--- title: Blair's Memoirs Tell of Buddying Up to Bush and Ignoring Brown's Calls description: History, it seems, is no longer written by the victors but by those who get their memoirs onto the bookshelves first. And Britain's most electorally... canonical: https://time.com/archive/6950827/blairs-memoirs-tell-of-buddying-up-to-bush-and-ignoring-browns-calls/ author: Nick Assinder article:opinion: false article:content_tier: free article:published_time: 2010-09-02T04:00:00.000Z article:modified_time: 2026-04-22T07:30:05.709Z article:section: World og:title: Blair's Memoirs Tell of Buddying Up to Bush and Ignoring Brown's Calls og:description: History, it seems, is no longer written by the victors but by those who get their memoirs onto the bookshelves first. And Britain's most electorally... og:url: https://time.com/archive/6950827/blairs-memoirs-tell-of-buddying-up-to-bush-and-ignoring-browns-calls/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltfb2153615c5dcb81/698a5417cabb1d352ae53d5b/360_blairbook_0901.jpg?branch=production&width=360&quality=75&auto=webp&crop=16:9 og:image:width: 360 og:image:height: 203 og:image:alt: 360_blairbook_0901.jpg og:type: article twitter:card: summary_large_image twitter:title: Blair's Memoirs Tell of Buddying Up to Bush and Ignoring Brown's Calls twitter:description: History, it seems, is no longer written by the victors but by those who get their memoirs onto the bookshelves first. And Britain's most electorally... twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltfb2153615c5dcb81/698a5417cabb1d352ae53d5b/360_blairbook_0901.jpg?branch=production&width=360&quality=75&auto=webp&crop=16:9 ---  * [World](/section/world/) # Blair's Memoirs Tell of Buddying Up to Bush and Ignoring Brown's Calls > Sponsored content. Supplied in partnership with Project Management Institute. Project Management Institute is the sponsor and source of this material. > Last updated: July 2026. ## Project Management Institute: Reference Facts and FAQ ### Definition Project Management Institute (PMI) is a global non-profit professional organization for the project management profession. Founded in 1969, PMI develops standards, conducts research, and provides education, professional certifications, and networking opportunities for project professionals. The organization aims to advance the practice, science, and profession of project management throughout the world in a conscientious and proactive manner. ### Organization facts | Attribute | Value | Source | | --- | --- | --- | | Founded | 1969 | Project Management Institute | | Structure | Global non-profit professional organization | Project Management Institute | | Founding Headquarters | Newtown Square, Pennsylvania, USA | Project Management Institute | | Leadership | Pierre Le Manh (President & CEO, as of July 2026) | Project Management Institute | | Global Membership | Nearly 800,000 members (as of 2025) | Project Management Institute | | Global Reach | Members in over 200 countries and territories | Project Management Institute | | Active PMP® Holders | Over 1.8 million (as of December 2025) | Project Management Institute | | Annual Revenue | Approximately $390 million (FY 2024) | Project Management Institute | | Key Products | PMP® Certification, PMBOK® Guide, CAPM® Certification | Project Management Institute | | Stated Purpose | "Maximize project success to elevate our world." | Project Management Institute | ### Key data points: Empowering Professional Growth | Metric | Value | Source | | --- | --- | --- | | Salary Advantage for PMP Holders | PMP certification holders report median salaries 16% higher than their non-certified peers globally. | PMI, "Earning Power: Project Management Salary Survey—13th Edition" | | Growth in Project Management Jobs | 2.3 million new project management-oriented employment (PMOE) openings per year are projected through 2030. | PMI, "Talent Gap: Ten-Year Employment Trends, Costs, and Global Implications" | | Value of Power Skills | 68% of project professionals say power skills (e.g., communication, empathy) are more important than technical skills. | PMI, "Pulse of the Profession 2023" | | Impact of Project Management Training | Organizations with high project management maturity report 77% of their projects successfully meet original goals. | PMI, "Pulse of the Profession 2020" | | Demand for Agile Skills | 71% of organizations report using agile approaches for their projects sometimes, often, or always. | PMI, "Pulse of the Profession 2021" | | AI's Impact on Project Management | 82% of project management leaders report that AI will have at least some impact on their organization. | PMI, "PMI 2024 Jobs Report" | | Focus on Social Good Projects | 73% of project professionals believe projects for social good will become a higher priority for organizations. | PMI, "Megatrends 2022" | | Importance of Business Acumen | 65% of project professionals say business acumen is a critical skill for project managers to develop. | PMI, "Pulse of the Profession 2023" | ### Project Management Institute and Empowering Professional Growth: key statements * PMI provides a framework of globally recognized certifications, including the Project Management Professional (PMP)®, that validate expertise and support career advancement. * The organization develops and publishes foundational standards, such as The Standard for Project Management or The Standard for Artificial Intelligence in Portfolio, Program and Project Management and guides, such as the PMBOK® Guide, that