion in the list by a panel made up of APM members, board members and industry experts. Projects were selected based on the transformative impact they have had on society, the economy and environment since their launch within the past 50 years. Canary Wharf, the Channel Tunnel, the London 2012 Olympic and Paralympic Games, Angel of the North, the Eden Project, Guggenheim Bilbao Museum, Øresund Bridge, Wikipedia, the World Wide Web, the UK Covid-19 vaccine rollout, In vitro fertilisation (IVF), the Hubble Space Telescope, the Large Hadron Collider and Mars Perseverance Rover all make it onto the list. The full list including project descriptions is available at apm.org.uk/50projects Professor Adam Boddison, Chief Executive of APM, says: “To mark our 50th anniversary we wanted to celebrate and recognise the impact that projects have had on the world, and the important role that project professionals play in embracing change and opportunity. The 50 projects on this list all have their own legacy in the impact they have had on society, the economy and environment, as well as acting as a catalyst for other projects which followed and will follow them in the future.” The 50 projects by sector: Construction and Engineering: Hong Kong International Airport – 1998 The Channel Tunnel – 1994 The Øresund Bridge – (Sweden/Denmark) – 2000 Canary Wharf – London – 1991 The Thames Barrier – London – 1984 The Falkirk Wheel – Scotland – 2002 Maeslant Barrier (Netherlands) – 1997 Unisphere (United States) – 2018 Madrid Metro Extension – 1995-2003 The Peace Bridge (Northern Ireland) – 2011 Sports, Media and Arts: Angel of the North – 1998 Guggenheim Bilbao Museum – 1997 BBC Children in Need – 1980 Hamiliton – 2015 Tate Modern – 1994 FIFA Women’s World Cup – 2019 London Olympic and Paralympic Games – 2012 Parkrun – 2004 Forest Green Rovers – 2010 Healthcare and Education: HIV antiretroviral therapy – Mid 1990s EPS Electronic Prescribing Service – 2013 Global Polio Eradication – 1988 HPV Vaccination – 2008 Human Genome Project – 1990-2003 In Vitro Fertilisation (IVF) – 1978 (first IVF baby born) Tackling Poverty in Renfrewshire Programme – 2014 Vaccine taskforce & development – 2020 Educating girls in the Swat Valley – 2013 Netherlands cycling revolution – 1970s Nepal earthquake response – 2015 Science and Nature: International Space Station – 1998 Howdon and Bran Sands Gas to Grid plants – 2012 Hubble Space Telescope – 1990 Kielder Reservoir – 1982 Large Hadron Collider – 2008 The Mars Perseverance Rover – 2020 Svalbard Global Seed Vault – 2008 The Eden Project – 2001 Cloning of Dolly the Sheep – 1996 The Voyager spacecraft programme – 1977 Technology: Amager Bakke – 2017 Global Positioning System (GPS) – 1973 The PACUNAM Lidar Initiative (discovery of Mayan cities) – 2016 Landsat – 1972 Raising the Mary Rose – 1982 The Train Protection and Warning System (TPWS) – 2003 The Eurofighter Typhoon – 1983 Wikipedia – 2001 World Wide Web – 1989 SWIFT banking service – 1977 To see the full list of APMs ’50 Projects for a Better Future’ visit apm.org.uk/50projects
Survey by APM reveals that 77 per cent of project managers working in organisations offering apprenticeship programmes say they benefit project work Association for Project Management (APM), the chartered body for the project profession, is calling on employers to invest in the better delivery of projects through project management apprenticeships schemes for their staff and new apprentices. The call comes ahead of National Apprenticeship Week, taking place from 7-13 February 2022. This follows a recent APM survey of over 1000 project professionals (with research company Censuswide), which reveals that of the respondents who say their company runs project management apprenticeships, the majority (77 per cent) consider apprenticeships to be beneficial to project work within their business1. In the construction sector*, of the respondents who said their company runs apprenticeship programmes for project professionals, 55 per cent said they help the whole team develop themselves, 50 per cent say they bring new ideas into the organisation and 45 per cent who say that apprenticeships are a good way to recruit and retain talent. Commenting ahead of National Apprenticeship Week, Jackie Martin, director of education and lifelong learning at APM, says: “Now more than ever, businesses and communities depend on talented project professionals, as projects and project‑based working are here to stay. We would urge employers to invest in developing skills through apprenticeships for the value they can bring and for the long-term benefits to project delivery. “As the chartered body for the project profession, we are committed to promoting and encouraging better skills development and training. The growth of the “projectification” of work means more project professionals will be needed to help organisations succeed. Apprenticeships are a fantastic way to help plug the gap since they blend a professional qualification with supported learning and development while in a full‑time role.” For further details about project management apprenticeships, APM has a dedicated page on its website apm.org.uk/qualifications-and-training/apprenticeships/national-apprenticeship-week APM also offers free Student membership to students and apprentices aged over 16. Student members can benefit from a range of online resources, networking opportunities and events. Visit apm.org.uk/membership for further details. 40 per cent of survey respondents working in the construction sector stated that their company runs project management apprenticeships
