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Why the 1970s was the age of the mega-project – although you would not have heard it described as such at the time… By Ben Hargreaves Many giant projects from the 1970s had unprecedented complexity and unparalleled ambition.

It is the board, as the apex of governance, that must create and maintain a culture that drives and supports active sponsorship of projects, writes Martin Samphire Every year, surveys tell us that more change projects fail than succeed.

“Originally, I wanted to be an air hostess when I left school,” Donna Unitt says.

This year marks the 25th anniversary of the APM Women in Project Management Specific Interest Group (WiPM SIG), and the project management profession has evolved greatly during that time.

Imagine a world where we could predict future project performance, head off risks before they escalate and improve certainty of forecasts.

The current higher education context is complex, changing and challenging.

Physics is all about change.

… and they’ll do the job.

Want to improve your performance? Hazel Richards offers a simple lesson.

Project meets Sarah Marland of the Atomic Weapons Establishment to find out her views on leadership and project management in the defence industry Sarah Marland is head of programme management at the Atomic Weapons Establishment (AWE), one of the most highly regulated sites in the UK.