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Performing a SWOT Analysis to Improve Teamwork

Written by Michelle Symonds on . Posted in Project Management Articles

SWOT Analysis is a technique used frequently in project management to assist with decision-making. It is useful for project planning and risk management of complex projects and, as a consequence, it can also help to improve teamwork within a project team.

The acronym SWOT stands for Strengths, Weaknesses, Opportunities and Threats. These terms indicate that this type of analysis can be used to maximise the benefit of a project by highlighting opportunities for competitive advantage as well as to help with risk identification and the decision making processes within many areas of a project.

But projects, by their very nature, involve people; people who have instigated the project, people who will use and benefit from the end results and, more importantly, people who will manage and carry out the work to deliver the project. And the success of any project depends on these people, which is why good teamwork is essential for successful project delivery. So let’s consider the benefits of SWOT analysis for good teamwork.

It is never sufficient to have an accurate and detailed plan, well-controlled risk management and good communications even though many projects could be pulled back from the brink of disaster by these fundamental requirements. So that projects will be delivered successfully, it is also necessary that the project team are motivated and work effectively together. By identifying the strengths of the team and the opportunities presented by a project, a SWOT analysis can provide the encouragement needed to motivate the team. By also highlighting the weaknesses in the team and any threats to completing a project successfully, this type of analysis provides a forum for discussing ways to minimise the weaknesses and mitigate the threats. Openly discussing such issues can be a motivational factor that improves teamwork because the team pro-actively tackles potential problems rather than simply reacting when a problem arises.

A project team can comprise members from a single department, from a range of departments within an organisation or even individuals from different organisations across the globe collaborating on one project. However the team is built it has just a few simple, but critical, aims: to understand what tasks must be completed and to complete them to a defined schedule, within budget and at an expected level of quality. They must also effectively communicate progress, problems and changes to the requirements.

By supporting and encouraging individual team members, in order to develop a fully-motivated team, the project manager can ensure that these aims are achieved. To this end, the project manager would typically perform a SWOT analysis at the outset of a project but it can also be used during later stages of the project if there are problems with costs or the schedule and the project needs to be brought under control.

Conducting a SWOT Analysis

A clear objective should be stated in advance of any SWOT analysis meeting and the project manager must take responsibility for communicating this aim to the team. Where the purpose of the analysis is to improve teamwork then every member of the project team should be present in person. This requirement can invariably cause problems with geographically diverse teams but is an essential factor in genuinely improving teamwork.

For analysis sessions that are being run at the beginning of the project, the aim is to motivate the team by putting in place a detailed plan that lists all necessary tasks and highlights possible risks; a plan that takes into account the ideas and concerns of the team members. Where the analysis is being done part-way through a project that has run into difficulties then the purpose may be to re-build the confidence and enthusiasm of the team by enabling a brainstorming of ideas for bringing the project back on track.

Since the purpose of each SWOT Analysis varies, the questions that need to be used to gather all the necessary information, thoughts and ideas can be very different from project to project. It is, therefore, difficult to pre-define an appropriate list of questions that would be suitable for every situation. However, every session does require some questions to be documented and distributed in advance to assist the team in remaining focussed and to allow them the opportunity to gather appropriate information before the meeting.

So listed below are sample questions covering each of the four sections of a SWOT Analysis designed to improve teamwork. Many of these questions are equally valid under more than one heading and during the session it is likely that questions will be added to each section as ideas are formulated and opinions voiced.


  • Are the required skills and experience available in-house?
  • Has the project been allocated a reasonable budget?
  • What benefits will the completed project bring to the organization?
  • Has the project manager or team worked on similar projects?


  • Has the team been consulted on the time estimates and deadlines?
  • Will contingency funding be available if required?
  • Are there any downsides to the project?
  • Will external suppliers be used for some sections of the project?


  • Are there possibilities for rolling out the project internationally?
  • What are the weaknesses of the main competitors?
  • Are there any new industry trends that might be relevant?
  • Could any impending technology be utilised?


  • Are end-users enthusiastic about the new project?
  • Is the turnover of experienced staff high?
  • Are new technology elements fully tested?
  • Is the project likely to be affected by economic uncertainties?

So the value of SWOT analysis for good teamwork lies in its ability to focus both on what tasks can and will be performed well and those where there are potential problems or risks. It encourages free and open discussions about both the positive and negative aspects of a project and promotes the flow of ideas necessary to motivate a team and result in a successful project. The key to a successful SWOT analysis is to be realistic and to be honest.