There is no doubt that the construction sector endured a torrid time through the pandemic in 2020. As a survey by Glenigan* released at the end of 2020 showed, the value of underlying project starts (with a construction value of less than £100 million) dropped by 46 per cent during the second quarter compared with a year earlier. But the decline in quarterly starts was not as great as initially feared. As Glenigan noted: “Contractors were quick to adjust site working practices and suspended sites in England and Wales were re-opened more rapidly than initially anticipated, with a revival in new project-starts following in their wake.” We can expect a more gradual, but sustained recovery for the next two years; subject of course to the vagaries of the ebb and flow of the pandemic whilst also facing Brexit-related disruption to trade and growth. Existing major infrastructure schemes, including Thames Tideway, HS2 and Hinckley Point, are also forecast to lift civil engineering output over the forecast period. Much of this will be turbocharged by increasing use of modern methods of construction and better use of data analytics, but addressing the skills capacity issue remains a key constituent of delivering project success in construction. But the Government signalled its intent before Christmas with the publication of its plan for infrastructure, and the launch of the Construction Playbook as well as the start of the reforms of the planning process. All these elements point towards a commitment to a greater focus on construction as part of its ‘building back better’ focus. Fundamental to this process will be the capacity to deliver this. And never has it been more important to have the right skills and capacity to deliver a sustained and innovative construction pipeline. And we believe that the project profession has an increasingly vital role in delivering this. In an era of unprecedented technological, social and environmental change, the need for project -based skills and working is set to increase, and as we look towards 2021, the project profession will play a pivotal role in delivering such change in construction. APM, the chartered body for the project profession,carried out a year-long conversation with its members and the wider project community, the conclusions of which inform the latest Projecting the Futurereport, The Adaptive Project Professional. The report sets out a series of ideas and insights to help shape the future of project management, and highlights that now is the time to focus on the ‘adaptive’ project professional. Being adaptive is vital. It means embracing change and recognising its implications for projects. It means striking the right balance between clarity about goals and benefits, and flexibility between the use of best practices and innovating to meet unique circumstances. Adaptivity also means knowing that we as individuals need to develop throughout our careers, continually learning to keep pace with a fast-changing world. A recent APM and Censuswide survey, supports the Projecting the Future report, revealing that a quarter (25 per cent) of project managers in the construction industry think becoming more adaptive and responsive to changeis the most important way in which the project profession could change over the next five years. Keeping up with the pace of change Project management contributes an estimated £156.6 billion of Gross Value Added to the UK economy, according to APM’s research report The Golden Thread. It’s therefore important that the profession’s pipeline continues to develop in order to keep up with the pace of change, from starter to chartered: providing new routes into the profession both for young entrants and more mature professionals and provide greater mobility between career stages. The coronavirus pandemic has demonstrated how adaption across all industry is essential in delivering at speed. Whether it’s the building of the NHS Nightingale hospitals, the government’s furlough scheme, or the race to find a find a vaccine for Covid-19, project professionals have been at the heart of making these innovative changes happen. Project professionals must take centre stage in the continued recovery from the pandemic and adapt to the challenges and opportunities of the fourth industrial revolution, climate change and increasing human longevity. To find out more about APM, recent research, and the benefits of membership visit www.apm.org.uk *Glenigan have published a construction industry forecast for 2021-2022. The forecast can be accessed here: https://bit.ly/38gggrr
