A PM Autumn 2022 Final

Cover
ISSUE 312
AUTUMN 2022
£14.50
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The voice of the project management community

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PROJECT
SUBS
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The voice of the project management community

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Bright young things

AUTUMN 2022 / ISSUE 312
Meet the professionals on a mission

Future cities: what needs to change now / The Big Interview: Mark Wild on Crossrail
BLACK YELLOW MAGENTA CYAN 91APMAUG22109.pgs 12.09.2022 13:23

Welcome, 1
From the editor
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PROJECT
Editor
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Emma De Vita
emma.devita
@thinkpublishing.co.uk
Managing Editor
Mike Hine
Group Art Director
Jes Stanfield
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Senior Commercial
Partnerships Executive
Leanne Rowley
020 3771 7253
leanne.rowley
@thinkpublishing.co.uk
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Client Engagement
Director
Kieran Paul
Editor Emma
(third from left)
with our cover
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stars, plus the

founder of the The views expressed in Project are
Future‑gazing
not necessarily those of APM, the
new Pets in Project publisher or its agents, and they
Management SIG do not accept responsibility for any
solicited material, or for the views
of contributors, or for actions arising
from any claims made in any
CLIENT
In contrast to the summer issue cities and what impact these will have on advertisements or inserts appearing
in this journal. This publication
of Project, which celebrated APM’s project management, whether that’s the (or any part thereof) may not be
50th anniversary by taking stock of the construction of new buildings or a more reproduced in any form without
life‑changing projects we’ve enjoyed since sustainable way of thinking about transport. express and written permission
from the editor. © APM 2022
the 1970s, this issue is dedicated to the Speaking of transport, we’re particularly
future. The profession is diversifying as pleased to have Mark Wild, ex‑CEO of APM, Ibis House, Regent Park,
never before, and the energy of a new Crossrail, as our Big Interview. He shares Summerleys Road, Princes
Risborough, Buckinghamshire
generation of project professionals is the inside story on how he helped to get the HP27 9LE, United Kingdom
infectious. The talented people in our megaproject towards the finishing line and apm.org.uk
Tel (UK): 0845 458 1944
cover story give a voice to the 20‑ and tells of his personal journey to the very top Tel (Int): +44 1844 271 640
30‑somethings who will take the profession of the profession.
into the coming decades. Cover price: £14.50
Annual subscription fee:
All care deeply about sustainability, We continue with the future theme £58 (UK); £68.20 (Europe);
a cause that these leaders of the future elsewhere, from a reappraisal of agile, £79 (international)
are forced to contend with. At our August which celebrates its 21st birthday this year,
PROJECT
photoshoot in a humid London, I was to how to manage Gen Z. In addition, one (ISSN 0957-7033) is published
genuinely bowled over by their ambition, APM member tells us how she is reaching by the Association for Project
Management in association
kindness and optimism. Contrary to out to primary school children to inspire with Think Media Group,
my expectations, they told me they feel them to join the profession. And don’t miss 20 Mortimer Street, London
COVER PHOTOGRAPHY: BEN WRIGHT
personally empowered to effect real change our reappraisal of Back to the Future. You’ll W1T 3JW Tel: 020 3771 7200
thinkpublishing.co.uk
for the better and love the profession be reaching for the popcorn for a rewatch,
precisely because they can deliver tangible I promise.
results in the real world. I hope you enjoy this issue and, as
Elsewhere in this issue, read our ever, I’m keen to hear your feedback,
exploration of the cities of tomorrow. so do let me know your thoughts
Post‑pandemic, our expectations of at emma.devita@thinkpublishing.co.uk
urban working and living have altered.
Project considers the major trends for Emma De Vita is Editor of Project
PROJECT / AUTUMN 2022 3

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Contents
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From the MOD to Marty McFly, this issue of Project at a glance
Perspectives
9 Endurance 13 Conflict resolution
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The project to discover Shackleton’s How do you deal with difficult colleagues?
lost ship
14 Benefts realisation
10 5 lessons learned How to help projects realise their full
With Crossrail’s ex-CEO Mark Wild benefits potential
11 Commonwealth Games 14 Behind the scenes
ART
What will be the legacy of the 2022 Project takes a look at Old Oak Common
Birmingham Games? HS2 station
12 Comment 16 Professor Adam Boddison
What Gen Z workers really want Why projectifying leadership is essential
12 Myth buster 17 Q&A 11
PRODUCTION
The true definition of sustainability With APM Honorary Fellow Robin Kwong
27 Features
6 In the picture
CLIENT
In remembrance of Her Majesty

Queen Elizabeth II
18 Future leaders
Project interviews nine up-and-coming
professionals with a focus on climate
change and sustainability
27 Cities of tomorrow
How will cities change to
meet post-pandemic and
climate-driven demands?
32 The Big
40 Interview
Ex-CEO of Crossrail
Mark Wild on how
BEN WRIGHT; LOUISE HAYWOOD-SCHIEFER; ALAMY
he turned around
the juggernaut
36 Agile rebooted
Where next for agile, 21 years since its
founders set out the principles?
40 Artifcial intelligence
New APM research reveals how
project professionals regard AI
74 Eddie Obeng
Why popular approaches to
sustainability fall short
4 AUTUMN 2022 / PROJECT
BLACK YELLOW MAGENTA CYAN

Contents, 1
Peer to peer
47 Gen Z
How to manage your youngest colleagues
in the right way
50 Grafton Way Building
The project to build London’s pioneering
cancer treatment facility
54 Project controls
Why senior managers should invest more
time and resources in controls
56 Ministry of Defence
Delivering portfolios and
programmes focused
on innovation at
the MOD
60 Knowledge
networks
Including 16 top
tips to setting one
up from scratch
66
63 ChPP
18 The latest additions to the Register of
Chartered Project Professionals
64 Project Me
Five project professionals
tell us their hopes for
the future
65 Susanne Madsen
How to gain buy-in
and engagement
from stakeholders
66 Beyond the Job
How one project
56 manager volunteers as a
STEM Ambassador
32
68
Offline
68 Back to the Future
Project management lessons from 1985’s
barnstorming time-travel classic
72 Books and podcasts
Reading and listening material to inspire
you this autumn
91APMAUG22111.pgs 12.09.2022 10:59

In the picture
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Her Majesty
Queen
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Elizabeth II
APM was deeply saddened by
the passing of the Queen in
September. “For 70 years, Her
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Majesty Queen Elizabeth II was

a guiding light to Britain and the
world, showing true leadership
during periods of immense
challenge and unprecedented
change. She will be greatly
missed,” said Professor Adam
CLIENT
Boddison, Chief Executive of APM.

APM was privileged to have
received its Royal Charter by
approval of Her Majesty in
December 2017, making it the
only chartered membership
organisation for the project
profession in the world. “I share
in a great sense of pride that
APM’s work and the value we
bring to our profession were
officially recognised by the
Queen,” Boddison added.
Chartered status marked
a significant achievement
in the evolution of project
management and those who
choose a career in this field.
The Queen is photographed
here attending the formal
unveiling of the logo for the
Elizabeth Line at the construction
site of Bond Street station,
ALAMY
London, in February 2016.

Big pic, 1
91APMAUG22112.pgs 13.09.2022 17:01

Perspectives, 1
Perspectives
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Birmingham 2022 • Old Oak Common station • Benefits realisation • Projectifying leadership
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Discovering Shackleton’s
lost ship Endurance
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Nico Vincent reveals what it took to pull off one of the most
complex subsea projects ever undertaken
Nico Vincent was Subsea Project started in February 2019, when the
Manager of the Endurance22 previous expedition lost its AUV on site
ART
expedition. On 5 March 2022, and I was immediately contacted to

using autonomous underwater build a new solution. The first step was
vehicles (AUVs), his team to launch the manufacturing of the
found the wreck of Endurance, Sabertooth AUV, which is a vehicle that
Sir Ernest Shackleton’s ship, which is able to reach 3,000m. It’s an AUV
sank off the coast of Antarctica manufactured by Saab in Sweden, and
107 years ago. the main reason why we chose that
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vehicle is because it’s quite versatile.

Q Could you give us an overview of needed to produce a high‑resolution Usually, this kind of vehicle is moving
the project? survey of the wreck to allow scientists fully autonomous underwater, but for
A The purpose of Endurance22 was and archaeologists to produce a this project we asked to use a tethered
to discover the wreck of Endurance scientific report. one. This is a lesson learned from
and then to deliver a full survey of 2019, which was to keep permanent
CLIENT
the wreck to allow scientific analysis. Q Tell us about your role control and anticipate the need for
The wreck is in the Weddell Sea; there A The [Falklands Maritime Heritage an emergency ascent in an incident.
is a lot of sea ice in this area and it Trust] asked the expedition leader to That’s really a game changer on
is quite unpredictable. The reason lead above the surface and me to the ice.
Endurance was so difficult to find drive all operations under the sea.
was not because she was really lost, However, to run the operation I was Q For such a complex and unique
but because access to the area is so obliged to control surface support project, was it important to come
complicated. As the wreck is protected as well, including navigation, the with an open mind, to find creative
by the Antarctic Treaty, we were helicopter flight plan and the ice solutions and be innovative?
forbidden to touch anything, so we camp. The project schedule for me A Absolutely. I spent a year building
procedures, a scope of work, a task

plan, server planning, deployment
on ice, helicopter flight plans, time
computing schedules. The reason
FALKLANDS MARITIME HERITAGE TRUST AND JAMES BLAKE
why I was on board is because we

were all open that nothing would
run as expected. The environmental
conditions on site are so complicated
that you cannot anticipate all
scenarios. Usually in the subsea
industry the project manager stays
in the office. The complexity of the
variables that we faced created the
obligation that I be on board.
Q What kind of skills did you need on
team for this kind of project?

A Usually in the subsea industry, ➜

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➜ all the skills or expertise are quite

disconnected from each other. People
have a very important task and they
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do not look at what others are doing.

When you are doing a project like
Endurance22, the opposite needs
to be true. People must have very
strong connections with each other.
The leadership may switch from
one person to another according to
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expertise. That means that your boss in

the morning, because you are driving
an AUV, can become your support
in the afternoon, because you are
doing electronics. That is something
that allows you to build a very strong
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relationship between people.
Q What have been the highs and lows
of working on Endurance22?
A Highs? The discovery. Lows are a
very long list [laughs]. Each dive was 5 lessons learned

PRODUCTION
a stressful time. You have to keep

in mind that the previous team lost
another vehicle after two dives. So my
Mark Wild, ex‑CEO of Crossrail
goal was not only to find Endurance, Reflections on turning around a project that has gone off course
but to come back with my vehicle.
We had eight emergency ascents
over 32 dives. But seeing the vehicle
1 Fixed end dates are deadly. They distort behaviour in the team and
CLIENT
back on deck after the last dive with generate huge unnecessary pressure. A more mature view of a
major project is to use windows of uncertainty that get narrower as a
project gets nearer to completion.
2 Integration is a contact sport. Crossrail’s systems engineering was

world class; what was missing was systems integration, which is
crucial to digital projects. Is it central to the conversations that are
happening around the boardroom table?
the full scope accomplished was

3 Modular design matters. There were 37 procurement contracts
on Crossrail and they were almost all bespoke. They were also
built, tested and commissioned in situ rather than off‑site in factories
an extremely good time. The team before installation. If I were on HS2 now I would be all over modularity.
faced the worst conditions. We had
‑22°C with 35 knots of wind, which is
equivalent to ‑40°C. The equipment
was freezing on deck; the people were
4 Right team for the right risk at the right time. We should have had
three squads over the 20 years of the project. A civil engineering
squad for the tunnelling, a mechanical and electrical squad for the
absolutely freezing on deck. They never fit‑out and a systems integration squad for the integration. But we
said anything. They accomplished persisted with the same skill set and they didn’t spot the aggregation
a huge task and I am very proud of risk.
of them. Shackleton himself said:
“Difficulties are just things to overcome,
after all.” 5 Be transparent and own the whole. Collaboration isn’t enough; you
need to transition to ‘owning the whole’, where people realise that
their own success or failure – and that of the project as a whole – is
To listen to the full interview dependent on the success or failure of everyone else involved. It calls
with Nico Vincent, search for total transparency on risk.
‘APM Podcast’ on your preferred
podcast app For an in‑depth interview with Mark Wild, turn to page 32

Perspectives, 2
Perspectives
Comment
What the 2022 Games

brought to Birmingham
Bill Morris, a proud Brummie and Senior Expert Advisor to the International
Olympic Committee, on a gold medal opportunity for his home city
I found the Games joyously made strides in that direction, profile, increasing investment,
successful. I say this as a but for me Manchester has prompting healthier, more active
born‑and‑bred Brummie. I been the benchmark in terms of citizens, inclusive sustainable
attended the glorious Opening long‑term impacts. communities, and so forth. At the
Ceremony and found it moving, Birmingham, although a risk of over‑simplification, the
thought‑provoking, eccentric, largely successful, youthful and key assets to look for now are a
diverse, youthful and impressive. vibrant city, has not enjoyed clear, shared vision, an elegant
In relation to operational the same profile or apparent post‑Games governance
delivery, from my own experience, dynamism over the same period model and dedicated funding
media reports and testimony – hence the 2022 Games offered to support it. This is not to say
from friends and relatives who these things will not happen
attended or live in the city, I or that, behind the scenes, the
can only report very significant preparations are not all made.
success. Athletes appeared I hope they will be and are.
happy; operations were largely
smooth; venues were effective; As a Trustee of the Spirit of 2012
the city looked and felt exciting, charity and a member of its
creative and attractive; and the National Inquiry into the Social
atmosphere was infectious. Impact of Events, we are seeing
The picture on long‑term an opportunity for the UK to take
impacts is more complicated a new leadership role – not just
and can only be based on The key assets to look in world‑class hosting of major
conjecture at this point. I should events, but in moving the global
for now are a clear,
add that, in addition to my work model forward so that such
as a Senior Expert Advisor to the shared vision, an elegant events also drive the sustainable
International Olympic Committee, post‑Games governance social and urban developments
I am currently concluding a model and dedicated we desperately need over the
two‑year master’s in sustainable coming decades.
urban development at the
funding to support it The Games have granted
University of Oxford. Right now, the city a wonderful launchpad,
I am writing my dissertation a gold‑medal opportunity. By every bit as strong as those in
on the topic of ‘Assessing and standing in for Durban late on, Manchester and Glasgow, but
augmenting the potential for the city lost some vital long‑term it remains to be seen if the right
global mega‑events to support planning time, and other civic components and determination
sustainable urban development’, difficulties appeared to deflect are in place to realise all the
so the subject is uppermost in from horizon‑scanning, although potential energy garnered. It
my mind. the sensibly modest scale of new would be churlish to say the
I look back at London 2012 venue construction should result city has done the easy bit, not
HAIRUL_NIZAM/SHUTTERSTOCK.COM
and its impacts with predictable in no ‘white elephants’. least because every successful
and genuine pride (though not Games represents gargantuan
universally). However, in relation In the lead‑up to the Games efforts and achievements, but
to the Commonwealth Games it was not apparent to me that only in 10 or 15 years will we know
and lasting impacts, the Games the city had a sufficiently clear if Birmingham has won over the
of Manchester 2002 stand out. vision and implementation really hard yards.
If ever a city has turned around plan for how the Games would
its fortunes through a Games, catapult it to the next stage Bill Morris is Senior Expert Advisor to
it is Manchester. Glasgow also of its development, raising its the International Olympic Committee
91APMAUG22114.pgs 12.09.2022 11:05

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Comment
What Gen Z
REPRO OP
workers
really want
Bel French, APM’s youngest ever
ChPP, on what matters most
SUBS
It’s not an unpopular opinion to say in an office will be more difficult. It come with negative connotations,
that the past few years have been a used to be a treat to have a day to particularly linked to being a
reset to everyone’s priorities. It would work from home and clear the admin distraction from productivity. But
be wrong for me to assume that without distractions, or to work I think that it has had a hugely
ART
Gen Z have been the only generation around one’s personal life. Now, with influential impact on my generation
to evaluate their priorities right now. the higher expectation of flexible and not all for the worse. Having
For me, joining project management working, I can only see the lack of listened to the audiobook of Grace
as a career, interest was the main Beverley’s Working Hard, Hardly
driver. I hated my time in education I found the concept Working, I found the concept of
and wanted to ensure that my career ‘hustle culture’ to be something
of ‘hustle culture’ to
PRODUCTION
was something I was going to enjoy. that really rang true to me. Seeing
It needed to have the growth to be something that individuals constantly achieving
pay my bills, but I wasn’t chasing really rang true to me lots at a young age all over social
money. Careers are long and with media leads to even more pressure
education being as challenging as adaptation to be a hygiene factor to achieve wins than ever before.
it is right now, finding careers that to work/life satisfaction. The weekly This has brought its own pros and
bring enjoyment seems to be a pub trips might not have the same cons. There’s a clear drive to be
CLIENT
common theme. appeal for Gen Z as with previous successful and to want to achieve.
The return to the office? I started generations, with the decrease in But we need to be more aware
my career having to be in the office drinking culture. For me, the 50:50 of the pressure that comes with this
five days a week. As a bright‑eyed split that I have at Gleeds gives me when looking at setting realistic
and eager 18‑year‑old, being in the the perfect balance of face‑to‑face career goals and
office worked incredibly well for my time, as well as enabling me to make work boundaries.
development. For those entering the smart choices about where I work
workplace now, having spent most of from and giving me time to see my
their work experience and/or latest colleagues and clients in person. Bel French ChPP is a
school years working from home, Finally, what about the influence Project Manager
making this transition to working of social media? Social media can at Gleeds
What does sustainable project and programme management

Myth buster: look like? Sustainability means balancing the environmental,
Sustainability social, economic and administrative aspects of a project to
meet the needs of current stakeholders without compromising
those of future generations. It involves both individual and
organisational responsibility to ensure that outputs, outcomes
and benefits are sustainable over their life cycles and during
creation, disposal and decommissioning. Everyone in a
project team can have an influence, however small, on
sustainability and may be expected to think creatively and
act responsibly in their day‑to‑day work.

Perspectives, 3
Perspectives
Comment
Dealing with difficult people

the right way
Conflict resolution expert Amy Gallo gives her expert advice on getting
along with prickly colleagues on a project team
Even the best structured and

executed projects can go terribly
wrong if there’s someone on
the team who is being difficult.
We’ve all seen it happen: one
person derails a team’s success
by being passive‑aggressive,
acting overly pessimistic or
prioritising their own career over
the goals of the project. Here are
several principles from my new
book, Getting Along, to help you
approach a tricky dynamic more
thoughtfully and carefully.
Your perspective is just one

1 perspective. Acknowledge
that you and your colleague
won’t always see eye‑to‑eye.
Ask yourself: what if I’m wrong?
What assumptions am I making? Note when you might be falling into affinity bias,
Don’t play the blame game; gravitating toward people with similar appearances,
instead focus on finding a
path forward.
beliefs and backgrounds
Be aware of your biases. on the same side of a table, Experiment. Come up with
2 Get to know your biases so
you can assess when they’re
instead of combative ones to
improve the odds of turning your
6 two or three tactics to test.
Try them out. For example, if you
affecting your interactions or unhealthy relationship around. want to improve communication
causing you to unfairly interpret with a passive‑aggressive
your colleague’s actions. Note Use empathy to see things colleague, you might decide that,
when you might be falling into
affinity bias, gravitating toward
4 differently. Give your
colleague the benefit of the
for two weeks, you’re going to
ignore their tone and focus on
people with similar appearances, doubt, asking yourself: what is the underlying message. Rather
beliefs and backgrounds. the most generous interpretation than assuming that’s going to
Avoid confirmation bias, the of their behaviour? Assume that fix everything between you, see
tendency to interpret events or there is some rationale behind it as a test and acknowledge
evidence as validation of your their prickly behaviour, even if that you’ll likely learn something.
existing beliefs. you don’t agree with it. Then, set up another experiment,
refreshing your approaches
Don’t make it ‘me against Identify your goal. Be clear based on what you learn, and
3 them’. Imagine that there are
three entities in the conflict: you,
5 about what your goals are for
the relationship. Write them down
be willing to abandon ones that
aren’t working.
your colleague and the dynamic and refer to them frequently.
between you. Use positive, Watch out for any ulterior Amy Gallo’s new book, Getting
collaborative visualisations, such motives that might damage your Along, was published by HBR
as you and your colleague sitting chances of getting along. Press in September 2022
91APMAUG22115.pgs 12.09.2022 11:05

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Comment
Benefits realisation and how it

REPRO OP
changes project management

Rasmus Rytter and Helena Bograd on how to make it work
Too often, expensive change (see right) shows the addition final three on what the project
SUBS
and transformation projects only to current, mostly technically must deliver:

realise a fraction of the expected focused, change projects. The
benefits. Companies and public
organisations might manage to
build a new IT system, process or
extra layers contain a practical
approach to benefits realisation
and behavioural change, building
1 What is the purpose of
the project?
product, but that is not enough. on the often well‑established

2 What benefits do we need to
ART
To truly succeed, employees practice of producing technical realise to fulfil the purpose?
also have to change their ways deliverables. The model illustrates
of working to avoid ending up
with another benefit‑free project.
This is not new information to
the main tracks of a project: the
benefit, change and technical
tracks. There is work to be done
3 What new behaviour do our
colleagues need to attain to
realise the benefits?
most executives and project in all tracks from start to finish in
professionals. So, the real question the project.
4
PRODUCTION
What kind of support do our

is: why are we still struggling with colleagues need to change
benefits realisation? The first step is to design the their behaviour?
Perhaps the reason is that, to project in a benefits realisation
make benefits realisation work, we
(the project professionals and the
executives who own the projects)
workshop. Here, we outline the
purpose, the desired benefits
and what we expect it will take to
5 What kind of competencies are
necessary for our colleagues to
change their behaviour?
CLIENT
need to change. To get projects realise them with the executives

that deliver real and measurable
benefits, we introduced a
new view on change projects.
who are going to own them. That
includes answering six questions.
The first three focus on what
6 What kind of technical
deliverables are required
for our colleagues to change
The Benefits‑driven Change Model we want to achieve, and the their behaviour?
Behind the scenes...