And remember that analysis provides information but that information must be acted upon, otherwise it is useless. Build on your strengths, minimise your weaknesses, implement the opportunities presented and monitor your threats. And you will find yourself with a strong group of individuals who will realise the benefits of good teamwork by delivering successful projects.

Is this really the best planning book ever published?

Written by Paul Naybour on . Posted in Default

large_Planning guide cover_0Project controls, which include topics such as planning, cost management, risk management, earned value management and change control, is a much-neglected part of project management development. Whilst there is plenty of  best practice guidance for project, programme and even portfolio managers, there is very little for the project controls professional beyond an introductory level.

The APM has just launched a new book called “Planning, Scheduling,  Monitoring and Control” which they claim might be “the best planning book ever published?” Can this be true?

This book claims to:

  1. Covers the basics and advanced approaches of project planning and control.
  2. Is easy to read with simple language and drawings.
  3. Covers practical techniques as well at theory.

So how does it meet these criteria?

Covers the basics and advanced scheduling approaches.

The book certainly explains the basics well and takes it beyond the principles in the other APM documents. For example it demonstrates the relationships between the product, work and cost breakdown structures in an effective way. Again it explains the management of dependencies and interfaces between work packages in a clear and simple way, highlighting good and bad practice in the development of the project network diagram.  All this is presented in an easy to read format, with a good flow between the topics, unconstrained by some of the process models seen in other bodies of knowledge.

Advanced topics

The book also explains some advance topics extremely well. It was encouraging to see a good discussion of the management of interfaces between different projects i.e. when one project delivers something required to complete another. And some new areas look quite exciting including the use of buffers (from critical chain methods), the use of line of balance and  time chainage (a new topic for me). It is admirable to see a chapter on agile planning. This section is quite brief but the integration of traditional methods with agile is a real area for future development and we would like to see more on this topic in future editions. It would also be nice to see example burn down charts and  Fibonacci estimating techniques explained in future editions.

Is easy to read and use, with simple language and drawings

What really makes this book stand out is the simple language, consistent terminology and drawings. Throughout the text keywords are defined clearly and consistently and the text does not introduce new terms without explaining them. You don’t feel like you have to fire up google to look up terms you don’t understand. Although one exception is the explanation of a Tornado Chart which could do with a few more words.

The drawings are very good, in full colour and well labeled and annotated. The take you through the project control process step by step.

Covers practical techniques.

The book aims to be a practical guide; and it certainly fulfills this brief. It covers some to the key topics that are important in maintaining a project schedule such as when to rebaseline a plan vs replanning from scratch. How to measure percentage complete when using earned value management and how to monitor and measure progress on a work package. These are practical nitty gritty topics that are important for practical application of effective project control.

So it seems that this book meets its brief but could anything be improved? Well yes; the chapters on estimating and cost control are a bit brief.  It would be good to see a bit more on the use of a standard cost breakdown structure to collect and improve estimates across an organisation. A discussion on integrating cost reporting and schedule reporting using control accounts would have been good. In particular how to join the schedule and the cost plan. Getting the planner and the cost engineer to talk has always been a problem and maybe this will follow in the next edition of the book.

So is this the best project planning book in the world? Probably.

managing expectations on a project

Managing Expectations As A Project Manager

Written by Michelle Symonds on . Posted in Project Management Articles


Managing expectations is an important part of a project manager’s job role. Here we look at some simple ways to manage expectations in any project.


No matter how much project management training you have had, you will always come up against problems that need addressing in creative ways throughout your career – it’s just the nature of the job. You will face various requests for changes and additions – the goal posts will always be moving. When a PM does not manage expectations from the very start of the project, problems can arise very quickly.

Managing Expectations

Early Planning

Senior management often set expectations at the beginning of a project without really thinking about realistic delivery times. Because of this, it is important you get involved in the project planning as early as possible in order to set key tasks and timeframes everyone involved can agree on.

Ensure Stakeholders Are Involved

This is particularly relevant to managing expectations when the project is related to IT. From the beginning, converse and coordinate with the IT team to make sure they get their say on expectations and timeframes for delivery. The IT guys are your specialists on this project so they have an invaluable insight into how long certain tasks will take. You need project estimates not guesstimates if you are to avoid problems down the line.

Keep It Real

Everyone involved in the project has to be committed to the project. So everyone involved, or a representative for everyone involved, should be there at the beginning to have a say in setting expectations. Find out what the project stakeholders want – and how they really hope to benefit from the project.