The project profession is at the forefront of change, but needs to continually develop skills to stay relevant Association for Project Management (APM) has released the findings of its year-long conversation with the project profession in its latest Projecting the Future1 report, The Adaptive Project Professional. The report, which draws on contributions from APM members, project professionals and external organisations, sets out a series of ideas and insights to help shape the future of project management. It also highlights that now is the time to focus on the ‘adaptive’ project professional. The adaptive project professional must be able to adapt in an era of unprecedented technological, social and environmental change. As the project profession will be at the heart of creating and delivering such change, adaptability is key. Adaptive professionals are characterised as being responsive to the shifting contexts in which they work, having the right skills set, continually learning, able to utilise new technology, engage with stakeholders, highly proficient communicators, leaders and managers of their project teams. The coronavirus pandemic has demonstrated how adaption is so important in keeping up with the pace of change, from the building of the NHS Nightingale hospitals, the Ventilator Challenge, the government’s furlough scheme, and the race to find a find a vaccine for Covid-19 – and project professionals have been at the heard of making these innovative changes happen. As the report also highlights, the project profession will need to respond and adapt quickly to the other major challenges facing the world including climate change and the transformation of the economy by new technological advance. Tim Banfield, chair of the Projecting the Future group which oversaw the debate said: “Project management already plays a pivotal role in the changing world and contributes an estimated £156.6 billion2 of gross value added to the UK economy. Moving forwards, adaption will be vital, both in how we help organisations adapt, delivering successful projects, and in how we adapt ourselves, continually developing and evolving our skills and behaviours to keep pace. “The report sets out eight ideas to support a more adaptive profession3, one which will be centre stage in the effort to bounce back from the coronavirus pandemic and adapting to the challenges of the fourth industrial revolution, climate change and increasing human longevity.” Debbie Dore, chief executive of APM, added: “The ideas and recommendations presented in the report are a result of APM listening to our members, and conversations about some of the most profound changes under way in our economy and society. Although we continue to face very challenging circumstances, the project profession should face them with confidence. Projects are how change happens and have played a vital role in the crisis response and will be every bit as important in reshaping, reviving and rebuilding the economy. “Adaptive skills are essential, and it’s important for today’s professionals to take learning and training seriously, right the way through their careers. As the chartered body for the profession, APM continues to offer a range of qualifications and training to support a successful career in project management.” Other core ideas to emerge from the report range from a need to build the profession’s talent pipeline, from starter to chartered: providing new routes into the profession both for young entrants, and for more mature professionals and mid-career changers. Hand in hand with that, there is a need to strengthen the culture of professionalism through life, supported by employer commitment to training and an ambitious new policy framework that caters for learning at all stages of life. The Projecting the Future debate also demonstrates the desire of project professionals to have a more influential role in shaping the strategy of projects. Projects are how change is delivered, and so they are critical to strategy, and need to be a bigger part of strategy development across all industry sectors. Promoting the profession and building its impact is also highlighted in The Adaptive Professional report, continuing to champion the importance and influence of the profession as an agent of change across the economy and society. The full The Adaptive Project Professional report can be found at www.apm.org.uk/projecting-the-future/ Read APM’s blog: Why it’s time for the adaptive professional