HS2 Old Oak Common
Walk a few hundred station ever built in the UK,

metres from the is in full flow.
tired‑looking East Acton In the current first
underground station phase, the underground
in West London, past a part of the station (aka
corner shop or two and ‘The Box’) will be built; this
through quiet suburban is where six high‑speed
London, and suddenly you rail platforms will be
hit a hive of construction located. Project visited
activity on the huge, the site in July, along
wedge‑shaped site of Old with APM Chief Executive
Oak Common. Phase one Professor Adam Boddison,
of three in the construction just as the concrete
of the new transport panels that will make
super‑hub, which is set to up the 1.8km perimeter
be the largest new railway wall of the 850m‑long

Perspectives, 4
Perspectives
Benefit track
Benefit estimation Continuous update Tracking of Benefit tracking

of benefits initial benefits continues
Change track
High-level design Involvement and Supporting the

and estimation change initiation change
Benefits
The change has
realisation Technical track been implemented
workshop and the project
is complete
High-level design Delivery of tech no. 1 Delivery of tech
and estimation no. 2
Analysis Execution Realisation
tracking. We have spent at least

We have spent at least half a century becoming half a century becoming good at
good at producing technical deliverables. Now it is producing technical deliverables.
time to apply the same type of structured approach Now it is time to apply the same
type of structured approach to
to benefits realisation and change. benefits realisation and change.
This is a change for us as project
Getting the executives to the behavioural change that will professionals, but if we do not
answer the first three questions trigger benefits realisation. The change how we work with change
is critical to ensure benefit processes, the IT system and the projects, we will not realise the full
ownership. It is also the first products are essential – but they benefits potential of our projects.
and most important step in are not the goal.
the change process, because The initial answers to these Rasmus Rytter is Partner at
the ownership it creates for the questions are elaborated on in the Implement Consulting Group.
change is equally important for analysis phase to set the direction His new book, Benefits Realisation,
project success. The last three for the project and allow for is out now. Helena Bograd is a
questions highlight that everything benefit‑driven decision‑making Senior Management Consultant at
we do in the project is to ensure and leadership, as well as benefit Implement Consulting Group.
underground station were surrounding urban area services to the Midlands,

being dropped 30m down will be built. Everything Scotland and the North,
into place. Once concrete will be spanned by a vast, access to central London
beams are placed on top, lightweight, curved roof, and Heathrow via the
the soil contained within more than 250m wide. Elizabeth Line, as well as
can be excavated at a The railway station is services to Wales and the
depth of 15m, put on a expected to be one of the South‑west. An expected
conveyor belt and sent busiest in the country, 250,000 passengers will
around the country to with high‑speed rail use the station every
be reused. day. Old Oak Common
As excavation begins, As excavation is also the UK’s largest
the second phase will regeneration project.
start, which focuses on
begins, the second Project was told that
the construction of eight phase will start, while “there is nothing
overground platforms. which focuses on massively innovative”
As the underground and about what they are
the construction of
overground platforms doing, it is the scale at
are being completed, eight overground which they are doing it
the HS2 station and the platforms that is “mind‑blowing”.
91APMAUG22116.pgs 12.09.2022 11:05

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Comment
The value of projectification

REPRO OP
in effective leadership
APM Chief Executive Professor Adam Boddison discusses change at the top
Forty years ago, it could be of effective project management the remit of the CPO or the COO?
SUBS
argued that leadership was does make a contribution to This is an indication that there is
primarily about delivering BAU effective leadership. a broader transition occurring in
(business‑as‑usual) with relatively The project profession is at response to the projectification of
limited expectations in relation a T‑junction. Down one road it leadership roles.
to organisational change and becomes a strategic profession An added benefit of leaders
development. In the present day, like finance, marketing and HR. having an understanding of
ART
the prioritisation of the past is Down the other road it becomes effective project management as
arguably reversed, with almost an operational profession like standard is that they are better
every leader focused on delivering IT, health and safety and legal. equipped to recruit high‑quality
change effectively. Some leaders Both routes make a contribution project professionals within
describe this situation by saying: to leadership, but project their workforce. Currently, too
‘Change is the only constant.’ few leaders know what to look
The effective delivery of for when recruiting a project
PRODUCTION
change with a focus on benefits professional. Some look for

realisation is what project dated qualifications rather
management is all about. In than competence, while others
practical terms, this means cannot distinguish between an
that leaders who understand effective project professional and
the principles of project somebody who happens to have
CLIENT
management are well equipped the title of ‘project manager’.

to deliver change.
Despite this, the reality is that An essential requirement in
project management does not providing both effective project
yet have an equivalent status to The reality is that professionals and the leaders
other professions that support of the future is a strong talent
effective leadership, such as
project management pipeline. APM has a central role to
finance, HR and marketing. For does not yet have an play in the development of project
example, the standard model for equivalent status to other talent, not least through ChPP
core content in MBA programmes professions that support (Chartered Project Professional),
is still primarily about finance, its corporate partnership
HR and marketing, with project effective leadership programme and its membership
management typically featuring community. Together, these
as an optional component, if at all. management can be much APM strands can combine
More recently, some progressive more impactful as a leadership project capability with corporate
MBA programmes have started profession that directly drives leadership through a community
to include project management strategic decision‑making. of practice to deliver meaningful
as a fourth pillar of effective projectification across the public,
leadership, but this is not yet the The projectification of leadership private and third sectors.
typical approach. is already occurring. In executive APM is already recognising
To be clear, it is not teams, the CPO (Chief Project emerging talent such as Bel
necessary for leaders to be Officer, or equivalents such as French, who made history by
qualified project professionals, Chief Transformation Officer) is becoming the youngest Chartered
much like they do not need an emerging role. This can create Project Professional at age 22. This
to be qualified accountants, conflict with more traditional roles, is important because ChPP is on
marketers or HR professionals. such as the COO (Chief Operating track to become the recognised
But developing a thorough Officer), because if change is standard of competence within
understanding of the principles the only constant, should this be the project profession, and Bel has

Perspectives, 5
Perspectives
Robin Kwong
APM’s newest Honorary Fellow and New
Formats Editor at The Wall Street Journal
Prior to joining The Wall Street Journal in 2019,

Robin Kwong spent 13 years with the Financial
Times in reporting, editing and senior management
demonstrated how this inclusive roles. Kwong is also the creator of the Uber Game,
standard has wide applicability. an award‑winning online news simulation game,
So what are the next steps if and Co‑founder of the Contemporary Narratives
the value of projectification Lab, which facilitates projects that seek to create
in effective leadership is to artist‑journalist collaborations.
be realised?
Q What was your reaction to being named an Honorary Fellow of APM?
1 Organisational leaders
should identify emerging
talent within their community
A I was excited and felt very honoured to be named. I became interested in
project management because I wanted to help people work better together.
But since project management was not well established within journalism, I
of project professionals. In always felt that I had to chart my own path and find my own way to become
addition to offering project a better project manager. I therefore feel very privileged to be welcomed into
management qualifications, the broader professional community and recognised in this way.
leaders should nurture this talent
through establishing ChPP as the Q You began your career as a reporter.
Suddenly, digital
expected standard. Both external How and why did you transition to digital
recruitment processes and internal delivery and innovation?
journalism required
promotion processes should A A traditional print newsroom is a factory cross‑disciplinary
prioritise candidates with ChPP. where well‑established infrastructures teams to collaborate
and deeply honed processes keep with no established
2 Aspiring leaders should seek
to develop a projectification
approach into their role to
everything working at a high speed and a
high volume. A reporter can focus just on
the words for his or her article and trust
playbook and,
often, no common
maximise their effectiveness in that the system will turn all the words into language
delivering change. When looking newspapers delivered to readers’ front
for new roles, they may also wish to doors by the next morning. The internet
seek out organisations that have a changed all that. Suddenly, digital journalism required cross‑disciplinary
demonstrable recognition of and teams to collaborate with no established playbook and, often, no common
commitment to projectification. language. Experiments and projects abounded as technology opened up new
This could be apparent through the ways to do journalism and connect with more diverse audiences. I saw project
existence of roles such as a CPO management as a force multiplier and well‑run projects to be the only way to
or through other explicit reference develop new best practices and processes.
to project competency within
leadership roles. Q How have projects influenced the current media landscape?
A Media organisations have had to adapt to simultaneous overhauls in
3 MBA leaders should act

rapidly to embed project
management as the standard
business model (from advertising to subscription), customer habits (from
print to computers to mobile) and competitors (from other newspapers
to Netflix, Facebook and TikTok). Project‑oriented ways of working help by
fourth pillar of their leadership giving news organisations the flexibility and adaptability needed to survive
programmes. This involves these seismic changes. Instead of a factory mindset, they can workshop
ensuring it has an equivalent new ideas, explore and innovate. This applies to editorial formats (i.e. the
status to finance, marketing and rise of data journalism or interactive news applications) as well as business
HR. Where appropriate, it would practices (i.e. developing metered paywalls). More importantly, projects have
be useful to consider offering a been the main way to bring new skills
project management variant of and disciplines into newsrooms, whether Read more about APM
the MBA that allows for further that’s software developers, audience Honorary Fellowship at www.
specialisation of this important specialists, multimedia producers or apm.org.uk/about-us/how-
aspect of leadership. user‑experience designers. apm-is-run/honorary-fellows
91APMAUG22117.pgs 12.09.2022 11:06

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Project brings together nine young

up‑and‑coming professionals who care
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deeply about sustainability to uncover

their hopes for the future. Make space for
the next generation, writes Emma De Vita.
ART
eet the youngest generation of high‑flyers. Our construction, there are a lot of changes that we need to make
M second attempt at gathering in a West London

studio for our photo shoot is a success. The
rescheduling because of extreme heat has put the worry of
as an industry and hopefully we can make them quickly and
become a little bit more innovative and adaptive to change.”
This adaptable attitude is what Generation X and younger
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climate change to the forefront of everyone’s minds. Millennials now expect from their project leaders. “A good
Sustainability is a core purpose for these young project leader will always stay open‑minded, always keep
professionals, who are making their mark in broad range of learning and stay really agile,” says Peiwen Tian, Project
sectors. And they’re walking the talk. Stacey Bishop, one of Manager at Gleeds. “You need to expand all your soft skills,
APM’s youngest ever chartered professionals, now works as a working with a huge range of people from more professions
Project Manager at SSE Renewables. “I moved into renewables than previously. Also, being able to push boundaries – there
CLIENT
and that was really my moral compass telling me to move into are some really experienced project managers who think of
something that is going to have a positive impact,” she says. a data workstream as not part of an infrastructure project.
“Climate change is such an issue, and by working on offshore We don’t live in the 19th century – infrastructure is not just
wind farms I’m directly contributing to tackling that.” about pouring concrete any more. It’s important to absorb the
For these 20‑ and 30‑somethings, sustainability goes way new elements.”
beyond the personal. “Sustainability matters to everyone Ollie May, Project Manager at Mott MacDonald, sees a
now,” says Iona Neilson, Senior Sustainability Manager at gap between how the older generation does things and how
Formula E, “so project professionals need to make sure it is a the younger generation would like to try and improve the way
consideration in any project they are delivering. Understand things are usually done. “There may have always been a way to
that Millennials might only want to work with you if you have do something, but there must be a better way to do it, and it
an element of that and offer training or at least the space for can be quite difficult sometimes for a younger professional to
that individual to integrate the sustainability principles into challenge those in a senior position,” he explains. “Change is
that project because that’s future‑proofing it,” she warns. necessary in most things and for sustainability it is about
What frustrates them is the slow pace of change. “I have taking an open‑minded approach.”
this sense of urgency about climate change and I feel that This younger generation hopes for more change at the
often with projects it’s a really slow process,” explains Ashlyn top. “A lot of the top of project management looks very
O’Riordan, Assistant Project Manager at Turner & Townsend. similar,” says O’Riordan. “I’d love to see more women at the
“I want people to start pushing their clients to think about top, particularly more women of colour. I think that would
sustainability as an essential part now, because the later we be really exciting. Something we talk about a lot at work is
do it the worse it will be.” She urges those at the top of the diversity, but particularly diversity of thought.”
profession to “feel that sense of urgency that we do”. Lockwood urges those senior professionals not to fear
PHOTOGRAPHY: BEN WRIGHT
Joined‑up efforts across companies and industries new voices and new ideas: “There is still some resistance to
is the hope, says Daniel Lockwood, Associate Director at doing things in a new way and I think that needs to change
Faithful+Gould. “I’d like to influence how we interact as a from top to bottom, and not just chief executives; it’s
wider industry across other disciplines to come together everyone, to the guys building it on‑site. By embracing these
to solve the sustainability issues that we have. Working in new ways of doing things, that’s how we’ll see real change.”

Future leaders, 1
91APMAUG22118.pgs 12.09.2022 12:49

VERSION
Stacey Bishop, 25,

Project Manager, SSE Renewables
REPRO OP
oving from the defence sector to

M work on the Berwick Bank Offshore
Wind Farm project, Stacey Bishop was
until recently APM’s youngest ever
Chartered Project Professional. The
project is currently in the development
SUBS
stage, with the construction phase due to

begin in 2025. Energy should come online “A diverse
in 2029, delivering a massive 4.1GW to the
National Grid. workforce is an
Specialising in digitalisation, Bishop efficient workforce”
is responsible for making the project as
ART
efficient and effective as possible. “I’ve

written a digital strategy on ways that we
can use technology to make the project communicate clearly, being able to “Just because someone is younger
more efficient; that could be anything influence your team to help achieve a than someone else, it doesn’t mean that
from automating processes that are common goal – which is what a project they have to be sat on a seat for a year
admin‑heavy to developing digital twins is. Being able to do that effectively and before they can move into a different
for when the wind farm has actually been efficiently without confusion is really position – or because someone is younger,
PRODUCTION
built, and remote asset management to important to leading a project.” it doesn’t mean that they can’t manage
make managing the wind farm easier.” An up‑and‑coming future leader, someone who is older than them,” she
Reflecting on what makes a Bishop has a message to those in positions says. “A diverse workforce is an efficient
good project leader, Bishop says of power: address your bias, whether it’s workforce, so getting new ideas into
communication is key. “Soft skills conscious or unconscious, or about age, the project management atmosphere is
are really important: being able to ethnic background or gender. so important.”
CLIENT
Daniel Lockwood, 32,

Associate Director, Faithful+Gould
B ased in Edinburgh, Daniel

Lockwood has recently
taken on a new role within
aims to decarbonise existing
large‑scale estates, from
calculating a carbon footprint
the consultancy as Regional benchmark and advising on
Sustainability Lead for Scotland optimised net‑zero roadmaps
and Ireland, while also studying through to design and delivery
for an MSc in sustainable of interventions on‑site.
urban management. He His client‑facing projects
coordinates Faithful+Gould’s include working with local
sustainability offering across authorities in Scotland, looking
five offices and is a key at their strategies for public
member of the sustainability buildings and domestic
technical leadership group housing to identify the most
within the UK business, as well appropriate route to achieving
as an internal business project net zero. “Sustainability is one
called Decarbonomics, which of the most critical challenges.

Future leaders, 2
Eleni Antoniou, 30,
Environment Manager, Ørsted
S ustainability is really important to me. When it came

to starting my career I was keen to do something with
meaning,” says Eleni Antoniou. “Climate change is the biggest
issue facing not only the profession but all organisations and
individuals. As one person, the climate challenge feels too
big to address, so the fact that I can play my part in the green
energy transition and work towards something positive for the
environment is incredibly motivating.”
Joining renewable energy company Ørsted in 2018 to work
on its Hornsea Three offshore wind farm, Antoniou manages
its kittiwake compensation requirements (the kittiwake is a
kind of sea bird), leading the delivery of artificial nesting
structures. “This is the first project of its kind, so I have
established a process from scratch and shown resilience
through multiple challenges, while setting the standard
for the industry and developing proposals entirely
focused on biodiversity.”
Antoniou manages an environmental monitoring and
research programme and coordinates large groups of
consultants from diverse disciplines to execute work to a
tight programme. While ‘project manager’ might not be
in her job title, project management is what she does. She
urges the project profession to support the pipeline of project
management skills coming through, as large‑scale renewable
energy projects cannot be delivered without them.
“The renewables industry is booming,” she says. “It’s really
exciting to be part of the renewables industry and contributing
towards the UK government’s ambitions for offshore wind. The
fact that it is purposeful is really important to me.”
Ultimately, if we don’t stop a couple of years down the

climate change then we are line we measure against those
going to have even more targets and we realise that we
geopolitical problems,” he says. haven’t hit them. There has to
Lockwood says that he be a real mindset change at
feels supported by his bosses government level and at the
and colleagues to make top decision‑making levels to
changes in this area. “I feel not just make these promises
really empowered personally, but actually keep to them.
but I suppose where you “I hope that, because
start to feel a little bit less there is such a groundswell of
empowered is when you see support for sustainability with
COP26 happening and some new generations of people,
great headlines that come that will change. I just hope that
out of it and what sounds like it’s not too late to make the
real tangible action, but then difference we need to make.”
AUTUMN 2022 21
91APMAUG22119.pgs 12.09.2022 12:51

VERSION
Amelia Morgan, 31,

Legal Project Manager, Pinsent Masons
REPRO OP
hair of the newly launched Climate going to keep coming up for all these “Sustainability
C Change and Sustainability Employee exciting new things, and with all these
for me is just a
Network at law firm Pinsent Masons, ideas, people will need help putting
Amelia Morgan also manages the One important change in place. We can be the way of doing and
Million Hours Pledge project, which aims ones who make it happen,” she says. delivering better so
to raise one million hours of intellectual What’s needed right now, she argues, that you’re forward
SUBS
capital across the legal industry to be is a clearer path towards action. “There
drawn down on projects that seek to seems to be a real lack of direction in how thinking and
arrest climate change. people can get involved in an impactful future‑planning
In her day‑to‑day role, Morgan way. There is a real gap between having the whole time,
coordinates matters in international that ambition to make a difference and
arbitration, litigation e‑disclosure and knowing where to go next. So, I’m working
otherwise we’ll get
to a point where we
ART
development consent orders for solar on a green mentoring programme. There

farm developments. Launched in 2021, need to be more professionals who are can’t turn back”
the Climate Change and Employee willing to educate and support younger
Sustainability Network is a global people in knowing how to go about
employee group for her colleagues who getting involved.”
are concerned with climate change;
its purpose is to inform, educate and
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advocate for the promotion of sustainable,

climate‑conscious living. “We hope our
network bridges the gap between what
we tell our clients to do and what we
as individuals do,” she says.
What does she think the future
CLIENT
holds for her and the project

management profession? “I would
like to be more involved in the Ashlyn O’Riordan,
delivery of implementation plans 26, Assistant Project
to actually get those solutions
to spread as far and as wide Manager, Turner &
as possible – with as many Townsend
companies, industries and
people as possible – so
that you can make the
difference and have some
A shlyn O’Riordan joined Turner
& Townsend in 2021 on the
graduate scheme after a stint at
impact,” she explains. The Carbon Trust and now works
“There is so much potential with Essex and Suffolk Water as
and opportunities are just an Engineering Construction
and Contracts Project Manager,
including on its eel works
programme, which is about
installing eel‑screen infrastructure
in rivers to improve biodiversity. She
also leads sustainability within her
cost centre.
“It’s very easy to get quite
depressed by the headlines,” she
says, “but we are taking steps,
and everything you can do,
especially in the most polluting
industries like aviation and
Amelia Morgan infrastructure, counts. If I can

Future leaders, 3
Ollie May, 30,
Project Manager, Mott MacDonald
M ott MacDonald supports the design and construction of a number of

facilities at RAF Lakenheath which are intended for US Visiting Forces.
Ollie May was tasked with finding innovative ways to save energy for one
of the larger buildings being designed, and he successfully convinced US
stakeholders to accept a novel hot‑air recirculation system. Capital cost
savings of £250,000 resulted and £650,000 per year of ongoing fuel savings
were estimated, resulting in a lifetime saving of 116,000 tonnes of CO2. “It was
a no so many times before it was a yes – it was just ensuring that the right
people were shown the right information in the right way,” May explains.
“One of the pillars that Mott MacDonald really emphasises is to
approach sustainability in a very open‑minded way,” he says. “Within the
sector the client is generally after function over form – it either works or it
doesn’t – and sometimes you can approach them with these new ideas and
you’re almost on the back foot; it’s new, it’s never been done before, but it’s
about taking them along the journey,” he explains.
“Sustainability for me is just a way of doing and delivering better so that
you’re forward thinking and future‑planning the whole time, otherwise
we’ll get to a point where we can’t turn back. Clients trust you to do the
best job and you can show them something they’ve not known about
before. Hopefully there will be a domino effect and people will start to see
how things have changed and how they are being delivered, and all of a
sudden the barriers that were put up because it is the unknown start to just
fall down.”
change some of my clients’ attitudes

towards purchasing or the way that Ashlyn O’Riordan
they structure their contracts to make
them more sustainable, then that is
really important.
“I think we have power as project
managers over our projects, but also
over our clients; we can influence
people really well. We have this iron
triangle of time, cost and quality, but
sustainability doesn’t really come into
that and I think it’s because a lot of
clients don’t have the buy‑in, because
2050 is so far away. They’re tight for
money and time, so sustainability
seems like an expensive add‑on. I want
to make the iron triangle more of a
square – I want to make sustainability
another absolute corner of the process
as a way of expanding it.”
O’Riordan is clearly in the right “I like getting stuff done and
profession. “I like getting stuff done managing teams, so project
and managing teams, so project management was built for me”
management was built for me. Even
though I’m a graduate, I have so much
autonomy in my work.”
91APMAUG22120.pgs 13.09.2022 17:02