Keep It Clear

Every single person involved in the project should have a clear idea of what their roles and responsibilities are. Ensure your expectations of each individual or department are clear – you can never over communicate. You should also ensure that each individual or department not only understands how they are involved but why. How does their role fit into the overall project vision? You should also ensure everyone understands the time they personally are expected to give to this project. If you expect weekly meetings with stakeholders, conference calls with senior management or daily updates from team members – make sure they know what is expected of them.


It is important as a PM that you are clearly communicating with everyone, but that won’t do much good if they aren’t communicating with each other. Of course you will be the person everyone goes to in relation to key decisions and input, but they also need to be letting each other know if there are any problems or changes. They need to be open if they have spotted any potential risks or problems that could affect the deadlines. Make it clear that you expect them to be open and concise with communication. You should also let them know what to expect from you in the way of communication and set up a secondary person or system should you be unavailable to speak at a certain time.


Project management is a core business skill – it’s a crucial part of the success and growth of any company and project managers can make a difference in many ways; one of those being managing expectations on a project so that everyone involved understands what the end result will be.

PMP Certification from £1095 with early bird discount

Written by Paul Naybour on . Posted in Default

Parallel Project Training has launched early bird discount for its PMP certification training in London. Discount is available for individuals or organisations who book a place 10 days before the start of the course.

Parallel Project training offers first-class PMP certification training using trainers with over 15 years experience delivering PMP courses. Our classes are highly interactive and our aim is to help you fully understand guide to the project management body of knowledge integrates into a systematic approach for projects. We avoid death by PowerPoint and deliver our courses in interactive and participative way, which helps you understand the overall structure philosophy of the Guide to the Project Management Body of Knowledge.

Parallel Project Training is a registered education training provider with the PMI as such the course material and trainers have been approved to deliver this course. The course includes five days of contact time with trainer and a full mock exam on the last day of the course. This mock exam is extremely useful in helping you understand how close you are passing the PMP certification. We have a very good track record in supporting individuals preparing and completing PMP certification course.

Course material includes a personal copy of the guide the project management body of knowledge, which is sent out 10 days before the course, detailed training notes which explain how the body of knowledge works the practical way, sample questions for each section including explanations of the solution and a full mock exam. The course also provides ongoing support as you prepare for the PMP via our online study group.

Based in London this course is ideally placed the people from within the UK and those from overseas who want to combine training course with a visit to one of the world’s most cosmopolitan and interesting cities. The course uses high-class venues on Buckingham Palace road which is right at the heart of London.

The early bird discount is nontransferable and non-refundable and payment is due at the time of booking.  To get the early bird discount you just need to complete the registration form on our website and discount will automatically apply to your booking.

Sections covered in the course include

  1. An overview of project management and links to the guide to project management body of knowledge.
  2. Define what project is the project is not
  3. Defining project management including progressive elaboration and the project management environment
  4. Examining areas related to project management including portfolio management and programme management together with the role of program office
  5. Exploring the project life-cycle and different types of organisations and stakeholders that you can meet project organisations
  6. Adapting the project management processes including initiation, planning, directing and managing the work, monitoring controlling the work and closing the project.
  7. Managing project scope include gathering requirements define the work breakdown structures, validating the project scope and controlling the project scope.
  8. Managing controlling time including creating a project schedule, defining project the sequencing the activities, considering resources, estimating project duration developing the project schedule and defining the project timeline.
  9. Controlling costs and the project including planning costs, estimating costs, establishing cost baseline, measuring project performance, forecasting the overall cost the project, and reporting.
  10. Controlling project quality including quality planning, quality control and quality assurance.
  11. Human resource management including preparing a human resource plan, acquiring the human resources necessary, developing the project team and managing the project team.
  12. Introducing project communications including preparing a project communications plan, managing the implementation of a communications plan and reporting on project performance.
  13. Managing project risk including identifying project risk, assessing project risk is in qualitative and quantitative techniques, identifying appropriate responses and implementing the effectiveness of those responses on the overall risk profile.
  14. Procurement management including planning procurements for the project, completing that procurement strategy monitoring those procurement routes.
  15. Stakeholder management including identifying stakeholders, assessing their needs, preparing a communications plan and following the plan through to completion.