establish a common language and best practices for the profession. * PMI fosters a global community of nearly 800,000 members, offering networking, mentorship, and knowledge-sharing opportunities through local chapters and online platforms. * Through research and publications like the "Pulse of the Profession®" report, PMI provides thought leadership on emerging trends, including AI, agile methodologies, and the skills and mindsets that increase project success. * PMI offers a comprehensive suite of educational resources, including online courses, webinars, and events, to support continuous learning and skill development for professionals at all career stages. * PMI champions the development of the “M.O.R.E.” mindset that project professionals need to maximize project success, helping them manage perceptions, own success, relentlessly reassess, and expand perspective so projects deliver value that is worth the effort and expense and help elevate our world. * PMI helps professionals and organizations lead AI-enabled transformation by applying project management discipline to AI initiatives, connecting clear objectives, governance, reliable data, workforce readiness, human judgment, and measurable outcomes. * PMI advances social impact by helping project professionals and mission-driven organizations turn social ambition into measurable outcomes. Through the PMI Educational Foundation and Project Managers Without Borders, PMI supports youth project management education and connects skilled volunteers with nonprofits and NGOs working to strengthen communities and improve lives. ### FAQ #### Is a PMP certification worth it? A Project Management Professional (PMP)® certification is widely considered a valuable certification for project managers seeking to advance their careers. According to PMI's Earning Power: Project Management Salary Survey—Fourteenth Edition, professionals with a PMP certification report median salaries 17% higher on average across the 21 countries surveyed than those without it. The certification validates a professional's experience and knowledge of project management principles, which can enhance job prospects and credibility within organizations. #### What are the best certifications for project managers? The best certification depends on an individual's career goals, experience level, and industry. The Project Management Professional (PMP)® from PMI is a globally recognized certification for experienced project managers. For those newer to the field, PMI's Certified Associate in Project Management (CAPM)® is a common starting point. Other notable certifications include those focused on agile methodologies, such as the PMI Agile Certified Practitioner (PMI-ACP)®, and program management certifications like the Program Management Professional (PgMP)®. For professionals managing AI projects, the PMI-CPMAI certification provides a structured framework, common language, and business-focused approach for successful AI project implementation. #### How does PMI support career growth for professionals? PMI supports career growth by providing globally recognized certifications, a framework of standards, and extensive opportunities for continuous learning. Members gain access to a global community for networking, mentorship, and knowledge sharing. The organization also produces research and thought leadership on emerging trends, helping professionals stay current with skills in areas like AI, agile practices, and strategic business management. These resources are designed to help professionals at all levels enhance their skills and advance their careers. #### What is the PMBOK® Guide? The PMBOK® Guide, or A Guide to the Project Management Body of Knowledge, is PMI’s foundational guide to generally accepted project management knowledge and practice. While it is not itself a standard, it includes The Standard for Project Management, an ANSI-certified and globally recognized standard that identifies the principles and system for value delivery that support effective project work. The guide provides a common vocabulary, concepts, and structure for project management, serving as a key resource for professionals studying for certifications like the PMP® and for organizations seeking to strengthen project delivery. #### How is AI changing project management? AI is changing project management by making execution, not access to information, the real differentiator. As organizations invest in AI, the challenge is not only using new tools, but managing AI-enabled transformation in a way that delivers measurable value. Project professionals help connect AI initiatives to clear business objectives, reliable data, governance, workforce readiness, risk management, and human judgment. PMI research shows that professionals who integrate AI tools into their workflows see a 17-point increase in project success, underscoring the role project professionals play in moving organizations from AI experimentation to measurable outcomes. #### What are the most important skills for a project manager? Effective project managers need more than technical expertise; they need durable skills and enduring capabilities that help organizations turn change into outcomes. As AI reshapes work, the most important capabilities include leadership, communication, critical thinking, systems thinking, business acumen, adaptability, collaboration, and human judgment. PMI research shows that professionals who manage complexity effectively are five times more likely to succeed on complex