VERSION
James Patraiko, 27,

Engineering Project Manager, Corre Energy
REPRO OP
ames Patraiko is Engineering Project

J Manager for the lead partner in a
global green hydrogen consortium. He
was most recently lead contact and
SUBS
applicant with the UK Department for

Business, Energy and Industrial Strategy
on a fully funded feasibility study that
aims to receive a further £9.42m to
build and demonstrate the world’s first
intrinsically safe and non‑toxic hydrogen
ART
storage medium.
“Project management makes sense;
it’s logical and it looks at statistics and
analysis based on human behaviour and
teams and it breaks down how to create
something out of nothing in the most
efficient way,” he says. “Engineering and
PRODUCTION
project management are in such high fundamental goals and values. Do you in the world who don’t have access to
demand, and I’m so fortunate in that want money, meaning, a fast‑paced job or electricity. “I want to create some system
because they are so versatile and they are to influence people? Mine is to make the by which you can go into these places and
needed now, especially in sustainability.” world a better place both environmentally give them something, like hosting their
Sustainability, he says, means and for people, and there is a connection own solar panel station that purifies water
everything to him. “There are numerous between those two.” and then they can charge things from
CLIENT
things you can think about when His dream is to eventually set up his their lamps, and then teach them how to
going into a career based on your own own company to support the billion people maintain it and build a new one.”
Iona Neilson, 28,

Senior Sustainability Manager, Formula E
F ormula E is the world’s

first fully electric
single‑seater racing series.
aspires to be one of the most
sustainable sports globally, so
we have a small team to make
Iona Neilson joined in 2018 sure that this is embedded and
as a technical expert in integrated into our business.
environmental management The second strand is more
and compliance, carbon operational delivery, and the
footprinting and ISO 20121. She project management element
also featured as a member of of it is to make sure that
the inaugural Edie 30 Under 30 sustainability is truly integrated
young sustainability leaders into our race product.
club in 2019. “What attracted me to
There are two levels to her Formula E was that it was
role, she explains: strategic really the only sport that had a
and operational. “Formula E purpose around sustainability

Future leaders, 4
Peiwen Tian, 27, Project Manager, Gleeds
H aving recently joined Gleeds, Peiwen Tian was seconded

with the Heathrow Carbon Programme, where she manages
the data workstream, focusing on streamlining the process of
capturing, curating and reporting carbon data across the airport.
“My role is to build on the current carbon footprinting process
and improve the data quality, as well
as automating the process. There is a “Working in
growing demand from stakeholders for
carbon data to be available. The business
sustainability
needs insights on carbon performance keeps me
in all areas of its operations to make sure motivated
we are on the right track for net zero.”
every day to
Before joining Gleeds, Tian worked
on the Greater London Authority’s go into work”
retrofit accelerator programmes in
London through Turner & Townsend and
supported London boroughs on their energy-efficiency projects.
She also worked on the Heathrow Surface Access programme for
sustainable transport, which included projects to encourage more
passengers to use public transport to travel to and from the airport.
Her mini career change to move into sustainability came
during the COVID crisis. “I wanted to get involved in sustainability
projects,” she explains. “When I think about what the purpose of
my work is, one of the biggest challenges we all face is climate
change. Working in sustainability keeps me motivated every day
to go into work, as it is part of solving a problem that would impact
our everyday lives and future generations. Some people think the
work is all glamorous, but obviously it is not always like that. Once
you get into the details, it’s not dissimilar to other infrastructure
projects, but with different considerations, and lots of topics to learn
about as it is quite a new area for most people. I feel more fulfilled in
my job working on something I’m passionate about.”
and it was in its infancy. We such an influential position at

could really mould and shape the moment – even bringing in
the sustainability strategy as hardcore motorsports fans.”
we saw it. To be involved in Neilson, despite not
projects like achieving ISO 20121 being a qualified project
and achieving net‑zero carbon manager, says project
from inception, and being part management skills are vital in
of all of these from the very her role because projects are
beginning to the very end, is ultimately what she delivers.
really satisfying. The future, though, lies with
“I’ve always felt that I go professional accreditation.
to work and I really make a “It gives you credibility,” she
difference in sustainability, not says, and it is something she
just within the sport but across is certainly considering for
the whole industry. We’re in the future.
91APMAUG22121.pgs 12.09.2022 13:15

How to manage Gen Z, 1
VERSION
REPRO OP
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ART
PRODUCTION
CLIENT
HOW DO OUR CITIES

NEED TO CHANGE TO MEET THE
ENVIRONMENTAL AND SOCIAL CHANGES
WE FACE POST-PANDEMIC
AND WITH A CHANGING CLIMATE?
AND WHAT IMPACT WILL THIS HAVE ON
PROJECT PROFESSIONALS TASKED
WITH DELIVERING URBAN PROJECTS?
ALEXANDER GARRETT REPORTS

VERSION
Constructed on 1,500 acres of Changing needs Houses and flats will also need to be
reclaimed land adjacent to the Looking at the big picture, Professor reconfigured to provide more effective
transportation hub of Incheon, Songdo Yolande Barnes, Chair of the Bartlett space for working from home. And Barnes
REPRO OP
in South Korea is, on the face of it, a Real Estate Institute at UCL, says: “We’re says she expects to see the emergence
city of the future, a model for how all heading towards 80% of the world’s of ‘third spaces’, which are neither home
cities could develop. Its streets are lined population living in urban areas – that’s nor office, often located in suburbs and
with sensors that monitor traffic flow; already pretty much the case in developed smaller neighbourhoods. “It may be a
individual homes are controlled by countries like the UK.” The pandemic community workspace, neighbourhood
mobile apps that control air conditioning appears to have caused only a momentary workspace or cooperative workspace.
and lighting; its waste management setback in that process, although it will You’ll see groups of employers getting
SUBS
system sucks domestic waste through have a lasting impact, the most important together to provide a workspace where
tubes to a central plant where it is part of which is the accelerated uptake people can interact and maybe hold
sorted for recycling. And Songdo has of hybrid working. On the face of it, that meetings without having to commute.”
outstanding green credentials, with 40% means people working at home more, less
of its space designated as public parks or commuting and companies requiring less The challenge of net zero
farming plots. office space. Looking forward, the biggest drivers of
ART
And yet it would be misleading to The reality may not be so simple how cities will evolve will be climate
see Songdo as a template for how all though. “Employers are realising that change, the challenge of meeting net‑zero
cities will look in future – especially in a they have to hang on to their office targets and the need to adapt to more
country like the UK, where opportunities space,” says Barnes. They still need to extreme weather. Two of the biggest
for large‑scale greenfield developments accommodate their people even though specific challenges cities face in meeting
are few. In many cases, the challenge occupancy rates are lower. Offices will net‑zero targets are to reduce carbon
facing cities is to improve what is already be reconfigured emissions from cars and to retrofit houses
PRODUCTION
there by enhancing environmental for new ways to make them more energy efficient. On
performance, transport or liveability. In of working. In the first question, one answer is that
the wake of the pandemic, cities are not some cases, they developers no longer provide parking
facing their demise – as some pessimists will become when constructing new high‑density
predicted – but they will need to redefine more flexible, buildings, says Sue Kershaw, Managing
their purpose to become a lot more accommodating Director, Transportation, at Costain and
CLIENT
efficient and human‑centric if they are to other uses outside President of APM. “That way you actually
thrive in the decades to come. Yolande Barnes working hours. force the people in those buildings to
“We’re heading towards

80% of the world’s population Songdo in
South Korea is
living in urban areas” a purpose‑built
‘smart city’

One answer is that
developers no longer
provide parking when
constructing new
high‑density buildings
A ruelle verte to think instead about streets, which

(green alleyway) are human‑centric. This represents a
in the Villeray area
sea change for project management in
of Montreal
urban planning. “Converting driving trips
to walking trips by building pedestrian
crossings and cycle paths – these are very
small‑scale interventions,” says Stonor.
“They risk being so small that they lose
GREENING UP THE CITY the attention of the people who are used
to investing in motorways and flyovers.”
As well as having greener buildings and transport policies, cities in
future will need to be a lot greener in a literal sense, with much greater Small‑scale and replicable
planting of trees, buildings softened with foliage and more green spaces It’s an approach that has also been picked
for those in the densest neighbourhoods. Much of this is to do with heat. up by Bent Flyvbjerg and Alex Budzier,
The ‘urban heat island’ effect occurs when cities replace natural land experts in megaprojects at Oxford
cover with hard paving, concrete and buildings, all of which absorb and University’s Saïd Business School. They
retain heat, making life much more uncomfortable as temperatures rise. describe how ‘smart scale‑ups’ could be
Tim Stonor of Space Syntax says: “The deep shade created by heavy the answer to delivering city development
landscape, lots of big trees and the facades of buildings being green, in future. These are small‑scale, replicable
provides heavy cooling and increases the amount of time throughout projects that can be delivered in an agile
the year that it’s comfortable to walk around.” Rooftop gardens way. “We know that the big, top‑down
are another way of greening buildings while providing a pleasant projects often just don’t work,” says
meeting space. Expect to also see increasing development of green Budzier. “And it’s the ones that are more
thoroughfares of one kind or another. Lisa Taylor of Coherent Cities says: decentralised, more modular, and where
“I’m from Montreal, and one of the things that’s happened there in the you can learn about what it is that we
last few years is what they call ruelles vertes. It basically means green want to get out of a city, that seem to be a
alleyways. They’ve taken over concreted back alleyways and made better way to do it.”
them into green passageways, increasing drainage and reducing the The approach is to experiment, learn
urban heat island and making places much more pleasant.” from your experiments and then, when
something works, to roll it out around a
city. This also takes out a huge amount of
risk. He points, as a counter‑example, to
use public transport,” she says. “Or if always been mobility on foot and on bike the massive, futuristic city of Neom being
they need a car, then they have to go and and creating better, stronger networks of built in Saudi Arabia, which incorporates
hire one.” pedestrian movement across cities,” he three levels of access throughout: for
Longer term, the introduction of explains. “The pandemic actually had a pedestrians, cars and service vehicles. “It’s
autonomous vehicles will alleviate the big impact on public transport because something that has been dreamed up by
need for car ownership, and the appetite of people’s concerns about being too designers without trialling it and seeing
to drive is already waning among younger close to each other and that has alerted how citizens would react,” says Budzier.
ALAMY; PKPHOTOGRAPH/SHUTTERSTOCK
people. Fewer new roads will be built in local authorities all over the world to the “It’s such a high‑risk move; it might work,
future, says Kershaw, and there will be an opportunities to it might not. Who knows?”
increasing focus on maintaining existing invest in walking While the car industry is expected to
roads, using embedded sensors to identify and cycling gravitate rapidly towards electric vehicles,
when work is needed. infrastructure.” with all the implications for charging
At a micro level, far greater investment He wants infrastructure that entails, other forms of
is needed to encourage people to walk and people to stop transport are in prospect. Vertical take‑off
cycle in cities, says Professor Tim Stonor, thinking about drones, perhaps autonomous, could
founder of the architectural consultancy roads that are become a feature of the city airspace.
Space Syntax. “A key focus of ours has Tim Stonor car‑centric and Stonor sees overhead monorail as a public
91APMAUG22123.pgs 12.09.2022 12:11

VERSION
transport option with huge advantages central business districts, manufacturing

over underground trains. “The tunnelling and retail quarters, residential areas
of an underground railway has massive and so on. “I live in the City of London
REPRO OP
carbon disturbance problems – you’re and there are more people now living
taking out a lot of sequestered carbon. By there,” says Taylor. “If you look at a
comparison, monorail is light touch, low development like Bankside Yards on the
cost and can do the longer trips you need south side of the Thames, they call it
in a city.” ‘hypermixed’: there is residential, office
and hotel [space] and retail entertainment
The 15‑minute city – everything you can think of on the site.
SUBS
In planning terms, transport strategy And their whole ethos is based around
is closely intertwined with zoning. The hyperlinks; it’s why you would want to
notion of the 15‑minute city is designed rent there as an office or a residential
to reduce transport impacts by providing tenant, because there is a mix.” London’s Bankside
all needs within a short walking or cycling Much of the fabric of cities that Yards combines
journey. But while it has a role to play, few exists today will still be there in 20 residential, retail
ART
seem to believe people’s lives should be or 30 years’ time. As Chris Rogers, and office space
constricted by that. “It’s important that Professor of Geotechnical Engineering

you are not isolated and that you still have at the University of Birmingham, puts it:
strong transport connections that enable “The usual mantra is to say 80% of what
you to get across a metropolis,” says Lisa we have now will still be here in 2050.”
Taylor, Director of Coherent Cities and Below the surface, that may not be the
ex‑CEO of Future of London. case. Rogers explains: “We build roads and
PRODUCTION
What is likely is that cities will bury pipes beneath them. And if any one
become generally more mixed and less of the utilities needs to access the pipes
strongly differentiated in terms of distinct to repair them, the cheapest direct cost,
which the water companies, for example,
are mandated to do, is to dig trenches. This highlights an important issue:
“It’s important that So we create these beautiful structures, building for resilience.
CLIENT
you are not isolated and then we dig trenches through them “Sustainability is about not providing
and that you still and we soften and weaken the ground.” burdens for the future,” says Rogers.
In future, he says, the answer will “And resilience is all about our systems
have strong transport be to use multi‑utility tunnels that are being able to continue to function
connections” dissociated from the road surface with and deliver their benefits in the face
sensors that can report on deterioration. of change.” It also highlights another
PROJECT MANAGEMENT FOR FUTURE CITIES
In future, urban projects have to deal with huge will have to sell the cost
will require a different increases in uncertainty. of this process to clients.
set of competencies, The ideal project for a “By contrast, demolition
says Professor Andrew project manager is a does all your discovery
Edkins of UCL’s Bartlett greenfield one, because phase in one go; it says,
Real Estate Institute. Far of the certainty of ‘I discovered everything Andrew Edkins
more projects will involve information.” Instead of at this building, and I’ve
repurposing, he explains, there being one stage swept it all out of the way to be accountable for
because of changing of discovery, it will be so I can start with a clean buildings once they
work patterns, but also repeated throughout the slate.’ Well, you won’t be are constructed. As an
because of the embedded project as new issues able to do that.” example, Edkins says,
carbon in buildings and are revealed. Project professionals experience shows that
the increased taxes Project professionals will also become more buildings often don’t
for demolition. will have to master new involved in the delivery of perform to their BREEAM
“That’s going to mean technologies to gather benefits, as contractors assessment once they
that project managers information and they are increasingly expected are in operation and

Desirable density “It’s about being
Among the many challenges facing evidence‑based and
planners in terms of housing in future
will be to create denser neighbourhoods. human‑focused, so
UK cities are far less dense than their everything is built
European counterparts, says Valentine around the end user”
Quinio, Senior Analyst at Centre for Cities.
High rise is a less effective way to boost
density than many think, because of the The issue of making existing homes
space around each building and that taken better insulated is a huge obstacle in
up by the central core. Quinio suggests a the path to meeting net‑zero targets in
more moderate solution: “There’s what we the UK, and one that no government
call mid‑level, which is three, four or five has successfully tackled so far. Rogers
storeys, as you have in Paris or Barcelona, says a new approach is needed. “It will
which gives a desirable level of density probably have to be done through external
and has nothing to do with skyscrapers or insulation, as internal insulation becomes
Hong Kong‑style density.” incredibly disruptive. We need to find
In UK cities, ways of automating those processes and
the suburbs need making them far more standardised and
a major makeover, less labour intensive.”
says Barnes. Too Finally, digital technology will become
many suburbs have a much greater component of how cities
a train station to are designed and function. Whenever the
a city centre but city of the future is discussed, there’s a
not much else, she tendency to talk about smart cities, where
Valentine Quinio says. “They need technology holds sway and everything
to become vibrant is connected to the internet. But what’s
important principle for those managing places in their own right, with shops and more important, says Stonor, is to think
city projects in the future. “We tend to restaurants and buildings where you can about how that technology is used.
work in silos. In cities, where so many work. And there is a major opportunity to “It’s about being evidence‑based and
different stakeholders are involved, we redevelop run‑down streets of interwar human‑focused, so everything is built
need to foster transdisciplinary working semi‑detached houses into terraces with around the end user,” he explains. Cities,
[and to] make people confident enough in a greater sense of community through in other words, are human constructs and
their own abilities to expose themselves to the expedient of infilling and expanding the ultimate aim must be to create cities
other disciplines.” existing properties.” that work for people.
those managing the short‑term economic and how the value of with us. But these are
project will have to take value and more about that status to Liverpool projects that will have
responsibility. “It won’t sustainability, meeting was underestimated. an impact on people’s
be long before we end up carbon targets and also Project professionals lives for decades.” And
with the sort of output and less tangible aspects will increasingly need to in the realm of digital
outcome contracts that of value to the city as a decide whether to become technology, he expects
basically hold contractors’ whole. The relatively small involved in the front‑end that they will also become
feet in the fire.” developments that led aspects of understanding more involved in scenarios
Project professionals to the loss of Liverpool’s value and shaping and modelling, in both
may want to just build UNESCO World Heritage policy, says Edkins. “For construction and other
and leave, but that will status showed how value too long they’ve said: aspects of the project. “For
no longer be an option, can be misunderstood, this has nothing to do example, what happens
he predicts. They will if we have a COVID‑19
need to have a greater Project professionals may want outbreak? How does
understanding of the this building perform? It
different kinds of value
to just build and leave, but that won’t be long before we
that projects can deliver. will no longer be an option rehearse the entire project
It will be less about in a digital environment.”
91APMAUG22124.pgs 12.09.2022 11:52

The Big Interview
VERSION
REPRO OP
Mark Wild
SUBS
Andy Saunders meets Mark Wild,

the megaproject mastermind who
helped turn Crossrail around. With
the Elizabeth Line still not scheduled
ART
to open fully until 2023, ex-CEO Wild

explains the human failures that lay
behind the troubled project.
PRODUCTION
It may have become infamous for being the time), who was tasked with the rescue
four years late and £4bn over budget, but mission in December 2018. But ultimately,
the ‘what’ part of the Crossrail story is only the failure was human, he reckons.
half of the tale. After all, the unwelcome “The risks were all in our risk registers,
truth is that most major projects are late and [the project tools] were state of the
CLIENT
and cost more than anticipated. By those art. But Crossrail still ended up with a
measures alone, project failures like £4bn black hole.
Crossrail are much more common – and “What happened was that the
thus less remarkable – than successes. leadership team created an environment
What made Crossrail’s fall from grace on the board – that I was part of – where
so spectacular was how it happened. failure was not an option. And in an
Suddenly, a scheme that had been touted environment where you weren’t allowed
by its top team as a paragon of modern to fail, people started not measuring the
project management would not only fail important stuff. At the last board meeting
to open as promised in December 2018, it before the collapse, Crossrail was said to
was also going to need a lot more money be 97.1% complete. It wasn’t; it was 60%
than its £14.8bn budget if it were going to complete. We weren’t measuring the right
open at all. And let’s not forget that even things. That was a fundamental mistake.”
now, several months on from the ‘official’ When the truth emerged, it caused
launch date, the Elizabeth Line (as it is as much damage internally as externally.
now known) is still not fully operational. “Crossrail was demobilised, it lost critical
Having carefully built up a glittering mass and we were in a lot of trouble.
international reputation as the definitive The project was stalled but was still
‘on time, on budget’ megaproject, consuming vast resources. To be honest, it
Crossrail lost it almost overnight. was a very, very difficult situation.”
Much time has been spent poring over Wild’s first thought on taking the
LOUISE HAYWOOD-SCHIEFER
the wreckage and asking what tools, controls was to wonder briefly if the whole
technology and processes might have thing could be stopped to stem the flow
helped avert the disaster. of cash and allow some time to regroup,
There are certainly lessons to be but that would compound the delay and
learned at all levels, says Mark Wild, the destroy all remaining momentum. Instead,
former Managing Director of London he went cap in hand to his key suppliers in
Underground (and a Crossrail director at search of a new top team in a hurry. “Key

Mark Wild, 1
“Crossrail was demobilised,
it lost critical mass and
we were in a lot of trouble.
The project was stalled but
was still consuming vast
resources. To be honest, it was
a very, very difficult situation”
91APMAUG22125.pgs 12.09.2022 11:38

