The Investor, the Board and Major Projects

Often the team members charged with procuring and delivering a proposed project are not clear on the scheme’s objectives and may be remote from the client body and/or the investors. Major projects by their nature are complex, long in gestation and subject to scope change and expansion. Often they are also subject to political interest and external influences. With large and sophisticated management and corporate structures governing the oversight and outcomes, it is a major challenge for the project team, and the Project Manager in particular, to be aware of and understand the investor and Project Board requirements. All sectors engaged in major projects should be interested in how investors and Project Boards direct and control outcomes. Communication of objectives to the project team and reporting back on progress are vital components in achieving success. How can these relationships be best managed for the benefits of all three parties? Within the public sector, client teams themselves may not receive clear and consistent direction, specially appointed project management teams often do not gain direct access to key decision makers, and delivery teams may never communicate with the client body. Who should take control of this process? What happens when investors and the client or Project Board seem to have competing objectives? Should special purpose delivery companies be allowed to operate at arms length from their investment arms? Our Chairman for this seminar has significant experience of corporate governance of major projects and the speakers will provide valuable lessons from research and studies into past mistakes, as well as providing important perspectives and advice for future project teams tasked with achieving clear objectives for the project and realising the business case and operational requirements and return on investments.