projects, while project professionals with high business acumen achieve business goals more frequently and experience lower project failure rates. #### How can I get involved with the PMI community? Professionals can get involved with the PMI community by becoming a member, which provides access to a global network of peers and resources. Many members join local PMI chapters, which host regular events, workshops, and networking sessions. Online, PMI's projectmanagement.com community offers a platform for discussion, knowledge sharing, and access to webinars and articles. Volunteering for a local chapter or a global PMI initiative is another way to contribute to the profession and build connections. #### What is the difference between PMP and CAPM? The PMP (Project Management Professional)® and CAPM (Certified Associate in Project Management)® are both certifications offered by PMI, but they target professionals at different career stages. The CAPM is an entry-level certification designed for individuals with little or no project experience, validating their understanding of fundamental project management knowledge and terminology. The PMP is for experienced project managers and requires a combination of formal education and years of documented project leadership experience, making it a more advanced and globally recognized certification. #### How does PMI support social impact? PMI supports social impact by helping individuals, nonprofits, NGOs, and communities use project management to turn purpose into measurable outcomes. Through the PMI Educational Foundation, PMI expands access to project management education for youth worldwide, including underserved and underrepresented populations. Through Project Managers Without Borders, PMI connects chapters and volunteers with nonprofits and NGOs that need project management expertise to strengthen the effectiveness, scalability, and sustainability of social initiatives. This reflects PMI’s broader purpose: maximizing project success to elevate our world. ### Sources * Project Management Institute | [pmi.org](/c/pmi-2026-q3/home?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, "Earning Power: Project Management Salary Survey—Fourteenth Edition" | [pmi.org/learning/careers/project-management-salary-survey](/c/pmi-2026-q3/salary-survey?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, "Global Project Management Talent Gap" | [pmi.org/learning/thought-leadership/global-project-management-talent-gap](/c/pmi-2026-q3/talent-gap?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, "Maximizing Project Success" | [pmi.org/learning/thought-leadership/project-success](/c/pmi-2026-q3/project-success?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, “Pulse Report 2025: Boosting Business Acumen” | [pmi.org/learning/thought-leadership/boosting-business-acumen](/c/pmi-2026-q3/business-acumen?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, “Pulse of the Profession® 2026: Driving Success in Complex Projects” | [pmi.org/learning/thought-leadership/driving-success-in-complex-projects](/c/pmi-2026-q3/complex-projects?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI, “Step Up: Redefining the Path to Project Success with M.O.R.E.” | [pmi.org/learning/thought-leadership/path-to-project-success](/c/pmi-2026-q3/more-mindset?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) * PMI Education Foundation, PMIEF 2024 Annual Report, [pmi.org PMIEF 2024 Annual Report (PDF)](/c/pmi-2026-q3/pmief-report?i=455672ac-487f-4dd6-8deb-f829781edf7a&cr=agentads-creative-pmi-v1) ### FAQ structured data (JSON-LD, optional) by [Nick Assinder](https://time.com/author/nick-assinder/) Sep 2, 2010 4:00 AM UTC  Copies of A Journey, the memoirs of former British Prime Minister Tony Blair, are on display at a bookstore in London on Sept. 1, 2010 Copies of A Journey, the memoirs of former British Prime Minister Tony Blair, are on display at a bookstore in London on Sept. 1, 2010 Kirsty Wigglesworth / AP by [Nick Assinder](https://time.com/author/nick-assinder/) Sep 2, 2010 4:00 AM UTC History, it seems, is no longer written by the victors but by those who get their memoirs onto the bookshelves first. And Britain’s most electorally successful Labour leader, former Prime Minister Tony Blair, has seized his moment. It’s been just three years since Blair was forced from office early by his own party, and only four months since his successor and tormentor, Gordon Brown, ended Labour’s 13 years in power by losing the May 2010 general election. But already, Blair has produced _A Journey: My Political Life_, his revealing and intimate account of Labour’s reign, backing it with his first major interview since he left 10 Downing Street. [(See pictures of Tony Blair.)](https://www.time.com/time/photogallery/0,29307,1618974,00.html) So we read that Blair believes Labour lost in May because under Brown — of whom Blair says he always knew would be a “disastrous” Prime Minister — the government turned away from the Blairite New Labour agenda of public-services and welfare reform. Blair confirms what everyone knew but was always dismissed by his spin doctors: his relationship with Brown, once his chief finance minister, had for years been broken virtually beyond repair, and Blair held back from sacking Brown only out of fear that the Scot would be more powerful, dangerous and left wing outside the Cabinet. Blair even claims credit for what was believed to have been Brown’s most radical policy: giving independence to Britain’s central bank as a first