To book a place on the course visit the PMP Certification page on the Parallel website

Building a Project Management Method using the Praxis Framework

Written by Paul Naybour on . Posted in Default



Several years ago we discussed the value of a project management framework  as a way of generating a consistent approach to project management. Since then we have see more and more organisations adopting frameworks and getting benefits of improved governance, more consistent project delivery and generally less chaos and confusion.

Challenges implementing a project management framework

However adopting a project management framework the first time can be challenging for many organisations. They were unsure where to start and which elements they need. Many of the published approaches such as PRINCE2 and the APM or PMI Guides to the Bodies of Knowledge are too high level to apply directly. Often to overcome these problems organisations would employ consultants to spend many hours writing a project management framework for them. This is neither cost-effective nor is the framework very specific to the needs of the organisations. However this all change with the Praxis framework. The Praxis framework is an open source project management method which draws from different bodies of knowledge; to provide a consistent framework for project management. The nice thing about praxis framework is that most of the work is already done and those responsible for implementing the framework can focus on tailoring the model to fit their organisation.

So what is in the Praxis framework?

The praxis framework is organised into five areas. These are;

Knowledge which describes what project managers need to know in order to manage a project. Many of these were already familiar to project managers including stakeholder management, risk management, cost management and scheduling.

Processes which define step-by-step approaches to project management tasks such as defining the budget or preparing the project management plan. This section also includes template documentation such as the business case, risk registers and change control forms.

The third part the competency framework which can help identify how competence gaps in applying the knowledge and processes described above. This is very helpful in identifying those parts of project management individuals need to develop.

Fourth part is an organisational maturity model which looks at how well project management is applied across the organisation at a programme, portfolio or project level. This is helpful for organisations trying to understand where organisations need to target their development efforts.

The final section is a library which contains a comprehensive description of the models tools and techniques used in project management.

Where to start applying the Praxis framework?

But where do you start if you want to adopt a project management method based on the Praxis framework. Let’s set out a step by step guide

Step 1 Understand where you are as an organisation. The first step is to  understand your own strengths and weaknesses. The best place to start applying the Praxis framework is an assessment project management competence for individuals or an assessment the overall project maturity. These assessments will indicate which areas of project management need development and they can be cross-referenced with the knowledge and process areas in the Praxis framework.

Step 2 Select the element of the Framework that you need. The Praxis framework covers the entire range of project, programme and portfolio management. This is going to be too complex for most organisations so you need to identify how to tailor the framework to fit the needs of your organisation. This should be based on the outcome of the needs analysis conducted in step 1. From this you should have a list of elements that you need, for example you may decide that you need a project mandate, but not a vision statement.

Step 3 Prepare a communication package to launch the Framework. You will need to communicate the Framework in your language, using your projects and examples. We find this is best done by a combination of a printed brochure and an intranet site for key documents. Pointing people to the complete Praxis framework is just going to be overwhelming for most people.

Step 4 Plan and implement a communications package. To get buy in you need to communicate the new framework across the organisation, so we recommend a launch road show, either face to face or online. Often training will be required to up skill teams in the key areas. The design of the training should be informed by the assessments in step 1.

Step 5 Monitor, measure and improve. Don’t expect to get it right first time. Any change in the way an organisation does projects is bound to generate resistance at first. The key thing is to listen and reflect on the feedback . However we would recommend letting the method settle for some time before making changes, if you change things to often people get confused and they need time to try it before they can give proper feedback.


Is Project Management Undervalued Skill or Core Business Function?

Written by Michelle Symonds on . Posted in Project Management Articles

The project management community expends plenty of energy discussing project management methods – arguing over the best approach for a project – the one most likely to ensure success, but often fail to think enough about the wider impact of a project and it’s effect on other projects that may be going on in different parts of the business. Many projects are effectively conducted in silos within large organisations.
The reason for this is that many consider project management undervalued skill rather than core business function (in much the same way as IT is not considered a core function) and yet no business can grow without IT skills and, increasingly, without PM skills.

Too often project management is seen as a one-off cost that has to be borne for individual projects rather than a strategic, organisation-wide function that could reduce inefficiencies and hence costs. Why is this?

Certainly there are 2 factors that contribute to this state of affairs:

  1. The people working in project manager roles
  2. The relative newness of this functional area

Of course project management has been around in business for a long time but it is still relatively under-developed compared to, say, accounting. That under-development is, in fact, one of it’s strengths because it means there is plenty of improvement and growth to be had, but it also means that it is changing – just look at how project management control methods have developed in the past 15 years – a period over which core accounting methods, for instance, have remained the same. There may be more sophisticated tools for accounting but the basics are unchanged and, indeed, finance is relatively simple compared to project management with it’s myriad variations and the fact that projects are so often breaking new ground.

