fe Srna iae Golesi NEW INSIGHTS ABOUT PM ‘SALARIES, + “HOW I STARTED APM DEPARTMENT FROM SCRATCH” + WHY YOU SHOULD LOVE UNCERTAINTY | <= e usenatoumes sefead sys fo 99308 244, INELUENGER : Emma Dutton worked face-to-face with Afghan insurg . Now she advises project leaders... z=I=T - C1 f Book an IET professionaldevelopment course We help people fulfil their cafeer potential. All our courses have been designed with engineering and technology professionals in mind, aiming to help individuals and organisations reach and stay at their professional best Find a course or register online at Email us at: or call us on:FROM THE EDITOR “In unordered environments, so much is changing on so many fronts that it seems impossible to keep up, let alone influence the way forward” 's the assessment of Carole Osterweil as she discusses the ‘environment in which today's mega- projects are being delivered (page 28) It’s not, granted, the most reassuring situation in which to work. Bus, for today's project manager, its arguably the rll, not the exception, 12, Hinkley Point Cand Tesla’s vision ofan electric vebicle forthe masses are among the far reaching, high-value, high-stakes projects we analyse in this new-look edition of Project - schemes ‘where the margins berween success and frilure ate fine, and mega-projects play ‘out against a backdrop of political and For Osterweil, itis the latest thinking in neuroscience that can help project -managers to deliver against a backévop of ‘complex, shifting and sometimes volatile contexts. Paul Ervicker (page 40) also believes project managers can benefit from knowing their own minds when it ‘comes to thelr project leadership style. ‘Are you an adaptive or an innovative thinker? If you're ‘walking in fog’ when. it comes to delivering project, finding ‘your way might prove easier if you ‘understand your own mind, and the psychology of your team members, In fact, sf human error isa leading ‘cause of project failures, as our guest columnists from ResoLex point ox (page 14), is it time psychology became a core constituency of the project manager? It’s certainly a key element of how four cover star Emma Dutton (page 22) does business. The former RAF officer has honed a formidable set of influencing techniques, learned while {gathering intelligence from insurgents ia ‘Afghanistan ~ where human relationships are vital -and now applied on corporate projects. As the debate over the place of so-called ‘soft’ skills in projects continues to rage, her example proves 8 g ‘hat, for some missions, there's no subritute for having an understanding of ricky, treacherous environment ~ and the people ini. Thope you enjoy this edition, We've introduced more in-depth analysis ofthe issues shaping headline-graboing projects, a broader features section, regular technology reviews, and columnists with fesh ideas and perspectives on the profession - all with a revamped, refreshed and modern design Tesla time to say faresell, as tis {is my las issue editing Project. T's been great to learn so much about the industry lover the past year and a haf, meet so many passionate project managers and to find on about the world-leading projects inwhich you've been involved ‘Thank you al for your contributions and support, and, above al, for your bigh level of engagement with the journal. “That wil stand Project in good stead an exiting time for the industry, and i the months and years to come, © (@ GEN HARGREAVES IS EDITOR >ROJECT WELCOME PROJECT Editor Ben Hargreaves ecitoraprojectjouralco.uk Consulting editor Richard Young Managing editor Mike Hine Designer Grant Pearce Sales executive Oiivia Donoghue 02037717260 olviadoneghue ‘sthinkpualshing co.uk Sales diceetor Michaet Coulsey ‘Account director Andrew Thacayc Managing director Polly Anos foot ecept esporsiity oeny pubeston rary ont nr) ny ‘pm.orguk Tel (UK): 0845 458 T9448 Sepa ee tea exo ona serpin fee: £56 50 (U6 5850 (Europe £7 ntermaonad PROJECT ps5W 0957-7039) $m Etch Geass proseer soanc 2010 QEOG BREAKING NEW GROUND FOR PMs 182 ie testing the UK's project managers to the limit. And they're responding OQ muaTeoee LEADERS DO Mike Clayton: real project leaders remove unnecessary tasks [ELON MUSKON MANAGEMENT “Anyone can talk co anyone.” ow Tesla does problem solving QTHESIG, THE BAD AND THE PUBLIC ‘Memo to infrastructure project managers: ‘don’t just spout “key milestones’, talk social benefits| 414 THE WEAKEST LINK ‘If human error is your biggest risk, why ist st om your rsk register? BED 5001.0 2019 prover COMMUNITY TG memBene nea Put youself out of your comfort zone, says Sebastian Harris; APM ‘Midlands’ Young PM of the Year; Fediys ‘Alnmed on why is good to say ‘yes’, and ‘what to expect from che seventh edition of the APM Body of Knowledge JQ THE PRosrects ron YOUR PAY PACKET Average salaries are rising, contracting is luerative and the West Midlands is ahotspot, Takeaways from APM's latest Salary and Market Trends Survey, conducted with YouGov 2O WHAT You sHouLD BE READING ‘Should project managers ‘self manage’? ‘We've read and distilled the insight from four new books for you, including Aaron Dignan's Brave New Work FEATURES 22 HowTo wan WARS AND INFLUENCE PEOPLE “You might be talking to an insurgent and lear that the person you're talking to blew your mate's legs offa few months ago.” Our cover star Emma Dutton, an Afganistan veteran, discusses optimal influencing techniques for both military and civilian contexts 23 WALKING IN Fos: HOW ACCEPTING ‘UNORDER’ CAN UNLOCK PROJECT LEADERSHIP “In unordered environments, the way to thrive isto recognise thatthe lack of ord is ota matter of inadequate resoure or lack of understanding. Itis simply a characteristic of @ complex system a ‘work.” Carole Osterveil on uncertainty and project delivery34 gHARTERED: wiry IT’S ENHANCING YOUR CAREERS “Engineers know what chartered status rmeans to them. Now they will have the same respect for project managers.” How CChPP is raising the profession's profile AQ How THE gest PROJECT MANAGERS. ‘SOLVE PROBLEMS “Both adaptors and innovators run the risk of perceiving their different behaviours as master of competence level, not personal thinking style, This is dangerous.” Paul icker on paychology and performance BS [SORT Wane packaces THAT BRING PM TEAMS TOGETHER ‘A fool with a tool is stil a foo." Project's software expert puts Microsoft Project, Oracle Primavera P6, Teamvrork Projects, ‘Wrike, Zoho Projects and Liquid Planner under the microscope SPECIAL REPORT SE now we STARTED OUR PM DEPARTMENT. FROM SCRATCH "We were one office with a CEO anda handful of staff My fret step was to decide ‘on a project management methodology. T assumed this decision would be simple” ewan, Here's Pare Business Group's inside story PEER TO PEER G [BALLET LESSONS ror PROJECT MANAGERS Alternative language systems (such as dance notations) can provide clarity of intent and efficiency of communication, essential features of any successful projec 2a WITH G3 Susanne wapsen Tite emt pet each 65 eee sormoues AND STAKEHOLDERS Embedding a new scheduling system, Building a plant from scratch, Modernising nuclear safety system. Inside three award-winning Rolls-Royce projects TO MENTORING PAYS OFF Improve your interpersonal skills, Boost your confidence. Make new connections. Just some of the value in mentoring relationships 7A HoW.TO LAND AN ‘AWESOME JOB IN TECH (WHEN YOu’ NOT A TECHIE) “They never do wisat you want them to." BAB high-fier Rosie Hall om leatsing to code and what you can learn from horses OFFLINE 7Q This COULD GET UNCOMFORTABLE “The six eternal project management truths within the 2016 film Hidden Figures, (Truth people have a range of biases) END GAME QD EDDIE OBENG Four ways to re-scope: value, not costs; change the context; match the leader tothe project; and pick the rignt method PROJEET SPRING 201