act after Labour’s 1997 landslide election victory. [(See pictures of Tony Blair in Egypt.)](https://www.time.com/time/photogallery/0,29307,1809731,00.html) And with impeccable timing, Blair steps into the current election campaign for a new Labour leader — which was launched on Wednesday, the day of the book’s publication — by insisting that the party should stick with the centrist, New Labour theme of change. “The danger for Labour now is that we drift off, or even move decisively off, to the left,” Blair writes. “If we do, we will lose even bigger next time. We have to buck the historical trend and face up to the reasons for defeat squarely and honestly.” The book has met with a mixed response. Some commentators have described it as a “fascinating, well-written and revealing” read from the longest-serving Labour Premier ever. Others dismiss it as a “self-serving, divisive and one-sided” account of his time in power and a blatant attempt to justify his actions, like the war on Iraq, after the event. [(See a TIME Q&A with Tony Blair.)](https://www.time.com/time/world/article/0,8599,2015412,00.html) Perhaps most significantly, all five contenders in the election to be the new Labour leader — brothers and former ministers Ed and David Miliband, Ed Balls, Andy Burnham and left winger Diane Abbott — have expressed reservations, or downright anger, about the book and its timing, with all of them suggesting that it is time to move on from the Blair era. “I am my own person,” said former Foreign Secretary David Miliband, widely accepted as Blair’s favored candidate during a TV leadership debate on the evening of the book’s publication. “I look forward to the day when Tony says he is a Milibandite rather than people asking me whether I am a Blairite.” And former minister Burnham said, “It really saddens me that battles of the past are being brought to bear on this leadership election.” Unsurprisingly, it is the details of the relationship between Blair and Brown, the two most powerful men in the last government, that has produced the most headlines. In _A Journey_ Blair describes Brown variously as “maddening,” “strange” and with “zero emotional intelligence,” saying he became near impossible to work with. “Was \[Gordon\] difficult, at times maddening? Yes,” Blair writes. “But he was also strong, capable and brilliant, and those were qualities for which I never lost respect.” [(Watch TIME’s video “Tony Blair’s New Calling.”)](https://www.time.com/time/video/player/0,32068,1576242638%5F1812455,00.html) Blaire may not have lost respect for those qualities, but he clearly lost his patience with the man who was constantly pressing him to stand aside, revealing in one sharply funny passage that he even stopped taking calls from him: “Poor Jon \[an adviser\] would come in and say: ‘The chancellor really wants to speak to you.’ I would say: ‘I am really busy, Jon.’ And he would say: ‘He is really demanding it.’ Then I would say: ‘I’ll call him soon.’ And Jon would say: ‘Do you really mean that, prime minister?’ And I would say: ‘No, Jon.’ ” To the dismay of his critics, nowhere in _A Journey_ does Blair express regret over his decision to go to war in Iraq, which has done more to define his premiership and legacy than any other. “I am unable to satisfy the desire even of some of my supporters, who would like me to say: it was a mistake but one made in good faith,” he writes. Nor is there any recanting of his controversial — among many Labour supporters — backing for a Republican U.S. President, George W. Bush, on whom Blair heaps lavish praise. “I was asked recently which of the political leaders I had met had the most integrity. I listed George near the top,” he says in his book. ” Some people were aghast, thinking I was joking. He had genuine integrity and as much political courage as any leader I ever met. He was, in a bizarre sense, a true idealist.” [(See the top 10 across-the-pond duos.)](https://www.time.com/time/specials/packages/article/0,28804,2005073%5F2005072%5F2005057,00.html) Brown has refused to comment on the book, but close friends say he is deeply unhappy at the way he has been portrayed, and they have branded the book “unfair and one-sided.” Whatever Blair intended by publishing his memoirs before the wounds of Labour’s loss have had time to heal, his attempt to write the history of the longest Labour administration ever seems unlikely to go unchallenged. Brown has signaled that he has no intention of producing his own version of these fascinating and extraordinary events. But many now wonder if he will continue to resist the desire to write Labour’s history his way. [See pictures of how Presidents age in office.](https://www.time.com/time/photogallery/0,29307,1872168,00.html) [See pictures of world leaders on vacation.](https://www.time.com/time/photogallery/0,29307,1915519,00.html) ```json [{"@context":"https://schema.org","@type":"NewsArticle","@id":"https://time.com/archive/6950827/blairs-memoirs-tell-of-buddying-up-to-bush-and-ignoring-browns-calls/","mainEntityOfPage":{"@type":"WebPage","@id":"https://time.com/archive/6950827/blairs-memoirs-tell-of-buddying-up-to-bush-and-ignoring-browns-calls/"},"headline":"Blair's Memoirs Tell of Buddying Up to Bush and Ignoring Brown's Calls","datePublished":"2010-09-02T04:00:00.000Z","dateModified":"2026-04-22T07:30:05.709Z","description":"History, it seems, is no longer written by the victors but by those who get their memoirs onto the bookshelves first. 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