The Big Interview
VERSION
people had left, so the first thing I did was There were many other contributory
a rapid re‑inflation of people, to get a new mistakes, however, particularly around CV: MARK WILD
senior team in place.” the failure to identify those parts of the
REPRO OP
This turned out to be easier than it project that were irreducibly complex and 1965 Born to a mining
sounds. Despite its travails, there was to simplify everything else. “Having three family in County Durham
a huge desire to see Crossrail succeed different signalling systems was always 1987 First‑class degree in
among those who had been involved. going to be off the scale – it’s the most electrical and electronic
“I went to the CEOs and chairs of all our complex signalling system in the world engineering, Newcastle
supply chain partners and said to them: and there’s no way around it. For me, that Polytechnic; joins
‘You’re going to help me.’ My side of the means everything else had to become Northern Electric
SUBS
deal was complete transparency; I would simpler and more modular to leave you 1998 Commercial Director,
try my best and there would be no politics. with the core of what was always going to Integrated Utility Services
Their side of the deal was to give me their be an epic integration.” 2005 General Manager,
best people. To a person, they came on But instead, there was complexity Westinghouse Rail Systems
board – no one I asked for help didn’t added at every level, he says, from 2013 CEO, Public Transport
help me.” bespoke architect‑designed stations with Victoria (Australia)
ART
hundreds of different types of doorways to 2016 Managing Director,

Although he is a highly experienced unnecessary gold‑plating of the technical London Underground
executive who has worked in urban rail specs. “Crossrail is a world‑class railway; 2018 CEO, Crossrail
and metro transport for most of his career, there’s no doubt about that. Some parts Aug 2022 CEO, SGN
in some ways Wild was a surprising choice of it will blow people’s minds – the train
for the job of getting Crossrail back on control system, the ventilation. But there’s
track. He happily puts his hands up to also a lot of needless complexity. Crossrail
PRODUCTION
having been part of the board that led was the first major project to use LED and that the client couldn’t see. That’s a
Crossrail into trouble, but says that an lighting throughout, which is a great mind‑blowing statistic.”
outsider may have had spotlessly clean positive for sustainability. But all the It’s also clear that setting a fixed
hands, but would have struggled with the thousands of LED bulbs are individually end date many years in advance – which
need for urgent action on the one hand condition‑monitored, which doesn’t looked like a bold statement of intent
and the vertiginous learning curve of a reflect how they are actually maintained. – became a suffocating weight. The key
CLIENT
standing start on the other. That’s a good example of complexity that to major project delivery in future, Wild
“One of the things that made me the operator doesn’t really need.” says, is going to be managing windows of
a good choice was that I already knew With no fewer than 37 procurement uncertainty rather than fixed deadlines
about Crossrail and that the project contracts, the project design itself was also that may be little more than a guess and
fundamentals were sound. I was running will damage external credibility and
London Underground and I was on the internal morale when they inevitably slip.
Crossrail board, so I certainly didn’t
“I was running London Those windows will be big initially
come in on some kind of white charger Underground and was when the uncertainty is equally big
and sort it out. But I was supported by on the Crossrail board, – perhaps a year or two in the early
the Commissioner, the Mayor and the so I certainly didn’t phases – but will narrow to months and
Permanent Secretary. If somebody had weeks as completion gets closer and
landed cold into that situation, I don’t come in on some kind the uncertainty level drops. “The art of
know what they would have been able of white charger and project management will be to drive the
to do.” sort it out” teams to the front edge [the earlier end
The established narrative around the of the window]. The later date is your
Crossrail calamity has already set into a commitment to your stakeholders, but the
sort of high‑tech, high‑stakes version of over‑complicated and led to a build‑up earlier date is the one you drive the team
the Millennium Dome saga – too much of hidden systemic risk, because no one towards.” That way, there is always a bit of
focus on the ‘hardware’ construction had sight of the sum of the problems wriggle room, whatever stage the project
phase and too little on making a cohesive that were accumulating across all those is at.
operational whole. There’s truth in that, individual parts.
Wild says, especially when it comes to “All of these contracts had what we The son of a Durham miner, Wild grew
the challenge of integrating the mass of called an ‘element outstanding works up in a “classic working‑class family”, he
digital technology that lies at the heart list’ – things that weren’t quite right says. He comes across as down to earth
of Crossrail – something that was hugely that had to be addressed. In my first and approachable, but also unafraid to
underestimated by the original team, for six months at Crossrail, the Technical take tough decisions. “I was a bit of a
whom boring tunnels looked like the hard Director added them all up, and there late starter academically. My dad always
part of the job. were 75,000 of them in total, off the books wanted me to be an engineer, so I went

Mark Wild, 2
The Canary Wharf Elizabeth Line station
opened in May 2022
during the Crossrail years. “Crossrail was

all‑consuming, seven days a week. My
decompression is cycling. In normal life, I
love long cycle rides, but they have had to
take a bit of a break.”
But despite the rise in remote working
and the change in people’s travel habits
that has arisen during the pandemic,
Wild remains a firm believer in the
transformative power of public transport.
“I travel the world and everywhere I go
people are interested in the Elizabeth
to Newcastle Polytechnic, did electrical “My decompression is Line. It’s catalytic.” He is also convinced
engineering and joined the electricity that the project will ultimately produce its
cycling. In normal life promised £42bn of economic benefit for
industry.” Perhaps his career‑defining
moment came when that industry was I love long cycle rides, London and the rest of the UK.
privatised and his employer – state‑owned but they have had to “There might be a bit of a delay
Northern Electric – was bought by take a bit of a break” [in realising the benefit], but we built
Berkshire Hathaway, the investment Crossrail for a 120‑year design life. It’ll
company owned by Warren Buffet. still be here in 250 years. It’s globally
His ambition fired by the prospect for London, what’s next for Wild? “I was recognised as probably the world’s leading
of international travel and the spice of always going to leave when we opened railway. In one way, we’ve kind of won
competition, he left the regulated utility the Elizabeth Line, and now I am heading the cup, but what happened was very
sector and joined the rail industry, where back to the utility sector as CEO of SGN, serious and we did let people down – that
he ended up as General Manager for one of Britain’s four gas distributors. It’s matters. We can’t afford another major
Westinghouse Rail Systems. He then a large‑scale business operationally, but programme black hole like this, which is
worked on resignalling the Jubilee Line, for me the real attraction is the drive to why seeking the truth is so important.”
before heading in 2012 to Australia, where net zero.” With legacy projects, the proven
he became CEO of Public Transport As projects inevitably become more long‑term benefits quickly wipe from
Victoria, responsible among other things complex and more digital, a new breed the collective memory any budget and
for Melbourne’s famous green and yellow of project professionals and leaders will deadline overruns. As BBC presenter
W‑class historic trams. “I realised that be required, Wild believes, and despite Evan Davis told Project earlier this year:
I wanted to be a more general leader, Crossrail’s manifold failures it has also “[People] get annoyed when they see
but that I didn’t have much operational shown us the way to future success. Crossrail was meant to open in 2018…
experience. The attraction of Australia was “What it isn’t about is a single person but the truth is the public swoon over
that it was a great place to live, and I got heroically leading the charge. The modern some of the great achievements that
my hands on all of the state of Victoria’s project leader will be curious; they will project managers do, and they love it
LOUISE HAYWOOD-SCHIEFER; ALAMY
public transport network. I also think it’s understand uncertainty and that some when projects go right.” And Crossrail, we
important to have experience of working things are unknowable, but they will work suspect, will be one of those.
in both the public and private sectors.” to minimise them. They will be people
Wild came back to the UK in 2016, who can listen, convene and create an
lured by the offer of “the best job in the environment where there is no fear.” Listen to Mark Wild’s interview on
world”, Managing Director of London the APM Podcast at bit.ly/3Ca7UAD
Underground. Now he has handed over an He’s also hoping his new role will leave
operational – if not quite fully complete him with a bit more time to get out on his
– Elizabeth Line to the team at Transport bicycle, which has been gathering dust
91APMAUG22126.pgs 12.09.2022 11:39

VERSION
REPRO OP
SUBS
REBOOTED
ART
DAVE WALLER CHARTS THE PROGRESSION OF AGILE FROM ITS BIRTH

21 YEARS AGO IN A UTAH SKI LODGE TO ITS CURRENT MATURITY AS AN
ITERATIVE PROJECT LIFE CYCLE. WHERE MIGHT IT BE HEADED NEXT?
AND WHAT WILL THIS MEAN FOR THE WORLD OF PROJECTS?
PRODUCTION
Last year, when Duena Blomstrom went impeding their software work, and came understanding it: leading to clashes
to get an ‘agile’ tattoo on her forearm, up with the Agile Manifesto (see box). with project professionals’ need for
her London‑based tattooist wasn’t At its core, agile is about maintaining a bigger‑picture clarity and thoroughness,
convinced. Blomstrom’s proposed fixation on the customer and delivering and passing off traditional linear life
design featured lots of tickets under the them increments of value – fast. This cycle ‘waterfall’ habits, such as asking
CLIENT
headings ‘to do’ and ‘done’, but only is achieved by breaking project work for clearance before starting new tasks,
two under ‘doing’. The artist thought down into defined sprints and allowing as agile.
it looked unbalanced. “I had to spend teams to self‑organise, harnessing a “Companies so badly want to be
an hour explaining the whole concept process of estimation, tracking and agile, but when you really look under
of agility and work in progress,” says continuous improvement. the hood, many aren’t exhibiting those
Blomstrom, co‑founder of software core principles,” says John Carter, a
start‑up PeopleNotTech and author “Companies so badly Silicon Valley‑based consultant whose
of People Before Tech: The importance of past clients include Apple and Amazon.
psychological safety and teamwork in the
want to be agile, but “Someone gets some agile training and
digital age, who points out that a key when you really look adopts two‑week work schedules in their
principle of agile is to keep the number under the hood, many team, and leadership sees that and tells all
of active tasks to a minimum. aren’t exhibiting those their teams to do the same. But they’re not
“In the end she agreed that just a few self‑organising teams. They’re not doing
tickets under ‘doing’ is better than many. core principles” customer demos, estimation or so many
That was a lesson for me: even a tattoo things that really define agile. The fall‑out
artist can appreciate the principles of is they can’t deliver on time, and they
agile eventually,” she explains. What may “There’s no process that can’t be done don’t delight their customers.”
be harder for the reader to appreciate is with agile at the core,” says Blomstrom.
that someone would want to get a project Indeed, the iterative life cycle of agile More than two pizzas
management methodology tattooed onto has since been adapted and applied as To those companies, it may simply seem
their arm in the first place. Blomstrom a project management methodology like agile itself isn’t working. And in
calls it an “agile fetish”. She’s not alone. everywhere from marketing to aviation, some respects, even when it’s applied
often by organisations seeking a better as intended, it isn’t. For example, the
The early days response to a turbulent and uncertain leading players in Silicon Valley are still
It’s now over 21 years since a group of global marketplace. Yet this widespread wrestling with the question of how to get
organisational architects met at a ski adoption has also led to dilution. Many agile to scale. Amazon CEO Jeff Bezos has
lodge in Utah, frustrated that top‑down, organisations have taken on the concept, described the ultimate agile unit as a “two
documentation‑heavy processes were often at great expense, without truly pizza” team. Meaning every scrum team,

Agile, 1
91APMAUG22127.pgs 12.09.2022 12:08

VERSION
one of the basic building blocks of agile, Carter describes the IBM-originated
should be able to be fed with two pizzas. Disciplined Agile framework as
Carter, who has worked with Mozilla, the
“the most clunky, heavyweight,
REPRO OP
company behind the Firefox browser,

points out that it takes 1,000 people process-rich disaster I’ve ever seen”
to write code for a browser. By Bezos’s
measure, that’s well over 100 scrum
teams: a lot of pizzas, and a huge amount How to make agile work
of coordination, which opens the door to There have been other efforts. Carter
some very un‑agile complexity. THE AGILE MANIFESTO describes the IBM‑originated Disciplined
SUBS
“When scrum teams have to (2001): SIX KEY Agile framework as “the most clunky,
coordinate, they get hit with dependency,” PRINCIPLES heavyweight, process‑rich disaster I’ve
explains Carter. “One team depends on ever seen”. But it helped spawn the
another to get a certain task done. But industry’s current standard, the Scaled
agile is not a milestone‑driven technique;
it’s interval‑driven – you ship whatever is
1 Our highest priority is
to satisfy the customer
through early and
Agile Framework for the Enterprise
(SAFe). And in 2019, Atlassian,
ART
done at the end of each interval. So if one continuous delivery of the company behind agile project
team starts carrying things over to the next valuable software. management tools like Jira and Trello,
sprint, the dependent team may be dead rolled out Jira Align, a cloud‑based
in the water because it needs that other platform designed to “connect business
team’s product in order to work.”
Back in 2011, Spotify published a
2 Welcome changing
requirements, even
late in development.
strategy to customer outcomes at
enterprise scale”. Yet the task of figuring
framework designed to tackle this very Agile processes out how to make agile work on a bigger
PRODUCTION
issue. Known since as the Spotify model, it harness change scale remains very much an active ticket.
added terms like Squads, Tribes, Chapters for the customer’s Back in the land of project
and Guilds to the agile lexicon, and put competitive advantage. management, Adrian Pyne, author of Agile
a greater emphasis on teams’ autonomy. Beyond IT, has had a front‑row seat for
And it was duly lauded by countless agile’s journey beyond the tech world. In
imitators around the world. Yet the Spotify 3 Deliver working
software frequently, 2008, he was brought in to troubleshoot
CLIENT
model should serve as a cautionary from a couple of weeks at an insurance company that had
chapter in this broader story of agile to a couple of months, introduced scrum for project management
adoption: its authors have since revealed with a preference for the and was struggling. “I looked at them and
shorter timescale. wondered why they were using a hammer
“I looked at them to put a screw into a wall,” he says.
“It’s the wrong tool. Scrum is software
and wondered why
they were using a
4 Build projects
around motivated
individuals. Give them the
development. Project management is
project management. And scrum does
hammer to put a environment and support not contain about 80% of what project
they need, and trust them management does.”
screw into a wall… to get the job done.
It’s the wrong tool" Tipping points
Pyne’s initial observation sparked a period
it was never intended as a published

5 Agile processes
promote sustainable
development. The
of deeper investigation. The more he
talked to people, the more he realised that
framework for other companies to copy. sponsors, developers there was “this massive misunderstanding
And it’s been criticised for assuming and users should be able about adapting agile practices into project
people are competent collaborators and to maintain a constant management”. Yet he acknowledges
failing to strike the right balance between pace indefinitely. there’s plenty of reason why these
autonomy and alignment. companies should try. As everything from
In fact, according to Joakim Sunden, technology to regulation and consumer
an agile coach who worked at Spotify from
2011 to 2017, Spotify didn’t even use its
6 At regular intervals,
the team reflects
on how to become
demand changes fast, companies have
to be able to respond and adapt quickly,
own model. “Even at the time we wrote it, more effective, then and innovate more quickly than their
we weren’t doing it,” he has said. “It was tunes and adjusts its competition. Hence agile remains the de
part ambition, part approximation. People behaviour accordingly. facto framework in Silicon Valley.
have really struggled to copy something A 2021 report by PA Consulting,
that didn’t really exist.” The Evolution of the Agile Organisation,

Agile, 2
found that the top 10% of financial
performers were 30% more agile than the
competition. Companies are more likely TO AGILITY AND BEYOND: NEXT STEPS FOR
to be successful if they can remain close FUTURE-PROOFING YOUR PROJECTS
to their customers and adapt to changing
conditions. “In many sectors, companies
are going to reach certain tipping points
where they either move towards being
1 Know where you’re struggling. Get feedback from
every team member on the problems caused by
company culture, process and structure – whether that’s
agile organisations or they simply won’t poor communication between teams, or leadership’s
survive,” says Pyne. insistence on using slow waterfall techniques.
Amazon is one Silicon Valley company
that’s given a lot of thought to survival. In
a famous letter to Amazon shareholders
in 2017, CEO Bezos wrote: “Day 2 is stasis.
2 Take the parts that work for you. Most projects
combine agile with other methodologies, so you don’t
need to strip down your organisational chart and rebuild it
Followed by irrelevance. Followed by completely to fit the agile model.
excruciating, painful decline. Followed by
death. And that is why it is always Day 1.”
Refining agile
3 Adjusting your way of working isn’t enough. Agile
is a mindset, so people’s mentality has to change to
embrace the new working methods too.
Refining agile remains a key factor
in maintaining a start‑up mentality.
Organisational network analysis is used
to audit Amazon’s team structures,
4 Run an audit of your teams’ psychological safety.
Are your people fearful? Are they empowered? As work
gets faster and more unpredictable, psychological safety
examining how communications, becomes a key condition of successful agile teams.
information and decisions flow through its
informal employee relationships, helping
to avert bottlenecks in decision‑making
and other issues. Amazon also employs a
5 It’s about delighting your customer. Project
management is all about delivering value. So is agile.
And that value comes through ensuring your customer,
Working Backwards process, where teams and their needs, are guiding decisions.
write press releases, FAQs and product
manuals for products that haven’t yet
been approved, to test and improve their
quality and customer fit. applies them to operations processes. Yet without this healthy dynamic, based on
Carter reports how his clients too are like agile, DevOps struggles with larger psychological safety.”
honing their use of agile by ensuring they tasks, so its use in project management
retain a laser focus on their customer – to necessitates a combination with more Where next?
ensure products and services are helping traditional linear life cycle methods It’s unlikely that Blomstrom will be getting
them get their most important jobs done. to achieve the necessary oversight a cover‑up for her agile tattoo any time
“That’s a very powerful way to take agile and governance. soon. Silicon Valley is still in thrall to its
principles that maybe aren’t fully working For Blomstrom, meanwhile, Silicon principles, and its advance beyond the
and put them in the right space, getting Valley’s approach to agile now sees tech sector is sure to continue, as change
greater customer feedback throughout organisations putting their own people in everything from tech to supply chains
development,” he says. “That will improve at the centre of everything they do. This and regulations keeps getting faster. The
your course.” includes investing time in concepts future of projects means adopting agile
Another powerful development lies like psychological safety, which, says right: changing the organisational culture
in DevOps, an extension of agile that Blomstrom, is “crucial for any type of and mindset, keeping the customer front
takes its innovations in development and agile enterprise”. and centre, and ensuring teams are set
“The type of extreme collaboration up psychologically to handle the rapidly
seen today requires the team to feel safe to changing demands of work. And that’s
“The type of extreme take interpersonal risks with each other,” plenty to keep project professionals’
collaboration seen says Blomstrom, “to tell each other when minds focused.
today requires the they think something’s wrong and change “Agile is something that keeps
team to feel safe to direction, and to go together as fast as evolving,” says Pyne. “So it’s pointless
possible as a unit, often not doing the wondering what’s next after agile. You’d
take interpersonal work they were hired for. I’m a big believer just as well ask what’s next after project
risks with each other” in the fact that agile is the only way to management. Let’s do it properly first, and
go. But teams can’t be high performing then take it where it goes.”
91APMAUG22128.pgs 12.09.2022 11:54

VERSION
The future of
REPRO OP
artificial intelligence
in project
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management
ART
NEW RESEARCH FROM APM REVEALS SOME the change and impact AI will have on
professionals’ roles, organisations have
IMPORTANT TRUTHS ABOUT HOW PROJECT an opportunity to build a trustworthy
PRODUCTION
PROFESSIONALS PERCEIVE AI TECHNOLOGY, workplace and support professionals

when exploring this novel technology.
ITS USEFULNESS FOR PROJECTS AND n Ease of use. Professionals state that
WHETHER AI CAN EVER LEARN TO BE A using AI is a challenge because it’s not
easy to use. This becomes a barrier for
PROJECT PROFESSIONAL implementation and can slow down
CLIENT
the overall adoption of AI. Some of

the challenges of AI are inherently
New APM research provides insights participants stated training in AI is difficult to change, such as reusing data
into the critical conversation about important in order to use it for projects. and AI models for different problems.
the role of artificial intelligence (AI) Project organisations are not providing However, this becomes an opportunity
technology in project management. training in AI at a sufficient level. for early adopters to improve AI’s ease
For the individual project professional, However, organisations that provide of use.
the current low use of AI in projects good AI training will reap the rewards.
opens up opportunities to get ahead n Varying degrees of understanding. What action should
of the competition and gain valuable Many project professionals have a project professionals and
skills before the technology becomes limited understanding of how AI can organisations take?
widespread. The professionals who be used in projects, so developing 1 Offer AI training
recognise AI’s opportunities and potential expertise in AI will give professionals Project organisations need to make
early on are likely to be the ones who and their organisations significant training in AI more available for
demonstrate its increasing value and advantages and opportunities. professionals. It is key for organisations’
implement its use for positive project n A high degree of novelty. AI is still senior management to focus on increasing
outcomes. According to a new APM unproven in many project sectors professionals’ AI skills.
research report, Artificial Intelligence and real‑life case studies of AI used 2 Create a ‘why’ for using AI
in Project Management: A review of AI’s by project professionals are scarce. To use AI successfully it is crucial
usefulness and future considerations for the However, this creates opportunities for for project organisations to justify
project profession, the opportunities and businesses that are successful in this why this technology is necessary
challenges of using AI surround: field to take a leading role. through an organisational ‘why’. This
n Training. The number of project n Ambiguity of the impact of AI. will set the correct expectations and
professionals who have received Although project professionals believe create a common purpose for using
training in AI is significantly low, yet AI will impact the project profession, this technology.
the demand for AI‑skilled individuals there is some ambiguity around what 3 Define a clear AI
is high. This is an important finding the consequences of this impact will be. problem formulation
since a large majority of the survey If employers successfully communicate Our research shows that AI can