There are some industries where every project is at the forefront of technology and pushing those boundaries requires an understanding of controlling risk and offsetting it with the potential benefits of the risk taking; something successful project managers are well-versed at.

Yet senior level executives tend to focus more on the marketing, strategy and finance aspects of the business while the abilities of a good project manager are often overlooked.

Who’s to Blame?

It is tempting to blame senior execs for undervaluing project management as a skill, but maybe the “fault” (if there is one) is that project managers do not fight their corner strongly enough. How many project managers do you know who are comfortable standing up in board level meetings and describing why they are so useful to the company, how their skills add value and arguing the case for approaching project management across all functions within the organisation so that all projects complement each other and contribute to the goal of improving profits. Do some project managers secretly under-value themselves?

Of course, the danger to an organisation of undervaluing project managers is that the best will move to other roles to advance their careers leaving less talented people will take on the role.

And yet a good project manager will master the skills of stakeholder management, planning, budgeting, scope management and risk management; will be able to motivate the project team, handle conflict and smooth ruflled feathers. And on top of that will be able to communicate to people at all levels of the project from team members to senior executives,

In fact, many of the skills that make a great leader in any walk of life.

Lack of Emphasis on Project Management

Projects continue to fail entirely or fail to meet their objectives and yet businesses continue to fail to place enough emphasis on the importance of good project management and well-trained, experienced project managers. Often believing they can simply assign someone from a different role to magically become a project manager who can accomplish a successful project.

Those organisations who understand the value of both training and experience do provide the essential training but can fail to see the bigger picture of how all projects contribute to the success of the business. Providing decent training to all PMs is not the whole solution.

Project Management Education

A graduate leaving university with a PM degree is unlikely to have the experience required to successfully run a project and yet companies are seeking more talent like this. One wonders why they are not devoting more time and resources to training people more experienced in the work place and developing talent from within the industry when good project management skills are one of the most important factors in the successful completion of projects.

Making project management a core business function and establishing defined career paths within an organisation for project managers would go a long way to helping minimise risk on projects and so increasing the likelihood of them being more successful.

The Difficulty with Projects

Many projects have multiple variables and risks and are breaking new ground – which is after all what projects, by their very definition, are all about. Few projects are easy – they tend, rather, to be long and/or complex, have a high profile and are often political instruments within an organisation. So right from the start they are risky undertakings.

project management undervalued skill

And yet organisations add to already risky situations by using ill-trained, under-experienced people and often fail to understand the bigger picture of fundamentally why a project is being undertaken and what it’s goal is for the organisation.

An experienced project manager, on the other hand, can take all the available information, unfazed by its uncertainties, risks and ambiguities and produce good time and cost estimates so they can plan accurately for success. They will set milestones, resolve problems, understand and manage complex inter-dependencies, mitigate risks, manage expectations and communicate with people at all levels of the project; all skills that contribute to project success.

Well that’s the theory anyway – what do you think? Do organisations under-value project managers and, if so, how can the industry effect change. How can you let your company know how important PM is so that we no longer discuss the high rate of project failures but can applaud the many and varied skills of the best project managers.


Business Analysis in Agile Projects

Business Analysis on “Agile-Type” Projects

Written by Michelle Symonds on . Posted in Project Management Articles

This week I ‘ave mostly been reading about Business Analysis (for those who remember Paul Whitehouse’s character Jesse from The Fast Show)

And, unlike Jesse’s diet and fashion tips, there is much to say about business analysis in the current project environments that are moving away from traditional waterfall methods towards – if not exactly agile methods – an environment with shorter timescales, quicker deliveries to the client and an iterative approach to meeting project objectives.

As Angela Wick points out in her insightful post on BA Times “Don’t Skip the Analysis When Moving to Shorter Iterations” some people believe that analysis is not required when using shorter iterations (whether that’s under the guise of an agile project or not). But the risks of not doing at least some analysis sometimes mean that the “big picture” is lost because the focus is on individual deliverables rather than the whole project; and the relationships and inter-dependencies between each deliverable can be forgotten.

Certainly, on agile-type projects we do not, and cannot, expend too much time on a full and detailed analysis but that doesn’t mean some analysis is not important – it’s getting the balance right that is essential. And the best way to spot a lack of analysis on a project that is already underway, according to Angela, is if there is a large backlog of defects or “enhancements”.

