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A curated collection of user-generated material from Gower authors and other project management experts. This can include audio files, articles, case studies, slideshare, templates, tools, video and other appropriate content which we will quality check and subject tag, prior to publishing.

To help you filter authored content we have created the following categories: Background/theory represents material that is academic or theoretical; GpmFirst Aid includes articles designed to get you started when you first visit the site; Opinion tends to be shorter pieces that are anecdotal; Practical pieces are pragmatic ideas, techniques and models that you can apply; Reading lists are collections of further reading and viewing drawn from within the site and beyond it.

  • Opinion

    Il Faut Reculer Pour Mieux Sauter

    Preview of the developments in GpmFirst

  • Practical

    Mapping the great unknown: motivation

    What motivates you? That’s not an easy question to answer, and it’s even harder if you’re trying to fathom what motivates others – as most project managers must do. But as James Sale explains, it is possible to understand, measure and then develop motivation in yourself and others …

  • Opinion

    GUEST EDITORIAL What makes capability-building and leadership development become project ‘orphans’?

    Beware projects that substitute (often with the best of intentions) great-sounding outputs for tangible benefits. Guest Editor Jonathan Norman has selected an extract from Phil Driver’s Validating Strategies to illustrate how capacity-building and leadership development are often ‘orphaned results’, unattached to any related benefits.

    5 min read

  • Practical

    Why risks turn into surprises

    The risk process aims to expose areas of particular uncertainty and indicate the best path to follow, yet the future still brings surprises, both good and bad. David Hillson describes four reasons why it is not possible to identify all risks in advance.

  • Practical

    Innovative risk management

    Innovation is the key to successful risk management, says David Hillson.

    5 min read

  • Opinion

    GUEST EDITORIAL: The eight compelling behaviours of the successful project player

    Too many projects fail to deliver on their promise. And when disruption occurs, the reasons for failure are rarely attributable to blunders in methodology, tools or technique. Instead, the issues preventing a successful outcome are more likely to be found as weaknesses of resolve, organisation, leadership, adaptation or communication. In his Guest Editorial, Martin Price investigates the eight useful habits of the most successful project managers.

    15 min read

  • Practical

    How to find opportunities

    The traditional risk process can be used to handle both threats and opportunities, but the opportunities are often overlooked, writes David Hillson. In this article David presents four ways to identify opportunities at the start of a project.

  • Practical

    Imaginary risks

    The human imagination is the most important risk identification tool, writes David Hillson. Here are some ideas for how to make the most of it.

  • Background/theory

    Does one size fit all or do supplier organisations deserve a bespoke suit?

    In this article, Adrian Taggart explores the role of those organisations that supply goods and services to a project (Supplier Organisations) as opposed to those parties that commission projects and own the asset so created (Owner Organisations). Adrian makes the case that, for two reasons, there is a compelling need to identify and treat the perspective of Supplier Organisations as a special sub-category of project management.

  • Background/theory

    Authenticity in project management leadership: a lesson from coaching

    Authenticity is the buzz management term of the decade, but what does it mean and how is it related to project management? Kevin Ruck and Ann Pilkington explore the way that leaders are expected to be more authentic today and what the benefits are, focusing on one core element of authentic leadership: relational orientation.

    10 min read

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