AI, 1
benefit decision‑making and support
problem‑solving functions. To enable
this, it is important for professionals to
be specific in how to use AI. We suggest
professionals and organisations should
articulate a clear problem formulation
for the objective of using AI that will
enable better use of resources for data
management and identify suitable AI
techniques for solving specific problems.
4 Develop effective data
management processes
Having suitable data is crucial for effective
AI. To adopt and implement AI, project
organisations need to establish sufficient
data management processes. This may
include sharing data between internal
project teams, managing historical project
data and using external project databases.
5 Create an open learning
AI environment
Project professionals do not find AI
easy to use and project organisations
should aim to make AI more accessible.
To achieve this, organisations should
create an open and inviting learning
environment where learning about AI is
encouraged across the whole organisation.
This is an edited extract from the APM

research report Artificial Intelligence in
Project Management: A review of AI’s
usefulness and future considerations for
the project profession by Professor Nicholas
Dacre and Fredrik Kockum, University of
Southampton Business School (June 2022)
91APMAUG22132.pgs 12.09.2022 11:57

VERSION
Can AI learn to be a to developing the behaviour. Hence this Therefore, it could support a human
project professional? creates a certain protection for the career project professional in predicting the
According to the APM research report status of project managers versus AI, behaviour or preferences of a client.
REPRO OP
Can Artificial Intelligence Learn to be a provided that the practices being passed Data availability and quality are the
Project Professional? Potential implications on are still of value. main concerns in developing project
for the professional status of project Current AI mainly uses historical management AI, which is a significant
management, no matter whether human data to predict future performance. barrier. AI will have an active role in
project professionals or an AI tool However, when dealing with human simulating project performance when
are considered, there is no conflict in beings, project professionals’ irrationality there is sufficient data available. This
terms of the targets of human project based on subjective experience is too aligns with current research into the
SUBS
professional learning and AI learning. The unpredictable to be digitalised within functions of project management AI in
fundamental target is to enhance project an algorithm as input for AI’s learning. predicting project success, monitoring
management performance and deliver cost and time, validating safety and
project outcomes. Of course, who owns The practitioner using forecasting demand, hence acting in an
that learning and the uses it is put to are effective, but passive, decision‑support
another matter. AI could become the role. AI is a knowledge‑based platform,
ART
To deliver, project professionals need most important person so in terms of enhancing the knowledge
to master both hard skills and soft skills on a project, providing communication, AI can make a difference
to deal with clients’ requirements and and contribute to ‘best practice’.
dynamic business contexts. Since the
a ‘sixth sense’ In terms of learning, there are possible
soft skills of dealing with team members impacts on the transfer of practices from
and stakeholders were considered an senior to junior. As AI learns and historical
important competence, one of the main Trust and reputation based on emotional data on project professional performance
PRODUCTION
learning inputs of project professionals reliability cannot be earned by AI as it accumulates, forensic insights into team
is the experience of interacting with can with human beings. However, with its performance are possible. However,
peers and stakeholders. This situated, learning ability and a suitable database, based on this, a predictive recruitment
‘word‑of‑mouth’ learning resource would AI can collect changing requirements and AI may decide which projects a worker
be difficult for AI to replicate in terms of characteristics of different clients and gets to participate in or who is considered
obtaining the input data as a prerequisite generalise data from different projects. effective in what context. This will have
CLIENT
HOW USEFUL COULD AI BE FOR PROJECT PROFESSIONALS?
It enhances large sets of data and It improves efficiency results from the
decision‑making identifying potential when analysing large benefits of improved
AI does not find the solutions when problems volumes of data decision‑making,
correct answer to arise. One professional We humans are limited in problem‑solving, project
problems every time. said: “We often get our cognitive abilities and planning and analysis of
However, when used behind schedule, and we most of us have difficulty large data sets.
in an efficient way, then need to manage and processing large sets of
professionals suggest reassess our resources. information from multiple There is a positive
AI can enhance the Using the AI predictions sources. Professionals correlation between
decision‑making process can help us manage our stated that AI is an the level of project
in projects, which could resources better.” important tool when complexity and AI’s
be one of the most analysing large data sets. perceived usefulness
beneficial elements of AI. It is most likely to Professionals believe
be used during It has the potential complex projects benefit
It supports project planning to increase project more than simple projects
problem‑solving The analytical capabilities success and mitigate from AI. This indicates
functions of AI can improve project failure that there is a positive
A key benefit of using AI planning activities, and Professionals believe correlation between
in projects is to support with its efficient data AI has the potential project complexity and
problem‑solving management an AI tool to increase project the perceived usefulness
functions. This can be can be highly beneficial success and reduce of AI. Additionally, during
done through analysing for project professionals. project failure. This also research interviews

AI, 2
IS AI REALLY THE
FUTURE OF ‘BIG’
PROJECT MANAGEMENT?
Brett Parnell and Merlin Stone

provoke the profession to ask
some critical questions
There is no doubt about the impact of

AI in many areas of business. Wherever
there is lots of data about repeated
events, AI can be used to find patterns,
predict what comes next, diagnose
problems and so on. This also applies
to projects where the same activities
are repeated many times. However, for
serious consequences for learning and are more predisposed to variance. large and/or complex projects, or for
the kinds of high cost but potentially Leadership can have earlier warnings of ones which are full of ‘first of a kind’
high value learning that comes from emergent issues. situations, AI’s utility is less clear. Here,
failure. Although, conversely, it could To obtain the benefits of AI for and the role of the project professional –
raise barriers against poor performance defend against the threat of encroachment managing the people who deliver the
which might improve the reputation of the that is not on professionals’ terms, project – will remain. Or will it? At the
profession in a company or in society. human project professionals and their centre of the debate on AI in project
The project practitioner using AI professional associations should: management lie several questions:
could become the most important person n demonstrate and develop codes of
on a project, providing a ‘sixth sense’ ethics, particularly around negotiation What are project managers’
and ‘superpowers’ to avoid variance and convincing of clients; competencies, and which
and identify which activities and work n motivate project professionals are relevant in different types
breakdown structure components towards ethical conduct and soft of project?
skill development; You might have thought that
n develop and reward the use of soft the answer to this first question
skills in the workplace, particularly has been documented clearly in
we found examples motivation and recognition of bodies of knowledge. However, it
of professionals who peer excellence; may be appropriate to re‑evaluate
preferred to use AI for n master data management skills to competencies, particularly the
complex projects rather create better data sources as data distinction between behavioural
than other projects. quality can impact both human and (especially emotional intelligence,
One professional said: AI development; creativity and ethics) and other
“Complex projects n master basic AI knowledge in order to competencies, but also to review the
consist of many maintain control of and work with AI competencies in light of how AI is
unknowns, and the and deliver successful projects; developing, so that competencies can
unknowns are increasing n strengthen senior‑junior relationships be classified according to whether AI
in our projects. We and peer‑learning approaches, building replaces or supports the competencies
can see that using AI mentorship between senior and junior or threatens their deployment. This
technology reduces project professionals; and applies particularly to complex
some of our unknowns. n promote new learning opportunities for projects, where the relationship
For a simple project, we juniors, especially if the more routine between competencies and project
do not see the same need activities become digitalised. success is most critical.
for AI.”
What do project professionals
This is an edited extract from the APM actually do during project
Source: Artificial Intelligence in research report Can Artificial Intelligence planning and implementation and
Project Management: A review Learn to be a Project Professional? how do they do it?
of AI’s usefulness and future Potential implications for the professional What project professionals do is
considerations for the project status of project management by Dr Kun generally understood, although the
profession (APM, June 2022) Wang and Dr Ian Stewart, University of time and effort spent on different
Manchester (June 2022) activities varies between projects, ➜
91APMAUG22133.pgs 12.09.2022 11:57

AI, 3
VERSION
between the roles of different project How will AI be deployed to analyse

managers, between levels of seniority and predict?
and in other ways. Research into the role Data analysis may best be done by
REPRO OP
of AI should avoid generalisations, but combining human and artificial

focus on specific examples of deployment intelligence, e.g. by humans initially
of AI to replace or support project identifying the meaning of data and then
professional activity. training the AI to generalise from these
classifications – so‑called ‘supervised
How is this work affected by general learning’. Once all the data becomes
developments in technology? analysable, the idea of a digital twin for a
SUBS
This area is well understood, with project comes into its own. Digital twins
technology facilitating increased The idea is that thrive in situations where high volumes
efficiency and reduced time spent on AI can be used to of data are used to optimise management
routine tasks, making non‑routine improve predictions of of technical artefacts (e.g. buildings,
activities more rewarding and (ideally) airliners). The question is whether,
successful. It is one of the focuses of
outcomes of particular in projects that involve substantial
project actions
ART
APM’s research project Projecting the behavioural change, the digital twin
Future, and here a key recommendation is approach can be used to plan, model and
for project professionals to develop their manage delivery.
understanding of new technologies.
big volumes of data, bigger than currently What will the benefits of the
In which of these tasks can project used in megaprojects. If AI is to improve deployment of AI be?
professionals be replaced by AI or project management, it will need much The benefits of applying AI to project
PRODUCTION
supported by AI to do tasks better more data from projects, perhaps even management are expected to include:
and/or faster? by‑the‑minute reporting of project status. n creation of a stronger and more widely
A key issue is how human roles can be Much of the extra data needed for AI to be shared basis for decision‑making;
combined with AI, as opposed to being deployed successfully is unstructured, e.g. n increased rationality, especially via
replaced by it. The idea is that AI can be project professionals’ opinions about risks removing/reducing decision‑makers’
used to improve predictions of outcomes (perhaps even their sentiments, building cognitive bias;
CLIENT
of particular project actions, including on the sentiment analysis so common in n more accurate forecasting of project
enhanced risk analysis. However, there the social media world), and may not even progress and completion;
is not much reliable and deep public be captured now. So, much effort will be n increased speed of decision‑making,
evidence of how project planning and needed for identifying and collecting many especially in response to new data
delivery have been affected and, more different sorts of data – structured and being available, e.g. about the status
importantly, what tools and techniques unstructured. There is no presumption of the project, changes in expected
have been deployed in practice that these new data sets will be perfect. costs or benefits or changes in
and how they should be developed The key is to identify and make use of stakeholder requirements;
and implemented. them, learning through AI which data sets n improved identification of missing or
are useful, and in what forms, and where imperfect data;
What data development is required improving the quality of the data might n better incorporation of learning
to ensure the deployability of AI? bring returns, including identifying where from experience; and
AI thrives in the world of big data. AI needs the data may be inaccurate or wrong. n higher quality management of projects
and resulting higher success rates.
Our understanding of AI has
developed greatly in the past few years,
RESOURCES but we must dig deeper to understand
how AI can improve project management,
Artificial Intelligence in Project Management: A review of AI’s other than by substituting automated
usefulness and future considerations for the project profession, analysis for routine tasks. The main focus
Professor Nicholas Dacre and Fredrik Kockum, University of of our work should be on the most central
Southampton Business School (APM, June 2022), bit.ly/3PVydyz element of project performance, the
human factor. We believe more research
Can Artificial Intelligence Learn to be a Project Professional? Potential into this is needed.
implications for the professional status of project management,
Dr Kun Wang and Dr Ian Stewart, University of Manchester (APM, Brett Parnell is Principal Consultant at
June 2022), bit.ly/3zQeWsK MI‑GSO PCUBED, and Professor Merlin
Stone is Principal at Merlin Stone Consulting

gen Z, 1
VERSION
REPRO OP
HOW TO MANAGE GEN Z

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COACH SCOTT HAY TELLS YOU EVERYTHING YOU NEED TO KNOW ABOUT HOW
TO WORK WITH YOUR YOUNGEST COLLEAGUES
Whether you’re a project manager
or team leader, it’s important
to know how to manage Gen Z
ART
workers. Aged up to 24, they are the

future of the workforce, and they
have different expectations and
needs than previous generations.
Here are some tips for managing
Gen Z employees effectively:
PRODUCTION
1 Seek to understand your

young people
Gen Z were born after 1995. While
they share characteristics with
Millennials, their early years have
been influenced by a very different
CLIENT
world, which is what helps set them

apart. Here’s how:
n Digital natives. Gen Z were born
into the world of technology,
the positives being that an
abundance of information and
the opportunity to connect is
literally at their fingertips. That
helps them to enhance their
knowledge and learning. The
downside is too much time spent
on devices can result in feelings
of isolation and less developed and sustaining meaningful generation, they want an alignment
social skills. relationships, has taken its toll. between personal and company
n Equality, diversity and inclusion. n Politically astute. Gen Z are values. If there is a disconnect, they
Gen Z are values‑driven and politically progressive. They are either won’t apply for jobs or it won’t
care about equality, diversity and very open to sharing opinions be long until they get itchy feet.
inclusion. They want to work for and more likely to be activists. They value flexibility, work‑life
organisations that they morally They believe that governments balance and want to feel like their
GROUND PICTURE/SHUTTERSTOCK
align with. They value ‘allyship’ should take more responsibility work is meaningful. They want
groups and being around for solving societal problems. to roll up their sleeves and get
like‑minded people. actively involved in solving the root
n Mental health. Gen Z were
impacted by mental health
challenges before the global
2 Understand what Gen Z
workers want from
their career
cause of big challenges. Expect
Gen Z to want to be involved
in projects that are making a
pandemic, which exacerbated Gen Z are quite clear about what’s meaningful difference.
these challenges. More time important – money is, undoubtedly. Gen Z are often keen to explore
isolated, with less time developing However, more so than any other new ways of working. They like

VERSION
to challenge the status quo. help multi‑generational teams get create an onboarding support
They’ll look to you to offer them to know each other and form a network. It’s common practice for
the opportunity to get involved positive way of communicating. organisations to find mentors or
in continuous improvement buddies. They can be extremely
REPRO OP
projects. Offer them opportunities

to learn new skills and work on
interesting projects.
3 Give the right welcome
and onboarding
We recently supported an
helpful; however, also encourage
them to create networks,
stakeholder relationships and
In the early stages of their organisation to transition its other learning opportunities.
career, Gen Z workers don’t want young recruits into working life.
to have complete independence,
but they do aspire to that. They
They changed their approach to
recruiting by personalising their 4 Develop their confidence
Young people in your project
SUBS
will benefit from more intensive communications. When inviting team may not feel confident
hands‑on support throughout them to an interview, they included enough to speak up in meetings
the onboarding stage. Don’t photographs of the interviewers or know how to communicate
underestimate the positive impact and shared a bit about them. assertively. They are confident
role modelling can have on your The interview itself had a lighter talking to people online, but when
young people. And that includes feel to it. That set the tone for the it comes to face‑to‑face, they may
ART
how you manage your wellbeing. experience they wanted their young feel less confident. Here are some
Provide regular, specific people to have. Starting a career is tips to help:
feedback and encourage them a significant milestone and those n Coach and mentor them
to see it as a great opportunity to early impressions matter. Once through potential discussions.
learn and grow. Have open, honest recruited, you want to ensure that It really helps them to think
and constructive conversations their onboarding process goes and talk through scenarios
PRODUCTION
when mistakes are made. You don’t well. Consider: in advance.

want them to feel like they can’t n Thinking long‑term. Too n In meetings, draw them into the
discuss mistakes. In time, they will often, organisations see the conversation by asking them a
want autonomy so it’s more about onboarding stage as the first question they know the answer
intensive support in the short term few weeks, when key information to or talking about something
for longer‑term gain. they feel confident discussing.
Key to all of this is good Young people in your n Encourage them to practise
CLIENT
communication, which really talking through what they’re

matters to Gen Z in light of the shift
project team may going to say in advance.
from working in the office to working not feel confident n Ask them to take on a role
from home or hybrid working. When enough to speak up they’re comfortable with in the
allocating tasks, be clear about in meetings or know meeting, e.g. capturing flip chart
your expectations, including: notes or collating completed
n how they’ll go about completing
how to communicate Post‑it notes.
the task, including next steps; assertively n If you want to ensure their
n timescales and deadlines; opinion is included and
n whom to turn to for support and considered, invite the group to
the importance of not leaving it is shared along with some share thoughts on Post‑it notes
too late; basic training. Instead, build a or in the chat box if online.
n when and how you will robust onboarding plan for the
communicate; and
n any possible obstacles and how
to overcome them.
first 12 months. If you provide
in‑depth support during their
first year, you’re far more likely
5 Plan, organise and
be proactive
The brain isn’t fully developed until
Agree with each individual and to reap the rewards in terms we reach our mid‑20s. That means
collectively with the team how of staff retention, progression young people don’t always access
and when you will communicate. and loyalty. the rational, thinking part of their
Notice the team’s preferences; n Self‑learning. Gen Z are digital brain in the same way as older
e.g. you may find Gen Z prefer natives so self‑learning is the adults. So, they need support to
online messaging rather than norm for them. Content available think through plans, actions, risks
phone conversations or email. online and on‑demand is very and mitigations. Take time to talk
And don’t forget the importance helpful for them to learn about through and plan out thoughts,
of connecting socially; it doesn’t project management skills and behaviours and actions. Help them
always have to be about work. team working. to work through risks, consequences
Having open conversations will n Giving support. Help them to and mitigation actions. They’re far

gen Z, 2
Good communication,
really matters to Gen Z
in light of the shift from
working in the office to
working from home or
hybrid working
more effective when they have a

better idea of the roadmap ahead.
Set clear expectations around
behaviours and outcomes you
want to see when it comes to
showing initiative and being
proactive. Help them to understand
what you mean by that, bring it to
life and role model it. Remember,
for young people new into the
workplace, they often don’t know
what they don’t know. As their
experience grows, give them more
autonomy and the scope to show
more initiative and be proactive.
20 DOs AND DON’Ts OF

MANAGING GEN Z 6 Leverage their strengths
and energy
Gen Z have great strengths, such as
DO DON'T adaptability, digital skills, innovation,
1 Be patient, compassionate, 1 Leave them feeling unsupported creativity and problem‑solving.
empathetic and a great listener. with nobody to turn to. They also bring with them a youthful
2 Communicate well and 2 Ignore or not listen to them. It’s energy and enthusiasm. Look for
frequently. Be open, honest important to Gen Z to have their and target the energy they show
and transparent. voices heard. for different tasks and opportunities.
3 Performance‑manage 3 Treat everyone the same; What lights them up? How can they
them effectively. everyone is unique and brings get more of what they want? Help
4 Support them in managing their something different to the team. them to identify the skills that will
mental health and wellbeing. 4 Leave them feeling like they leverage their career and create
5 Leverage their strengths and aren’t valued. development plans to support their
help them develop key skills to 5 Be vague or infrequent when learning and growth. Encourage
progress in their careers. communicating, particularly when them to diarise and protect
6 Work closely with them setting expectations. development time.
throughout their first year while 6 Shirk responsibility when things Trying to evaluate the
appreciating that, longer term, they go wrong. Be open, authentic and behaviours of an entire generation
value autonomy. show vulnerability. is tricky. However, by following these
7 Monitor their workload. They may 7 Lack focus and direction. tips, you can create a workplace
not know their limits in terms of That’s what the team is looking that is attractive to Gen Z and set
what they can and can’t deliver for from you. them up for success in your team.
GROUND PICTURE/SHUTTERSTOCK
within timescales. 8 Be distant. Be around and Good luck!

8 Give them opportunities to learn available for them, particularly
new and different things. over the first six months.
9 Be an example. Role model the 9 Mistrust. Start with a position of Scott Hay is a coach and CEO
behaviours, actions and language trust until it is proven otherwise. of Potential In Me CIC, a social
you want to see in them. 10 Fail to react to situations and enterprise that provides
10 Encourage them to look for make decisions. Otherwise those programmes to support young
better ways of working. problems will fester if ignored. people and the adults who live
or work with them
91APMAUG22136.pgs 12.09.2022 12:23

VERSION
FUTURE
THINKING
REPRO OP
IN THE CONSTRUCTION OF UNIVERSITY COLLEGE

HOSPITAL GRAFTON WAY BUILDING, A
TECHNOLOGICALLY PIONEERING CANCER HOSPITAL,
MUCH MORE RESTED ON THE PROJECT TEAM’S
SUBS
SHOULDERS THAN DELIVERING ON TIME AND ON

BUDGET, EXPLAINS AECOM DIRECTOR SAM DANQUAH
The way the success of huge for the NHS. The facility would
construction programmes is enable pioneering research,
ART
measured is changing and attracting world‑class specialist

nowhere is this more evident than clinicians, researchers and staff.
the delivery of University College It contributes to UCLH’s strategic
London Hospitals’ (UCLH’s) new vision to become a world‑class
Grafton Way Building. centre for the treatment of cancer
While the construction industry and other conditions, clinical and
PRODUCTION
project professional’s mantra of technical research, and teaching.