To locate the source of the analysis problem she suggests looking at all the issues in the backlog and analysing how they are related, then group items that impact the same users and those that relate to the same processes to better understand what is going wrong.

No Business Analysis Means Certain Project Failure

According to Brad Egeland a project without a business analyst (BA) is doomed to fail and here are some of the reasons he cites for why he believes a business analyst is indispensable:

  • The BA communicates with the project client at a technical level to discuss and identify the genuine need and work through requirements so the final solution meets that need.
  • The BA is the technical liaison with the client’s subject matter experts and can ensure that requirements are clear, concise and detailed. In addition they are invaluable during user acceptance testing.
  • The BA provides a link to the project team technical lead to help ensure key requirements get interpreted accurately and that the proper amount of time, planning and attention is given.
  • The BA helps the PM perform well by ensuring that the delivery goes smoothly and the communication with the technical team is handled properly.


It’s Not the Title That is Important


Bonna Choi discusses many of the same points that Brad raises in her article Do we need a Business Analyst on an agile team?. Bonna believes the role of the business analyst is the role most often challenged in an agile project environment but every project needs someone who can help the project team and the business stakeholders develop a shared understand of why a project is being undertaken.

Also teams can make faster decisions with a BA on board because a BA is able to provide the sorts of answers the project team need to make progress. They have an understanding of the technical detail that the client may not necessarily have and are the interface between the client and those doing the project work.

But Bonna doesn’t believe the title Business Analyst really matters, provided there is someone on the team who can deliver this type of work and drive the right common understanding of what is need to make the project succeed.

Salary Trends in Project Management

Salary Trends: Are You Just an Average Project Manager?

Written by Michelle Symonds on . Posted in News

We all like to think of ourselves as successful project managers or maybe you are aspiring to be a successful project manager but the recent 2015 inaugural APM Salary and Market Trends Survey starts with an insight into what the average project manager is.

Somehow that term “average project manager” doesn’t smack of success – of that high-flying PM of our aspirations – but when you look at the statistics from the APM’s survey, perhaps, being average is not a bad place to be.

AMP Salary Survey Average Salaries

The survey revealed that the average project manager:


  • Is in full-time employment within an organisation of 250 or more employees – so a place that is likely to offer good career prospects.
  • Earns on average of £44,167/year – which compares very favourably to the average UK salary of £27,000 according to the latest figures from the Office of National Statistics. This might not quite reach the giddy heights of average salaries for chief executives (£107,703) or airline pilots (£90,146) but it is certainly on a par with solicitors, accountants, dentists and IT specialists – and remember these are average salaries across the country. The average for programme managers is significantly higher at £57,000.
  • Has a degree and also a professional project management certification such as APMP or PRINCE2. The survey also revealed that those earning up to £60,000 were more likely to have a professional qualification in addition to a degree.

Regional differences


Of course, as you would expect, there are significant regional differences in salaries, most notably in London and the South East where 13% of those surveyed earn more than £80,000. But surprisingly there is a greater percentage of PMs earning over £100,000 in Ireland than in Greater London. The survey data does not specifically state whether that is just Northern Ireland but given that it is a UK survey it seems unlikely it would also include Eire.


Gender Differences


Gender pay inequality has been big news this week because of David Cameron’s idea that the problem can be tackled by auditing firms to check on the relative pay of men and women. Many campaigners believe that the problem is more deep rooted than that but, in any case, according to the APM survey, project management seems to follow the general UK trend of gender pay disparity although it fares better than, for instance, engineering or architecture in attracting and retaining women.


APM Salaries by Gender


Nevertheless, in the project management profession more men, in percentage terms, earn salaries in all brackets above £50,000 with only 1% of female project managers earning over £100,000 compared to 6% of men. And there are more females in all of the lower salary brackets below £50,000 (except, unexpectedly, for salaries under £20,000/year).

These basic statistics, clearly do not show the whole picture and even though the gender pay gap has decreased in recent years it is thought this is more likely to be a result of men’s salaries falling or stagnating rather than women’s salaries rising in line with men’s.

Images Courtesy of the Association for Project Management



Project Management Timeline Infographic

Written by Michelle Symonds on . Posted in Default

As this project management timeline infographic from Telegraph Courses shows there are many trends in project management that we should be aware of but one  to watch is cyber security – this is likely to become ever more important and project managers will need to ensure deliverables are secure.


Project Management Timeline – An infographic by the team at Telegraph Courses