‘quality, on time and on budget’ is UCLH employed AECOM as NEC
still central to our work, achieving project manager, risk manager,
sustainable, optimised outcomes programmer and infrastructure
is now more critical than ever. advisor to administer the
And when the project will deliver construction contract, provide
one of only two proton beam governance and manage
CLIENT
therapy (PBT) centres in the UK to in‑house project consultants. Our was done in stages, with the
treat complex cancers and blood project management approach first patients being treated in
disorders, the stakes don’t get was largely waterfall, with the PBT unit in December 2021,
much higher. project controls and governance and HRH The Prince of Wales
embedded at day one and officially opening the building in
Creating a landmark constantly communicated, March 2022.
The centrepiece of the £380m ensuring effective change
building is a state‑of‑the‑art PBT management and escalation Going underground
centre. It will treat 650 people processes to deliver consistent Project scope meant that the
with cancer and benign tumours time, cost and quality reporting 34,600sqm building would need to
each year. One of Europe’s largest and benefits realisation. We be constructed in a constrained
dedicated haemato‑oncology started work on the project in site within the Bloomsbury
hospitals, the building also September 2015, and completion conservation area, close to two
includes eight operating theatres, Grade II‑listed UCL buildings and
a surgical recovery area, a just metres away from London
surgical ward, an imaging Underground lines. To respect
centre, a 10‑bed critical care unit protected views and surrounding
and three floors of in‑patient heritage, five of the 13 floors would
haematology wards. be constructed in a 28m‑deep
The outcomes set at the basement to house the PBT facility.
beginning of the project were The actual site was once a
to support the national NHS cinema and I clearly remember
PBT service, with the advanced standing on the site once it
treatment meaning patients had been demolished and
don’t need to travel abroad for thinking about how we would
treatment – relieving patients and excavate something the
families of the stress of travel and size of the Royal Albert Hall
offering better financial value below. It is at times like

UCLH, 1
You put faith in
the process and
remind yourself how
important it is to invest
in getting systems and
plans right up‑front,
but also to engage
and collaborate
Clockwise from No going back

main image: The The day the 90‑tonne cyclotron,
proton beam which delivers the PBT, was
therapy centre, delivered was a landmark for the
one of just two project. Weighing the same as
for the NHS; seven London buses, it was craned
the hospital’s and manoeuvred into place with
garden; a surgeon’s precision. But the
the Grafton delivery was an example of just
Way Building’s how complex this project was. This
entrance; technology simply wouldn’t work
Sam Danquah unless the groundwork had been
done to ensure it could be tested
and commissioned – which takes
this, as a project professional, that The building was designed by months – while construction on
you put faith in the process and Scott Tallon Walker Architects in the building above ground was
remind yourself how important it association with Edward Williams continuing. The extremely sensitive
is to invest in getting systems and Architects and constructed by equipment works at ‑269˚C, so the
plans right up‑front, but also to Bouygues UK. This complex project installation of resilient temporary
engage and collaborate – and involved more than 3,000 people services such as an electrical
importantly following it through, in its construction, which included supply was of vital importance.
with the drive and passion to make the removal of 80,000 cubic There was no going back once the
it work. metres of earth from the site. cyclotron was in situ.
91APMAUG22137.pgs 12.09.2022 12:18

VERSION
Following the installation of the and project processes when

PBT equipment, above‑ground COVID‑19 impacted the project,
construction consisted of a with our project management plan
seven‑level concrete‑framed including online risk management/
REPRO OP
structure that formed the registers and interdependency

L‑shaped ‘perimeter’ building as trackers. It meant delivery was
well as the lighter steel‑framed consistent and we were able to
courtyard building. manage risks. We could review
expectations and deliverables
Getting started within the context of the pandemic
We started with a ‘conditions for The Prime Minister and the supply issues that would
SUBS
success’ workshop to set and announced the first inevitably arise. Through the
agree project KPIs, behaviours, development of a mitigation plan,
protocols and deliverables with
lockdown on 23 March the team was able to achieve
a common aim, rather than a 2020, and as a project buy‑in from all stakeholders and the
series of individual outputs. It team, we needed to delivery team for a revised plan.
was hugely important to embed Our early work also included
quickly recalibrate
ART
a team culture from the outset. ensuring that the project’s

Of particular importance was sustainability and environmental
the use of clear language and performance was a primary focus.
a transparent process, given than 3,000 people were working on The final project achieved a BREEAM
the diversity of the project team. it at its peak. We needed to ensure Excellent, which in the context
Contractors and suppliers were the roles and responsibilities matrix of the high energy needs of the
PRODUCTION
from Turkey, Germany, France, was adhered to and reviewed building, because of equipment
Ireland and America, while we as needed. to administer treatment such
had UCLH representatives and As a modern construction as the cyclotron and high‑tech
multiple stakeholders who were not project, the digital aspect of delivery imaging, demonstrated what can
construction professionals, yet were was key. We ensured there was be achieved when sustainability is
highly experienced in their fields. a robust employer’s information factored in from the start.
One of the biggest challenges requirements (EIR) document. The
CLIENT
was ensuring the one‑team early adoption of a digital approach Exceptionally diverse
approach on a project where more ensured the resilience of the team stakeholders
Early stakeholder mapping was
undertaken, alongside a stakeholder
responsibilities matrix to ensure
5 TOP TIPS FOR COMPLEX the right information was sent to

the right people at the right time.
CONSTRUCTION PROJECTS An unusually high level of reporting
had to be maintained, with tailored
1 Collaboration. It may not be the importance of identifying content ranging from the UCLH Trust
original, but it is truly vital for and efficiently managing conflict, Project Board and NHS England
success. The full delivery team learning moderating skills and through to the UK Nuclear Authority
embraced the NEC spirit of facilitating dialogue to ensure and the Anti‑Terrorism Unit.
mutual trust and cooperation – a optimal outcomes. Internal and external project
one‑team approach. 4 Technical expertise. Good stakeholders were exceptionally
2 Early engagement and tailored building design and construction diverse: NHS England, Public Health
communication. Deliver the doesn’t just involve built England, patient reference groups,
relevant information to the right environment professionals. In this clinicians, the PBT equipment
people, especially bringing in case we sought experts in areas provider, residents, local businesses,
specialist stakeholders, such as fire such as radiation and healthcare. the London Borough of Camden,
safety, early. If everyone is ahead 5 Project processes. Clear and the Environment Agency, UK Power
of the game in terms of what’s effective processes from the outset Networks, the Metropolitan Police
happening with the design and on are critical for key activities, such as Anti‑Terrorism Unit, the UK Nuclear
site, problems can be identified and design submissions review, change Authority, Transport for London,
mitigated earlier. control and defects close‑out, to Thames Water and international
3 Conflict management. Less enhance decision‑making and PBT centres.
experienced colleagues learnt ensure a rigorous audit trail. We worked in close
collaboration with UCLH’s

UCLH, 2
be immense. But our project
management team also faced the
external challenges of delivering
through the pandemic, as well
as the UK’s departure from the
EU and the associated impacts
these would have on labour and
supplies. This was a nationally
important project and, reflecting
that significance, we placed
relationships, attitudes and
management of dependencies at
the core of the project. This meant
physically being on site, alongside
key trust and contractor partners.
However, it will come as no surprise
The highly
sensitive, 90‑tonne
to learn that, as the COVID‑19
cyclotron is pandemic hit the UK, this strategy
manoeuvred into was put to the test.
place with a crane The Prime Minister announced
the first UK‑wide lockdown on
23 March 2020, and as a project
team, we needed to quickly
recalibrate. The design element
of the project was complete, so
our on‑site presence was mainly
to work with Bouygues UK on
problem‑solving issues as they
came up. We moved to online
meetings and the construction
team was given key worker status
and able to continue. By May
2020 we had a clear plan to get
suppliers to prioritise our project,
communications team, which was The technical which involved the client (UCLH)
essential to ensure all stakeholder leveraging its connections so that
communication provided accurate complexity and we could get manufacturing and
and timely information. innovative thinking production slots, particularly for the
On site we worked with pushed our project specific medical components.
Bouygues UK (the main contractor), This was a prestigious project
UCLH stakeholders and clinicians
management skills that would deliver remarkable
together with UCLH’s supervisor further than ever outcomes for patients. It was
team, comprising specialist hugely rewarding to work on.
consultants in architecture, MEP, The technical complexity and
structures and radiation shielding. issues were identified early and innovative thinking required to
Our regular face‑to‑face meetings escalated for swift resolution. work through it pushed our project
helped us dissect and agree ways A group was formed including management skills and systems
forward for complex matters the PBT equipment supplier to further than they have ever been
and maintain effective progress. ensure seamless collaboration pushed, presenting challenges
Meetings were recorded, with notes to minimise impacts on its we never knew existed. So, while
displayed on screen to ensure delivery, installation and it was of course important that
clear, concise communication, and commissioning. Quarterly resident the project be delivered within the
post‑meeting notes swiftly issued. meetings were held to provide agreed funding and timeframes,
Regular meetings were held progress information. the real measurement of the
between project principals project’s success is that, despite
DAVID PARRY
from the trust, the contractor Global headwinds the complexity and challenges, the
and our project management In ordinary times, the scale and facility is now changing outcomes
team to ensure emerging complexity of the project would for patients.
91APMAUG22138.pgs 12.09.2022 12:18

VERSION
STAY IN CONTROL
REPRO OP
A NEW APM GUIDE EXPLAINS WHY SENIOR MANAGERS SHOULD INVEST THEIR
TIME AND THEIR ORGANISATION’S RESOURCES IN PROJECT CONTROLS
Project controls can save you contract type, methodology Projects without control
time and money. They help and life cycle stage. The scale The absence of project controls
you take a structured, formal and complexity of a project or would be akin to ‘making it up as
SUBS
approach to delivering a project, programme will influence the need we go along’. In reality, it’s all about
both in the planning phase and for dedicated project controls degrees of application, from light
through delivery. Project controls staff. The project manager may touch approaches that cover
are recognised as the analytical need to cover both disciplines in the key bases through to more
element of project management. small projects. At the other end comprehensive systems to manage
Effective project controls aim to of the spectrum, there will be large complex projects. Projects
ART
establish data that forms a ‘single programmes of a magnitude that fail through poor scope definition,
source of truth’ for projects to track justify a team of multiple project poor execution, poor estimating of
progress and make decisions managers and project controllers cost and schedule, failure to deliver
against. When done correctly, data with specialists such as planners, on time and therefore overspend,
integrity is assured and data sets schedulers, risk managers etc. with reputational damage to
are integrated to provide holistic (see box below). the organisation. Without project
PRODUCTION
management information.
If you apply effective project The absence of
controls you will increase the Project controls sizing showing project controls would
likelihood of successful outcomes, how the scale and complexity
improving the basis on which of the project will influence the
be akin to ‘making it
projects are launched, identifying demarcation of the roles up as we go along’
delivery issues earlier and getting
CLIENT
the opportunity to take action to

address them. Project Project controls to monitor the project,
management controls there can also be a failure to deliver
What are the project project benefits to the stakeholders.
controls capabilities? They often fail because costs
Working with wider functions and schedules are not monitored
such as finance and commercial adequately, variances are not
teams, the full range of project identified and corrective action is
controls capabilities enables not implemented promptly.
project professionals to determine
how they will deliver their outputs Project controls deliver
and check performance through Large complex project with The following 12 factors, taken from
to delivery. Once the scope is multiple PMs and PCs APM’s research report Conditions
established, then the core elements for Project Success, provide a
of project controls include: framework for project success
n managing time; Project Project that defines the environment in
n managing cost; management controls which projects can be delivered
n managing risk (threats successfully. Each of the 12 was
and opportunities); identified as playing a crucial role
n managing change; in the formation and delivery of a
n decision‑making and project. Well‑implemented project
performance management; controls can support these factors.
(COPYRIGHT QINETIQ)
n information management; and

n associated communications.
For each, the scale of
application should be tailored Small simple project with
1 Effective governance
The project has clearly identified
leadership, responsibilities, reporting
to the environment, recognising part‑time PM filling both roles lines and communications between
factors such as size, risk, complexity, all parties.

Controls, 1
tight control of budgets is in Project controls
place to ensure maximum value support the team
is realised.
in reducing and
controlling scope creep
6 Project planning
and review
Planning is thorough and
considered; there is regular and
careful progress monitoring; the Benefits of project controls
project has realistic schedules, n Continuous monitoring gives the
active risk management and a project team and stakeholders
post‑project review. insight into performance.
This identifies areas that are
7 Supportive organisations
The environment in
which the project operates is
performing well (on time and
cost) and any that may require
closer scrutiny or change. This
project‑friendly; the organisation proactive approach gives an
provides support and resourcing easy‑to‑interpret view of work
(including financing) and access completed, work yet to be
to stakeholders. done and if corrective action
is required.
n A reduction in costs results
8 End users and operators
End users or operators are
engaged in the project’s design;
from the ability to make timely
decisions based on performance
2 Goals and objectives

The goal of the project is clearly
specified and recognised by all
the project team engages with
users who can take on what the
project has produced effectively
data, increased visibility of
financial performance and
forecasts, and efficiencies in
stakeholders; it is not in conflict and efficiently. processes enabling the project
with subsidiary objectives. Project controls system to become the
leaders have a clear vision of the
outcomes. 9 Competent project teams
Project professionals and
other team members are fully
one version of truth for multiple
reporting formats.
n Increased standardisation
3 Commitment to
project success
All parties are committed to the
competent; the project team
engages in positive behaviours that
encourage success.
is achieved across your
organisation or portfolio,
simplifying the process of
project’s success; any lack of reviewing project data across
commitment is recognised and
dealt with. Project leadership
inspires commitment in others.
10 Aligned supply chain
All direct and indirect
suppliers are aware of project
a range of projects. Project
controls resources transfer
between projects through the
needs, schedules and quality familiarity of the process, while
4 Capable sponsors
Sponsors play an active role;
they assume ultimate responsibility
standards. Higher and lower tiers of
supply chains are coordinated.
progress and performance data
is easier to analyse, ensures
information is easy to find, and
and accountability for the
outcomes. 11 Proven methods
and tools
Good‑practice project
supports decision‑making and
lessons learnt.
n Project controls support the
5 Secure funding
The project has a secure
funding base; contingency funding
management tools, methods
and techniques are applied in a
way which maintains an effective
team in reducing and controlling
scope creep, understanding
the impacts of customer‑driven
is recognised from the start and balance between flexibility change, and provide
and robustness. mechanisms for assurance.
Without project
controls, there can 12 Appropriate standards
Quality standards are actively
used to drive the quality of outputs.
This is an edited extract from the APM
publication Senior Manager’s Guide to
be a failure to deliver Adherence to other standards Project Controls by the APM Planning,
project benefits is regularly monitored to ensure Monitoring and Control SIG, which will
delivery is to best‑practice levels. be published in autumn 2022.
91APMAUG22139.pgs 12.09.2022 12:19

VERSION
DELIVERING
The role of the Future Capability
Group (FCG) – part of the UK
Ministry of Defence’s (MOD’s)
capability procurement arm,
INNOVATION
REPRO OP
Defence Equipment & Support

– is to explore and deliver better
and more innovative solutions
for operational advantage.
AT THE MOD FCG’s mission statement is to

“iteratively explore and develop
new technology and novel ways of
SUBS
working into exploitable capability

JAMES GAVIN IS THE SENIOR CIVIL for operational advantage”.
SERVANT IN CHARGE OF THE FUTURE Capability that can help front‑line
CAPABILITY GROUP WITHIN DEFENCE commands (FLCs) be prepared to
EQUIPMENT & SUPPORT, PART OF THE fight and win has never been more
UK MINISTRY OF DEFENCE. HE SHARES important than it is today, and
ART
HIS EXPERIENCE AND LESSONS this needs to be done quickly to

FROM DELIVERING PORTFOLIOS remain relevant.
AND PROGRAMMES FOCUSED ON In early 2021, FCG developed
INNOVATIVE OUTCOMES. a better strategy to deliver its FLC
PRODUCTION
CLIENT

MOD, 1
customer needs. Using Richard It was a key lesson that Key blockers and threats
Rumelt’s ‘Strategy Kernel’, as that were identified included
published in Good Strategy, Bad
having a few policies the time‑consuming nature of
Strategy, the team identified and actions to focus some MOD processes, a lack of
the most important blockers, on is far more effective exploitation of low TRL (technology
opportunities, policies and to energise teams readiness level) science and
strategic actions. The team were technology, and increasing
only allowed a few things in each
and customers competition on the global stage.
category. While it is tempting to It was felt that addressing these
write a long document that is never challenges mapped well onto the
consulted again, it was a key lesson overlooked MoP book Annex A: opportunities category, keeping the
learned that having a few policies Portfolio management health strategy even simpler.
and actions to focus on is far check assessment. This review
more effective to energise teams helped inform the four areas of New ways of working
and customers. the ‘Strategy Kernel’ and helped The use of agile values and
focus the team upwards on principles, and governance derived
Best practice MoP and MSP (Management of from MoP/MSP, formed the core
In creating the strategy, FCG Successful Programmes) benefits FCG ways of working. Customers
conducted an MoP (Management and outcomes best practices, are now tasking FCG to work with
of Portfolios) health check, rather than getting bogged down in them to deliver better benefits
based on the useful but often over‑detailed project‑level thinking. and outcomes, whereas in the
Main: A Rheinmetall Mission Master autonomous unmanned ground vehicle. Below: A robot dog manufactured by Boston Dynamics.
91APMAUG22141.pgs 12.09.2022 12:22

MOD, 2
VERSION
past customers were tasking on FCG’s Dominic Ferrett undertakes trials

technology‑focused projects. of Tomahawk Robotics’ SparrowHawk
Projects can now ‘fail fast’ with drone on behalf of the British Army
funding and resources, then focus
REPRO OP
rapidly elsewhere, or projects

can be tasked to develop better
capability more iteratively.
In the old model, over‑detailed
project requirements did not
allow iterative development or the
refocusing of resources onto new
SUBS
areas that will deliver more value.

It was hard for customers to turn
off legacy projects and to refocus
tasking quickly onto new areas.
It has proven a perfect match
for FCG to work with its customers
ART
to blend MoP and MSP governance

based on enabling and assuring
benefits and outcomes, with
agile values and principles.
The bottom line is that in FCG’s
innovation scope area, project and innovation teams, where each Focus assurance on
programme outcomes work better can play their roles to best effect.
the core benefits. Will
PRODUCTION
and deliver better results if they: Modern innovation is all about

n focus on customer benefit networking and collaboration – the work deliver the
and outcomes; sharing ideas and best practice, highest ‘bang for the
n use ‘agile by default’ and teams playing their best part buck’? If not, refocus
governance and ways of in overall outcomes. Innovation for
working; and FCG means “getting novel ideas
onto other things
CLIENT
n have a collaborative narrative and capabilities into practice”,

and mindset. not ‘innovation tourism’, which
has gripped the western defence other things at pace: operational
Creating a collaborative narrative innovation ecosystem. advantage, efficiencies and
across MOD innovation stovepipes One piece of advice is to focus meeting government policy.
(i.e. where information flows project, programme and portfolio
up/down through lines of control) assurance on the core benefits. Will Speed to value
is also seen as a key opportunity, the work deliver the highest ‘bang As a result, FCG is a more efficient
particularly FCG working with FLC for the buck’? If not, refocus onto and effective team, with a clearer
identity and stronger mission
message. It is delivering more
3
project and programme outcomes
TOP TIPS FOR INNOVATION with fewer resources per project,
at a faster pace. FCG has stronger
PORTFOLIOS AND PROGRAMMES relationships with key customers,
who are jointly embracing the
1 Use best practice models and stakeholder culture based on adoption of agile governance and
such as MSP (Management of agile values and principles. a focus on benefits and outcomes.
Successful Programmes) and 3 Running the team should be FCG’s engagement with the wider
MOP (Management of Portfolios). just ‘table stakes’. More effective defence ecosystem is more
Focus on the customer’s benefits leadership requires a strategy collaborative, and a positive
and outcomes, and work with that looks outwards to create a communication campaign means
them to build agile‑based collaborative narrative with the FCG acquisition competitions
portfolio and programme wider innovation ecosystem, are more widely known to supply
governance mechanisms. as modern, effective outcomes chain bidders. Overall, by blending
2 Establish the right foundational depend on collaboration and past best practice with new, FCG
culture. Create and nurture a team working with others. is better able to deliver ‘speed
to value’.

VERSION
REPRO OP
SUBS
ART
PRODUCTION
Legal project management is
TOP TIPS
CLIENT
coming of age, but the discipline

is still in its early stages. In recent
years, a cohort of professional legal
ON SETTING project managers has started to

emerge, but practitioners around
the world are still grappling with
UP A what best practice looks like, how

to measure success and how to
demonstrate value to clients of law
KNOWLEDGE firms and the business associated

with in‑house legal teams.
But first, it might be helpful
NETWORK to clarify what legal project

management is. While many
people think it is managing
FROM projects in a law firm to keep the

law firm working (e.g. software
upgrades, new office openings),
SCRATCH legal project management

actually deals with the judicial
process in relation to client
instructions to solve business
DEE TAMLIN AND HELGA BUTCHER HELPED challenges. For in‑house legal
CREATE A SUPPORT NETWORK OF PROJECT and legal operations teams, it
PROFESSIONALS IN THE LEGAL SECTOR. HERE, means solving legal challenges for
THEY GIVE THEIR ADVICE ON HOW TO SET the business.
UP YOUR OWN IF YOU FIND YOURSELF IN AN The Legal Project Management
INDUSTRY NEW TO THE PROJECT PROFESSION. Network has been set up through

Knowledge network, 1
the collaboration of a group As the saying goes, doing this off the side of their desks.
of law firms, including Ashurst, failing to plan is The workload therefore needs to
Baker McKenzie, Clifford Chance, be shared and people must not
Pinsent Masons and White & Case,
planning to fail, so if be overloaded. It’s advisable and
and Barclays. We are both part you want to deliver sometimes necessary to rotate
of the steering group. With this something by a certain roles, like the project manager,
experience under our belts, our date, wrap it up in from time to time. Be prepared
advice in relation to setting up a to be flexible and plan ahead for
network starts with treating the a project these changes.
set‑up like you would any project.
As the saying goes, failing to plan
is planning to fail, so if you want 4 Have clarity of goals
Ensure everyone on the project
to deliver something by a certain
date, wrap it up in a project. 2 Get collaboration
approvals
If you are collaborating with other
team understands the goals. Have
a mission statement, understand
the purpose of your network and
1 Get senior management

buy‑in
Academic research is abundant
organisations in your sector or
cross‑sector, determine whether
people require approval from their
detail the high‑level deliverables
early on.
on the importance of getting

sponsorship and buy‑in from
the most senior people in your
organisation to be involved, as this
can be time‑consuming to obtain. 5 Forget commerciality
One of the key principles
underpinning a successful
organisation. You will need to have
a business case demonstrating
how your project aligns with
3 Clarify roles and
responsibilities
Ensure a project manager is
network launch is to keep it strictly
non‑commercial, not for profit.
Clearly state these goals as part
organisational strategy. A business appointed and clarify the roles of all of your mission statement and in
case doesn’t always need to be a people on the steering group and your communications. Discourage
lengthy written document; it may wider project team. Typically, when organisations or individuals with
just be clarity on what the business setting up a knowledge network, commercial interests from diluting
drivers are to support your venture. people on the project team will be your network’s mission.
91APMAUG22145.pgs 12.09.2022 12:22

Knowledge network, 2
VERSION
While there will be a lot

of early engagement
and excitement,
SHARE
understand how you
REPRO OP
KNOWLEDGE
are going to harness
that enthusiasm over
a long period of time
SUBS
6 Create a high‑level
timeline
It is useful to consider what your
timeline to launch may look like.
While there will be a lot of early
ART
engagement and excitement

in setting up the network, it is in discussion and review time of the
important to understand how Listen to Dee and Helga on the content before it’s ready for sharing.
you are going to harness that APM Podcast at bit.ly/3OWNGNC
enthusiasm over a long period of
time. Small incremental gains are
a useful way to progress.
14 Make knowledge
accessible
Consider offering interactive
PRODUCTION
versions of your content and
7 Establish a meeting
cadence
People are busy so ensure you
10 Nail down technology
If tech is going to be
used, identify what tech, the cost
knowledge. We used the Bryter
platform to create an online version
of the Legal Project Management
are organised when steering of licences and who has the competency framework. Events are
group meetings and other project skills to own it. Also, if there is a a great platform for launching and
CLIENT
meetings are going to take change of people in the project discussing content.
place, and get them diarised. team, understand what the tech
This is especially important when
collaborating with people from
contingency may be.
15 Secure resources
and budgets
different organisations.
11 Create a handbook
Draft a handbook containing
You’ll need to rely on your steering
committee members’ organisations
8 Agree communication
planning and marketing
Communication planning for
key information about the network,
such as its purpose, goals, who is on
the steering group and other roles,
to support the network launch by
providing specialist resources, e.g.
designers, email marketing, venues.
the project team is essential, e.g. champions.
but agreeing how you are going
to market your network, whom
you are going to market it to, 12 Give everyone a voice
Seek advice, guidance and
16 Have fun
Creating a knowledge
network in your chosen field can be
and when, is key. To engage ideas from lots of people in different great fun and can lead to excellent
with people, little and often has roles and at different stages of knowledge exchange, learning and
proven successful. their careers. Diversity of thought sharing best practice. The network
brings better solutions. Consider may want to meet for a breakfast
9 Track actions
So often, we attend project
meetings and they end up being a
involving a professional body or
education provider.
or lunch meeting. Ensure variety in
your network activities, e.g. written
material, the opportunity to network
talking shop. The project manager
should make a note of all actions
and these should be shared with
13 Share knowledge
Capture the knowledge
you want to make available to
in person, hybrid events, panel
events, etc. Remember to celebrate
milestones and successes!
the project team, either through a your network. You can do this on
collaboration portal or simply by a collaboration platform or in the Dee Tamlin is Director of Legal
email. Actions should contain the form of documents which can then Project Management at White &
task, who is responsible and when be shared with the wider network, Case and Helga Butcher is Head of
it should be completed. e.g. via social media posts. Factor Client Solutions at Ashurst Advance

ChPPs, 1
VERSION
PUBLIC REGISTER
OF ChPPs
REPRO OP
The following individuals make up the latest cohort to achieve Chartered

Project Professional status with APM. Congratulations to you all, from those
based in the UK and Norway to Oman and Australia! Full details of the
criteria for achieving chartered status and the routes to get there can be
SUBS
found at apm.org.uk/chartered-standard, where you can also view the full

Register of Chartered Project Professionals.
Name Country Name Country Name Country Name Country

Imran Abdul-Majid NOR Laura Galpin UK Paul Lidster UK Hannah Sanderson UK
ART
Madalitso Alfazema UK Hannah Gibbs UK Susan Mackenzie UK Phillippa Saunders UK

Paul Anderton UK Alan Glennie UK Johan Malm UK Thomas Selby UK
Lisa Arding UK Tim Goatcher UK Richard Malyon UK Melchor Serrano UK
Paul Armitage UK Shalendra Mani Gounden FJI Chris Martin UK Jaime Sevilla Benitez UK
Jessica Arrowsmith UK John Graham UK Rachel Massey UK James Simonds UK
David Ball UK Clarisse Grother UK Charlotte Mccallion UK Anthony Small UK
Thomas Barker UK Stephen Hardie UK Gary Mead UK Alasdair Smith UK
PRODUCTION
Alex Bendix UK Terri Harrington UK Ben Mills UK Gareth Smith UK

Louise Benwell UK Lydia Harris UK Cameron Mills AUS Theo Smith UK
Robert Brewer UK Susan Harris UK Victoria Morley UK Richard Spalding UK
Ewan Brodie UK Josh Hartley UK Marny Moruzzi UK Christiane Spencer UK
Rebecca Brown UK Elliot Hayes UK Helen Nasser de Anastas UK Marianne Stables UK
Anna Butler UK Alison Healy UK Kevin Newton UK Stelios Stylianou UK
CLIENT
Tim Cambourne UK Stephanie Henderson UK Darren Nicholls UK Scott Telford UK

Steven Cannon UK Charles Heseltine UK Maureen Nwafor UK Kristian Thaller UK
Elaine Cawley UK Chris Hickey UK Nwabueze Nwandu NGA Jason Thorne UK
Nigel Piers Cheverton UK Jimmy Highton UK Calum O’Keefe UK David Tozer UK
Wilson Chiu UK Philip Hill UK Jacqueline Okuyemi-Daniel UK Paul John Trainer UK
Graham Clayton UK Julie Hindmarch UK Alexander O’Leary UK Nicholas Tsui UK
Richard Cole UK Linda Hodgson UK Henrique Oliveira UK Nicholas Tulip UK
Stephen Coles UK Anita Holmes UK Temitayo Oreagba OMN Uwem Udo UK
Luke Colwill UK David Holmes UK Omoh Osigbemhe UK Jonathan Walker UK
Darren Cook UK Colin Hopkins UK Alison Panners UK Alexander Waller UK
Alex Crichton UK David Hutcheon UK Ian Parkin UK Emily Walters UK
Joao Fernando Da Silva UK James Irvine UK Kevin Parsons UK David Watson UK
Kerry Daly UK Prashant Jagdale UK Salim Patel UK Damian Wheeler UK
Paul Danks UK Robert Johnson UK Colin Paterson UK Harvey Whittaker UK
James Doble UK Amy Jones UK Dawn Patient UK Jonathan Wildish UK
Michael Donnington UK Julie Jones UK Steve Payne UK David Wilson UK
Emma Downey UK Sarah Jones UK Adedayo Phillips UK Michael Wilson UK
Mark Duddy UK Jyothi M Kaisare IND Barry Pilkington UK Neil Workman UK
Deborah Elliott UK Wayne Kelly UK James Pugh UK Christopher Wright UK
Leanne Evans-Flinn UK Jacinda Kemps UK Sanjiv Ranjan UK James Wright UK
Anne Evison UK Jennifer Kerr UK Kartik Rao UK Bruce Hjalde Wulff UK
Rachel Farrow-Gent UK Marjan Kheradmand Fard UK Christopher Rasiah UK
James Fishburn UK Mehran Kheradmand Fard UK Allison Richards UK
Rachel Foden UK Emma Killip UK James Raphael Richards UK
Bel French UK Susan Kizito AUS Matthew Ricketts UK
William Fretton UK Clare Lambert UK David Roney UK
Horace Fu AUS Alexander Lazarev GER Derek Russell UK
Aimara Fuenmayor USA Youwen Li SGP Rami Saadi UK

VERSION
PROJECT ME Plenty to
be excited
about
REPRO OP
WE ASK PROJECT PROFESSIONALS WHAT THEIR Aisha Cajee,

HOPES AND EXPECTATIONS ARE FOR THEIR Project Manager,
CAREERS AND THE FUTURE OF THE PROFESSION Turner & Townsend
Being a young non‑white
female in construction means
The future is bright that there is plenty for me to
Craig Scott ChPP, Senior Project Leader, Eurofighter be excited about. I aspire to be
SUBS
I believe the future is incredibly bright, particularly with APM a director sitting alongside a
heavily promoting Chartered Project Professional (ChPP); diverse workforce. I also see
this opportunity to become chartered demonstrates the opportunities for the industry
right for project management to be internationally recognised to diversify to the point that
within its own right. With project management taking a focus on more it is no longer obvious that I
modern methodologies, I hope that the profession can fully nurture the work in ‘construction’. Not only
ART
transfer from mainly software‑focused project management into a hybrid because of the people, but
approach with manufacturing and/or traditional project management. also the nature of projects and
I aspire to work with universities to offer fully robust development plans, clients we take on. The chance
from an introduction to project management on a route‑map towards to contribute to sustainable
achieving ChPP, which I believe organisations would strongly benefit from. projects will be a personal
success, but it is also about
PRODUCTION
accelerating the revolution

Elevate the Deliver positive of industries and mindsets to
profession benefits for society make a positive long‑term
Jane Clayson Jacob Cooper ChPP, environmental, economic and
ChPP, Head of Associate Director, technological impact.
Digital Delivery, Management
York & Scarborough Consulting, KPMG
CLIENT
Teaching Hospitals NHS The environment we live in today is one of increased uncertainty and constant
Foundation Trust change, and the need for interventions across all of society is significant. Whether
My career started in banking. it be helping to combat climate change, achieving net‑zero carbon, modernising
I didn’t even know what a healthcare, transport, and infrastructure, or helping to deliver defence capabilities
project manager was! My more efficiently, the diversity of projects will be vast. For project professionals,
path took me through the I think this provides a huge opportunity to develop and deliver projects and
public and private sectors programmes that can result in a real positive benefit for society, and provide
and into project delivery. I’ve long‑lasting benefits for millions of people’s daily lives. As a result, I see the need
spent my project professional for, and recognition of, the project profession continuing to grow. This will provide a
career trying to raise the bar, great career opportunity for existing and emerging project professionals.
highlighting the need to treat
the work with the professional
approach required to make
it successful. Too often I’ve More help is given
seen corners cut, project Kolawole (Daniel) Odediran, Project Manager,
management work given ASDA Technology
to those with a substantive Starting my project management journey at university, I
day job to just ‘add it on’, had very little help and most of the knowledge I acquired
and project management was gained through extensive research and from helpful lecturers
regarded as an overhead to and mentors. My hope is that APM or similar organisations are more
be minimised. I hope that I successful in providing help to students in similar situations. Every time
can help continue to bring I travel, I see adverts for project management courses at universities or
about the requisite change companies offering services to aid with qualifications. While this might
still needed to elevate the be useful, my expectation for the future will be the development of other
profession to realise the engaging methods to communicate the necessity of the profession. I
benefits of its effective am currently noticing a great wave of diversification in the roles and
application and the growth of opportunities being created – my hope is that this will continue.
a future workforce.

me / Madsen, 1
DEAR SUSANNE
Having just kicked off a new project, I find
that many of my stakeholders are unavailable
and hard to engage. How do you recommend
I gain their attention and buy‑in for the project?
Lack of support from your their voice isn’t being heard? That
stakeholders sometimes happens the project isn’t giving them what Susanne Madsen is an
because they are under time they had hoped for? Or do they in internationally recognised project
pressure and simply don’t have some way feel threatened by the leadership coach, trainer and
enough time to devote to your project and what it will bring about? consultant. She is the author
project. If this isn’t the case, then What can you do to uncover the of The Project Management
they may be unsupportive because real reasons for your stakeholder’s Coaching Workbook and
they have some deeper concerns scepticism? Many project The Power of Project Leadership
about the project. The only way to professionals steer away from (second edition now available).
find out what is really going on is unpleasant conversations and only For more information, visit
to spend time in conversation with interface with sceptical stakeholders www.susannemadsen.com
them and to show genuine interest when they have to. But the only way
for each stakeholder. to improve the relationship is by
If your stakeholders are having an honest discussion so that they will quickly detect it. So, take
frantically busy it can be difficult you can understand the real issue a moment to reflect on what your
to find this airtime, but a first step and build a foundation of trust. true feelings are towards some of
could be to show genuine concern your stakeholders. Do you look up
for their workload and seek to Ask for advice and feedback to them, down on them, or do you
understand how you can help. Why A great strategy would be to ask fear them? Do you unintentionally
not ask them how you can make your stakeholder for advice and exclude them from emails and
it easier for them to contribute to feedback. That gesture can instantly meetings, or do you tend to speak
your project? Maybe you need to open up the relationship because badly about them to other people?
move certain meetings around or you show that you care and that Have a long and hard look at the
change the way you provide them you are humble enough to ask for emotions and attitudes you hold,
with information. Find out how their opinion. Just imagine how as they affect your interactions with
they would like you to keep them they might react if you say: “I would people even if you would like them
updated and how they would like like to ask for your feedback about not to.
you to escalate issues to them. the project. I value your opinion on Building relationships is a
Would they prefer an occasional how you believe we can work more two‑way process and realising that
email, a formal progress report, effectively and deliver a better you have a role to play in changing
a regular catch‑up in person or product or service to you. Would a relationship for the better is a
something completely different? that be okay? Are there any aspects powerful first step.
you feel we have overlooked?
Don’t avoid a challenging Which tips and suggestions do you Do you have a question for Susanne?
conversation have for how we can improve? Email mail@susannemadsen.com
If your stakeholder’s lack of What else?”
engagement stems from a These questions have the
deeper‑rooted problem rather potential to work wonders for you – READER OFFER
than a time management issue, but only if you show up with an open Enjoy a 25% discount on
you will have to take a closer look mind and take the time to really The Power of Project Leadership,
at the emotional component listen to the answers. If you walk into second edition, when you order
and the reasons that drive their a meeting that aims to build trust the book from Kogan Page
unsupportive behaviour. What are with mistrust, you will undermine the at www.koganpage.com
the underlying needs that they feel process. If you fundamentally don’t Quote code: PROJ25
are not being met? Could it be that trust or respect the other person,
91APMAUG22148.pgs 12.09.2022 12:27

VERSION
PROJECT: BEYOND
THE JOB
TO INSPIRE THE
REPRO OP
NEXT GENERATION
SUBS
CHRISTINA BAKER, PROJECT MANAGER FOR YUNEX TRAFFIC, VOLUNTEERS AS

A STEM AMBASSADOR TO GET PRIMARY SCHOOL CHILDREN LIT UP BY A CAREER
WORKING ON THE PROJECTS OF TOMORROW
ART
When I started my career as a and prompt notes. This was very

project manager, I was sure of a time‑consuming to do alone, so
few goals I wanted to achieve. One I made the executive decision to
of those was making a positive ask for help. Sometimes I strive to
impact on others. My interest in do everything on my own, but by
giving back to our community being vulnerable and asking for
PRODUCTION
sparked from a very casual help, the results usually prove to

conversation with a colleague. I be better.
had so many innovative ideas for I asked around but not many
helping others but nowhere to put people were interested, and
them, so they suggested I become this became a blocker. Until I
a STEM ambassador – and that is met Cameron. Cameron was
exactly what I did. a graduate engineer, the exact
CLIENT
person I was looking for. Someone

Engaging the young while researching, as I had little to help me with the technical
stakeholders understanding of how advanced aspects of the workshop planning
In 2019, I decided I wanted a Year 6 pupil’s knowledge is. and execution. Quickly, we came
to create and deliver a STEM But I stuck to it and learnt about up with a more strategic way of
workshop. Although I had little the subjects and what would be delivering – instead of focusing on
experience in project management applicable to them. Eventually, the presentations, we made the slides
at the time, I worked through it final scope of works was to gather interactive by teaching pupils each
as a project. The first opportunity the necessary equipment, learn STEM topic through games and
to kick‑start creating my own how to build an electrical circuit fun activities.
workshop was when a colleague’s and how to teach children to build Now that we had a plan
daughter, who is a primary school them, prepare presentations, of action, we started our
teacher in West London, reached deliver fun experiments (I chose implementation. Cameron and I
out for help to run an interactive three different ones) and finally gathered our equipment to start
STEM session for her class of 20 deliver the full‑day workshop to trialling the activities; we also
children in Year 6 and one other two classes. presented them to our managers
group of 20 pupils. Immediately for feedback. As we used some
I grabbed that opportunity Moving from creative to of our working hours on this,
and started the stakeholder linear thinking we had to ensure stakeholder
engagement. The timeline was one Once my scope was clear, I was engagement was done in the
month; I began my research. able to establish the requirements. workplace. By involving our line
First, I needed to understand the This was a real learning experience managers, our goal was to give
scope. The key objective here was for me. I love to jump between them a sense of involvement and
to ensure it was interactive enough ideas and kick‑start things, so receive governance support. It
to keep the students engaged but I really had to discipline myself definitely worked, as they were
also spark their interest in STEM to focus on one thing at a time both impressed with our initiatives
subjects for future careers. It was a to deliver my workshop. I began and also let us have a bit of extra
challenge to find the right balance by writing up the presentation time out of our workdays.

BtJ, 1
One of Christina’s STEM outreach
activities asked primary school‑age
children to envisage the project
management process through the
analogy of building a house
The big day young age could help towards the

Finally, it was event day. I felt well continuous development of the
prepared and excited to put my professional world.
hard work into action. Receiving The feedback was amazing;
feedback from children is much I felt that the headteacher was
easier than from adults – they Without even knowing very happy with our workshop, the
will either show it through their it at the time, I had just students showed they enjoyed it,
expressions or simply tell you when our managers were satisfied with
they are bored. This made it much
planned and delivered us contributing beyond the job
easier to manage activities based my very first project and all stakeholders seemed to be
on what was and wasn’t working. pleased. I learned so much about
My biggest highlight of the day myself and developed my soft skills.
came when we demonstrated to be considered, e.g. how the Without even knowing it at
how pressure works by blowing up foundation of the house needs to the time, I had just planned and
balloons and releasing them. We all be laid, which requires a concrete delivered my very first project. Now
released our balloons at the same supplier, then we need bricklayers I am a more experienced project
time and the kids laughed as the to start the walls, window suppliers, manager, a STEM Ambassador, a
balloons flew around the room in electrical workers, etc. This worked volunteer at Dorset Careers Hub,
all directions. There was so much well, as they managed to wrap an APM education ambassador
joy in that specific moment, I will their heads around the basics of and a volunteer at my workplace’s
remember it forever. project management. careers events. I rotate through
these volunteer roles and pick
Future project managers The benefits of giving back things up whenever I have a free
As well as promoting STEM careers, I As we wrapped up, a few kids evening or can use up some of my
wanted to highlight the importance stopped to ask me if I would come at‑work volunteer days. I believe my
of project management and how back to do more – one ran up outreach work is a success if I help
they could potentially become to me with a big hug. This really just one individual find their path
project professionals. I explained melted my heart and made me to success.
project management in simplistic realise how much of an impact I
terms through the analogy of had on them. Most of the time, the
building a house. I gave each of focus in promoting STEM or project
the students a whiteboard and management careers is on school RESOURCES
pen to draw a house. We went leavers or university students, but Read about STEM Ambassadors
through each part of the house maybe we should be focusing and APM’s work with STEM
step by step, which made them on younger groups. Nurturing Learning at bit.ly/3Bgifdm
realise how many things need the future generations from a
91APMAUG22149.pgs 12.09.2022 12:33

VERSION
WHERE PROJECT
MANAGEMENT MEETS
POPULAR CULTURE
REPRO OP
SUBS
ART
HERE’S A STORY OF A BRILLIANT SCIENTIST WHO DOESN’T PLAY

BY THE RULES AND HIS OVER-ENTHUSIASTIC YOUNG ACOLYTE.
TOGETHER, THEIR RECKLESSNESS ALMOST COLLAPSES TIME ITSELF.
PROOF THAT IF YOU WANT TO AVOID MESSING UP THE FUTURE,
PRODUCTION
YOU REALLY NEED A PROJECT MANAGER, WRITES RICHARD YOUNG
Time travel films have an amazing plutonium to power a time machine

pedigree. Classics from The Time Machine built into a DeLorean car – results in
to Interstellar have used the paradoxes him witnessing the scientist’s murder
and ‘what ifs?’ of temporal dislocation and accidentally travelling back to 1955,
CLIENT
to make us think, wonder and laugh. where the vehicle runs out of fuel,
But two film franchises stand out from stranding him in his parents’ past.
the crowd: Terminator and Back to the The film charts his desperate
Future. Before we get to today’s case attempts to get back to the
study, it’s worth remembering John present while undoing the
Connor’s message of resistance from the potentially catastrophic
future to his own mother in Terminator: changes to his own history
“There’s no fate but what we make for that his blundering time
ourselves.” It’s a rallying call, not just for travel has caused. For project
putative time travellers, but for all of us. professionals, it’s a warning
And it has a special relevance for project from history (or should that
professionals looking to the future. be the future?). Look at what
We make choices that determine the happens when you allow a techie
future. Our ability to plan, coordinate and a creative to do what they want
and predict is the secret to not turning without proper organisation. Great
our present into the botched history Scott, it’s chaos!
of a nightmare future. And that project
management mindset is precisely where Call yourself a scientist?
Doc Brown and Marty McFly fail so The warning signs are there from the
miserably in Back to the Future (1985). start. Doc’s theft of the plutonium
For the uninitiated, Marty is a bright would fall foul of any organisation’s
Even if we allow for
but frustrated teen growing up in a procurement policy, and not just on the Doc being an agile
dysfunctional household. He loves his grounds that the supplier audit hadn’t kind of guy, making
band and his skateboard, but wants a been completed. (“I’m not trying to the first test a
bigger life than his small‑town upbringing be difficult, we just don’t seem to have
allows. An early‑hours meeting with his ‘nameless Libyan terrorist group’ on
life-or-death decision
pal and local eccentric Emmett “Doc” our list of pre‑approved suppliers…”) was overly rash
Brown – who’s stolen some terrorists’ Storing it under his desk has health and

Offline, 1
So procurement and project safety
are all over the place. And when the
terrorists arrive in a VW campervan
looking for their stolen plutonium, it’s
no surprise that Doc ends up dead.
Back to the Marty uses the DeLorean to get
Future – a away and accidentally hits 88mph,
movie full of the magic speed for time travel.
rash decision- Since the top speed for a VW
making amid camper is 65mph, we can only
a seemingly assume that Marty either didn’t
impossible race listen to the project briefing or
against time. is just a bad driver – he could
Sound familiar? have comfortably escaped in
third gear. It’s yet another reason
Doc should have had a project
manager to ensure proper team
onboarding and skills evaluation.
Risks and red flags

Of course, it goes
deeper than that.
Doc decided in
1955 to launch a
project to invent
time travel, but
in the intervening
30 years he’s
absolutely failed
to answer the
question any PMO or
supervisory board would
ask: why? Dreaming up the
Doc should have flux capacitor might be a moment
had a project of genius. But did Doc ever stop to think
manager to ensure about the purpose of his invention?
About the risks? He needed a decent
safety implications that would shred any
proper team project manager, not just planning his
half‑decent risk register. onboarding and research, but considering the implications
Then when Doc and Marty test skills evaluation of its possible success.
the DeLorean for the first time, they Health and safety issues are a
stand right in the path of the vehicle, sideshow, in fact. Trying to harness the
even though the technology is far from experiment. Documenting the project power of a lightning strike – the only
proven. Sure, we can argue about why is obviously good practice, both from way back to the future – is reckless but
adequate prototype evaluation wasn’t a scientific and administrative point of at least it’s a pre‑condition of eventual
factored into the project plan well ahead view. Had Doc and Marty been run over, success. It’s Marty’s interference with his
of user testing. But even if we allow for at least the project could have been own parents’ courtship that is the starkest
Doc being an agile kind of guy, making reassigned. But good documentation isn’t reminder that techies and marketing
the first test a life‑or‑death decision was an invitation to risk life and limb just people are often thoughtless. Most of the
overly rash. One thing we can credit because it makes succession planning a film is taken up with his attempts to stop
Doc for is insisting Marty videotape the bit easier. his own mother falling in love with him
91APMAUG22150.pgs 12.09.2022 12:43

Offline, 2
VERSION
FUTURE
PARADOXES FOR
REPRO OP
PROJECT
instead of his dad, which any half‑decent
project manager would have red‑flagged
PROFESSIONALS
as a major risk right from the off. So what does Back to the Future
teach us about the future of
Vanishingly unlikely to succeed project management?
SUBS
Marty deserves some credit for eventually

righting the wrongs. When he and Doc 1 Not doing something is a decision... This has become a popular
finally sit down for a situation analysis aphorism in the ‘move fast and break things’ culture, usually to chide
in 1955 and manage to work out the managers for being slow to act. But sometimes not doing something is
downstream consequences of their a great decision. Project managers sometimes take flak from techies
actions, they do at least come up with a or marketing people for doing things procedurally. But a stable and
ART
series of solutions. Sooner or later even sustainable future relies on considered choices and discipline under
the most instinctive genius recognises pressure. The projects we choose not to do are important too.
the need for project planning. And while 2 … but you can make your own future. Back to the Future also reminds
you could hardly say the family photo in us that small decisions now – in how a project is specced, resourced,
Marty’s wallet is a ‘dashboard’, exactly, designed and targeted – can have a vast impact in the future. They say
at least there’s some kind of project time travellers shouldn’t even step on a butterfly in case it changes their
monitoring going on at this point. Seeing own future through a cascade of effects. The decisions you take even in
PRODUCTION
his own image slowly vanish as he fails simple things like the choice of project methodology or apps will shape
to hit the critical stage gates in the plan your project’s destiny. Choose wisely.
is just the kind of motivational tool any 3 Just because you can, doesn’t mean you should. Doc should never
project manager would kill for. have fooled around with time travel – but once he invented it, he couldn’t
A charitable reading would say that help himself. It’s the same in project management: if you say something
the end of the film reveals the purpose is doable, someone will do it. In Back to the Future, the only person in the
CLIENT
to all this time tomfoolery: Marty’s dad is entire franchise who has a genuine vision for time travel is bully Biff Bannen
no longer a dweeb in 1985; his mum is a in Back to the Future Part II, and his grand plan is defrauding bookmakers.
confident, happy pillar of the community; Just because a project is feasible, doesn’t mean you should help it happen.
his nemesis a blithering has‑been.
But even this is accidental (a result
of Marty’s botched plan to get The project manager’s ideal superpower? The ability to control time
his future parents together by
literally sexually harassing his the parts of Doc and Marty. that’s a good thing. But as anyone who’s
own mother, causing her to But once you can pop back tried to explain ‘agile’ to less‑than‑savvy
#MeToo him in favour of nice or forward to tweak things business users or project sponsors will
George). And it also results in that didn’t go right, the whole tell you, the nightmare is people thinking
bully Biff becoming the bullied concept of planning discipline that just because you can adapt to shifting
one in the future. Is that fair? goes out of the window. realities as you go, you can change project
We end up in a world where fundamentals whenever they fancy it.
Gantt help falling in love… the passing whims of the business, of In short, don’t diss the Gantt chart.
In the end, the frustration for the marketing, of the user – these all become Having a coherent plan for when things
professional project manager in Back to the actionable. Some people might argue have to be done, what those milestones
Future comes from the way it breaks the allow you to do next, and where you’re
rules. Not Doc’s hopeless project safety Time itself is the heading makes life a lot simpler. Time
or Marty’s impulsivity – or even the lack travel is real, but we can only move into
of a coherent project purpose. Time itself
fundamental the future – and only at a predictable one
is the fundamental constraint of project constraint of project day at a time. While Doc and Marty are
management, and it’s the thing that makes management, and it’s jumping back and forward to clean up
the discipline both hard and rewarding. the thing that makes their own messes, project professionals in
Sure, time travel can throw challenges the real world know that the past is a firm
into the mix – although in Back to the
the discipline both foundation under the present’s plan for
Future and its sequels, these problems are hard and rewarding a future that needs reliable shaping. Over
still principally driven by ill‑discipline on to you.

VERSION
REPRO OP
“As we enter the early stages of the
NEW BOOKS, fourth industrial revolution, the use of

AI algorithms is creeping into almost
SUBS
every aspect of project management
RECOMMENDED techniques.” This opening sentence

provides much‑needed context for
integrating various aspects of AI into
FAVOURITES projects. Using Table 2.4, which explores

how AI impacts planning, the author
ART
attempts to provide insights into various
AND PODCASTS planning aspects specifically related

to projects utilising AI to support
implementation objectives. Further
TO KEEP YOU examples exist in chapter 15, where

the author discusses IoT integration
in the project schedule. Overall, the
PRODUCTION
ENTERTAINED book attempts to frame AI integration

in project management through a mix
of usefully interspersed examples to
LAND SPEED RECORD HOLDER RICHARD NOBLE ON support professional implementation.
THE ART OF TEAMS, AND DR RONALD DYER ON THE A useful next step would be to
IMPACT OF ARTIFICIAL INTELLIGENCE develop a workbook for practitioners
CLIENT
present and future that can assist better

AI adoption in the profession.
Project Management case strategy, a requisite component Review by Dr Ronald Dyer,
Techniques: Artificial for aligning projects with the overall Programme Director for Sheffield
Intelligence organisational strategy. Here the author University Management School’s
Rory Burke (Burke Publishing) walks readers through a step‑by‑step Executive MBA
This book covers all process, commencing with the
the fundamentals corporate vision and its requisite ★★★★
required for practising elements, all the way through to a series
project managers. of useful questions at the end of the
Its comprehensive chapter supported by a full business Team Lead Succeed:
30‑chapter exploration case structure. Helping You and Your
of everything from However, the true value of this Team Achieve High-
the project life cycle edition is the addition of the artificial Performance Teamwork
to organisational structures provides intelligence (AI) perspective on the and Greater Success
readers with deep insights regarding the project profession. The impact and Nick Fewings
what and how of project management. trajectory of AI across all aspects of (self-published)
Readers can expect the basic business have now become common It’s not often that we
introduction to core project management themes, and projects are no exception. get a chance to find a
concepts, progressing systematically The second chapter provides a new book dedicated to
through each subcomponent in detail brief historical perspective on the teamwork – a subject that
– e.g. chapter 3 on life cycle approaches changing landscape of technology is so critically important
provides a balanced perspective (PMBOK and its influence on project to group and corporate
and APM) of methodologies. Illustrations management, as well as introducing development, and which is so often
further support useful examples of the role of AI and walking through poorly developed. So, when Nick Fewings’
various types of project. various facets of this domain, from the book arrived, I was delighted to review
Another benefit is the inclusion of internet of things (IoT) to AI software it. Fewings has spent some 10 years and
a detailed chapter regarding business and robots. 500 courses leading/teaching teamwork.

Books, 1
My Bedside Books
Debbie Lewis, Program Portfolio Manager, Fujitsu Global
Turn the Ship Around! A True Story read the personal relationships
of Turning Followers into Leaders and thought processes in relation
L David Marquet (Penguin) to American politics and eventually
As a result of this, he has accumulated This was recommended to becoming US President from
a prodigious mass of experience from me when I was facing some Barack’s perspective. He provides
which the reader benefits. challenges preparing to lead a some truly personal insights and
We have all been to meetings that transformation programme that also inspires one not to give up,
don’t work – and it’s a painful experience, was as much about winning despite adversities and prejudices
particularly if the self‑imposed leader hearts and minds as it was about which can be encountered.
fails to bring the team to a decision and implementing the changes and the
there is much disagreement. Hopefully benefits. Discovering the workings Our Iceberg is Melting:
this book will help team leaders get the of the US Navy was an interesting Changing and Succeeding
message and stop wasting their teams’ aside also (it’s the setting for the Under Any Conditions
time. (Important to send a copy to book). I struggled with it at times John Kotter and Holger
Downing Street.) but persevered as it did make me Rathgeber (Pan Books)
There are, however, points in all this assess and think differently about An easy read which uses the most
that need clarification. To enable a team my approaches. unusual analogy I have read. The
to really work, it must have its own free learning points are very clear and
identity. It’s never ‘your team’ or ‘my A Promised Land summarised well at the end of
team’ – it’s always ‘The Team’. It’s not for Barack Obama (Viking) each chapter. Personally, I made a
nothing that the one and only Bob Dylan A continuation of my personal love note of each of the learning points
called his musicians The Band. No feudal and admiration for the Obamas. as each chapter ended so I could
ownership there. Having read Michelle’s book easily refer to them going forwards.
Fewings gets confused over team Becoming, it’s really interesting to In summary: fun while you learn.
dynamics – believed by many to be
the most important element of all in
mature teams. It is the psychological
interpersonal group relationship that We’re all ears – The Digital Project
develops when mature teams have to fight podcasts to listen to Manager Podcast
closely for progress and over key issues. Co‑founder of the Digital Project
To experience it is a real joy – and so Manager Galen Low chats with
often the team comes up with radically subject‑matter experts, real‑world
different and far better decisions than the digital project managers and
imposed leader. APM Podcast all manner of industry insiders.
Many of Fewings’ courses appear to Listen to the ex‑CEO of Crossrail, Listeners get guidance on
have been led by him and led by example. Mark Wild, reveal what it took theory, tactics, methodologies,
Frankly, in an established team, the to put the megaproject back best practice and other expert
leadership should change according to on track – and how one goes contributions. The most popular
agenda subject – and each leader should about leading such a complex episodes include ‘Tales of a
stand down and hand over as soon as turnaround. Wild took over as Remote Project Manager’ and ‘Stop
possible so that there are no lifetime CEO in 2018 at a time of highly Pointing Fingers’.
hierarchy leaders. Teams and leaders soon publicised budget and deadline
get the message and the quality improves overruns. Fast‑forward to May this BBC’s All in the Mind
dramatically. A formidable amount of year, and he stepped down as A programme that explores the
work went into this book and it’s a nice CEO following the long‑delayed limits and potential of the human
handbook to own. I am holding on to but much celebrated opening mind. It provides food for thought
my copy. of the Elizabeth Line. Wild is for both work and life beyond
Review by Richard Noble, author of refreshingly honest on what went office hours. Presenter Claudia
Take Risk! and an Honorary Fellow wrong, and gives valuable lessons Hammond has covered everything
of APM that any project professional can from ‘The Psychology of Regret’
★★★★
take something from and apply to and ‘Post‑pandemic Mental Health’
their own work. to asking ‘Can Bosses be Kind?’.
91APMAUG22152.pgs 12.09.2022 13:21

Eddie Obeng, 1
VERSION
Carry On Sustainably
EDDIE OBENG MUSES ON WHAT ‘SUSTAINABILITY’
SHOULD REALLY MEAN, AND WHAT MAKES A PROJECT
TRULY SUSTAINABLE
REPRO OP
E lon Musk’s dream of sustainability is

to ensure that life can extend beyond
Earth to another planet and then on to
on my drive as a ‘sustainable solution
to carbon’. Giggling to neighbours, I
called it crazy. None of them laughed.
Professor Eddie Obeng HonFAPM
is an educator, TED speaker
entirely new solar systems. Design mentor David Kester, persuading and author. You can join his
SUBS
You will lead projects that will propel me to work on an HS2 sub‑project, masterclasses, courses and
the future of the world, so what’s your addressed my objection to felling ancient workshops on the QUBE #SuperReal
dream of sustainability? Do you gaze woodland, saying, “They may be felling a campus: https://QUBE.cc
into the future and see sustainability as 500‑year‑old oak tree but they’re planting
an adventure of each person living their 500 new one‑year‑old oaks!”
full life forever? Or do you dream of a “A shame for the beetles who have need humility to study the complexity
ART
controlled set of guidelines making people lived for 400 generations in the same of their needs and then we must
do ‘the right thing’? Perhaps you focus tree‑home, but we must end privilege!” innovatively shape projects we lead to
beyond homo sapiens to a global habitat I laughed. He didn’t. ensure sustainability.
for all living beings? Most likely, you’re too Now my council hands out free Providing plastic bins to reduce a
busy to pay attention. wildflower seeds while approving the single element in the atmosphere is not
demolition of sound, 50‑year‑old homes sustainable. It does not sustain the fish
A silent room and shuffling feet that would last another 100 years to who eat or get entombed in plastic. Like
PRODUCTION
The first time I heard my insurance develop Parthenon‑style, faux palaces good marketers we need to stand in the
client say ‘sustainability’, I made a fool from imported stone and wood, paving shoes of our silent stakeholders to protect
of myself. While I was growing up, my over gardens with carbon‑hungry them forever (although I’m not sure
mother fought to set up an Institute for concrete. I see black humour everywhere, beetles wears shoes).
Aquatic Biology to ensure the creation but everyone else sees #sustainability. Perhaps risk prelimination? Seventy
of the world’s largest man‑made lake on per cent of projects fail or underperform.
CLIENT
the Volta River in Ghana didn’t repeat What are the project principles Such huge waste is not sustainable, and
the ecological and human carnage of the for sustainability? we must learn to deliver perfect projects.
previous record holder, the Aswan Dam Although sustainability is critical, We must FutureMap deliverables,
project. After the 1972 UN Conference popular approaches are dire. Elon Musk checking the project solution fixes the
on the Environment in Stockholm, she says he ignores ‘what everyone knows’ stated problem without collateral damage.
became Director of the UN environmental and starts from first principles. What After all, most of today’s problems come
programme. Gaia was in my baby milk. project principles should drive our vision from yesterday’s solutions.
Back to my insurance client… I blurted for sustainability?
out excitedly, “That’s a huge new market Perhaps stakeholder management? Conserve and don’t waste
for you, but who will pay the premiums?” Projects fail when narcissistic project I dream of sustainability as a spinning
The room went silent; feet shuffled. They managers who think that they know top. It’s like evolution over the past three
meant sustaining profits, not exploring the best psychopathically force a solution billion‑plus years, always changing and
interdependent complexity of ecosystems onto stakeholders. We should instead yet always staying the same. It’s like in
and human activity. I was so embarrassed. discover the stakeholders’ views on Alice in Wonderland, where the Red Queen
I just keep misunderstanding what sustainability and deliver for them. I feel describes Wonderland as a world where,
people mean by sustainability. Recently, we have vocal and silent stakeholders. “it takes all the running you can do to stay
two huge plastic wheelie bins, the Vocal stakeholders are human; silent in the same place”.
weight equivalent of about 10 years’ stakeholders include my family of beetles. So, stop projects that chase
worth of use of plastic bags, were left To engage the silent stakeholders, we will progress – a focus on opportunities and
challenges is too narrow. Sustainable
projects are scoped to include all
Elon Musk says he ignores the additional activities required to
‘what everyone knows’ and conserve what existed before the project
starts from first principles. What starts and are executed without waste.
Sustainable projects ensure that every
project principles should drive stakeholder, vocal or silent, will give
our vision for sustainability? you the thumbs‑up and say, “carry
on sustainably”!

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Cover

The voice of the project management community

The voice of the project management community

Bright young things

Meet the professionals on a mission

BLACK YELLOW MAGENTA CYAN 91APMAUG22109.pgs 12.09.2022 13:23

stars, plus the

PROJECT / AUTUMN 2022 3

BLACK YELLOW MAGENTA CYAN 91APMAUG22110.pgs 12.09.2022 10:57

From the MOD to Marty McFly, this issue of Project at a glance

In remembrance of Her Majesty

4 AUTUMN 2022 / PROJECT

BLACK YELLOW MAGENTA CYAN

PROJECT / AUTUMN 2022 5

91APMAUG22111.pgs 12.09.2022 10:59

Majesty Queen Elizabeth II was

Boddison, Chief Executive of APM.

London, in February 2016.

6 AUTUMN 2022 / PROJECT

BLACK YELLOW MAGENTA CYAN

91APMAUG22112.pgs 13.09.2022 17:01

expedition. On 5 March 2022, and I was immediately contacted to

vehicle is because it’s quite versatile.

procedures, a scope of work, a task

why I was on board is because we

Q What kind of skills did you need on

team for this kind of project?

PROJECT / AUTUMN 2022 9

BLACK YELLOW MAGENTA CYAN 91APMAUG22113.pgs 12.09.2022 11:05

➜ all the skills or expertise are quite

do not look at what others are doing.

expertise. That means that your boss in

relationship between people.

Q What have been the highs and lows

very long list [laughs]. Each dive was 5 lessons learned

a stressful time. You have to keep

2 Integration is a contact sport. Crossrail’s systems engineering was

the full scope accomplished was

10 AUTUMN 2022 / PROJECT

BLACK YELLOW MAGENTA CYAN

What the 2022 Games

PROJECT / AUTUMN 2022 11

91APMAUG22114.pgs 12.09.2022 11:05

What does sustainable project and programme management

12 AUTUMN 2022 / PROJECT

BLACK YELLOW MAGENTA CYAN

Dealing with difficult people

Even the best structured and

Your perspective is just one

PROJECT / AUTUMN 2022 13

91APMAUG22115.pgs 12.09.2022 11:05

Benefits realisation and how it

changes project management

and transformation projects only to current, mostly technically must deliver:

product, but that is not enough. on the often well‑established

What kind of support do our

need to change. To get projects realise them with the executives

Behind the scenes...

Walk a few hundred station ever built in the UK,

14 AUTUMN 2022 / PROJECT

BLACK YELLOW MAGENTA CYAN

Benefit estimation Continuous update Tracking of Benefit tracking

High-level design Involvement and Supporting the