Sector: Defence

By Myrna Rickards
May 20th 2025

Managing change without losing control – Balancing flexibility and discipline in major projects Full Report

 

When projects have lifespans that run into years if not decades, some change is inevitable. Technology advances, the regulatory landscape shifts, stakeholder demands evolve and the economic circumstances in which the project was born can alter out of all recognition.

This creates many challenges and opportunities for project professionals. How do we distinguish between necessary adjustment to secure outcomes and undisciplined scope creep inflating costs and extending schedule? What kinds of governance and project controls are most effective in different circumstances or types of projects? What should leaders do to create an environment that supports their chosen approach to risk management?

This half day seminar will explore this topic through case studies of the very different change management challenges of Sizewell C and London’s Stratford Waterfront programmes. This will be complemented by insight from the energy and defence sectors, both of which are experiencing rapid changes to the environment in which their major projects and programmes are being delivered. There will also be an opportunity to hear from two of the contributors to the Association for Project Management’s new guide Project Controls in the 21st Century.

By Myrna Rickards
May 20th 2025

Managing change without losing control – Balancing flexibility and discipline in major projects Highlight Report

 

When projects have lifespans that run into years if not decades, some change is inevitable. Technology advances, the regulatory landscape shifts, stakeholder demands evolve and the economic circumstances in which the project was born can alter out of all recognition.

This creates many challenges and opportunities for project professionals. How do we distinguish between necessary adjustment to secure outcomes and undisciplined scope creep inflating costs and extending schedule? What kinds of governance and project controls are most effective in different circumstances or types of projects? What should leaders do to create an environment that supports their chosen approach to risk management?

This half day seminar will explore this topic through case studies of the very different change management challenges of Sizewell C and London’s Stratford Waterfront programmes. This will be complemented by insight from the energy and defence sectors, both of which are experiencing rapid changes to the environment in which their major projects and programmes are being delivered. There will also be an opportunity to hear from two of the contributors to the Association for Project Management’s new guide Project Controls in the 21st Century.

By Jonathan Norman
June 16th 2021

The Sponsor – One of the most misunderstood roles in Major Projects Highlight Report

If there was a theme tune for sponsors it would probably be the haunting 1964 song by Nina Simone (and later covered by The Animals) – ‘Don’t let me be misunderstood’ – as many sponsors experience confusion over the remit of their roles by those they need to work with.

This confusion and misunderstanding is partly caused by sponsorship being implemented differently across different sectors and different organisations – driven by the types of projects they undertake (e.g. infrastructure vs. transformation); the number of projects in an organisation; the delivery model; and delivery risks. There are people whose full-time job is to be a sponsor; those who juggle their sponsor or SRO roles with their operational roles; and then there are projects that have several sponsors – a sponsor in a client organisation and another sponsor in the delivery organisation.

The misunderstanding of the sponsor role poses lots of questions: What does good look like? Is there a difference between the role of an SRO and the role of a sponsor? Is it a job, role or function? What needs to be in place for effective sponsorship? What is the right amount of time sponsors need to carry out their role effectively? Are there good frameworks for sponsorship? How do we address common challenges?

In this event we will look at the importance of sponsorship; different models of sponsorship; how to have those early fearless conversations which shape projects; and the role of the sponsor in creating a sustainable future. We will also hear experiences from younger sponsors in different organisations about what they do day-to-day; and what they need to develop, grow, be valued and heard.

By Jonathan Norman
June 16th 2021

The Sponsor – One of the most misunderstood roles in Major Projects Full Report

If there was a theme tune for sponsors it would probably be the haunting 1964 song by Nina Simone (and later covered by The Animals) – ‘Don’t let me be misunderstood’ – as many sponsors experience confusion over the remit of their roles by those they need to work with.

This confusion and misunderstanding is partly caused by sponsorship being implemented differently across different sectors and different organisations – driven by the types of projects they undertake (e.g. infrastructure vs. transformation); the number of projects in an organisation; the delivery model; and delivery risks. There are people whose full-time job is to be a sponsor; those who juggle their sponsor or SRO roles with their operational roles; and then there are projects that have several sponsors – a sponsor in a client organisation and another sponsor in the delivery organisation.

The misunderstanding of the sponsor role poses lots of questions: What does good look like? Is there a difference between the role of an SRO and the role of a sponsor? Is it a job, role or function? What needs to be in place for effective sponsorship? What is the right amount of time sponsors need to carry out their role effectively? Are there good frameworks for sponsorship? How do we address common challenges?

In this event we will look at the importance of sponsorship; different models of sponsorship; how to have those early fearless conversations which shape projects; and the role of the sponsor in creating a sustainable future. We will also hear experiences from younger sponsors in different organisations about what they do day-to-day; and what they need to develop, grow, be valued and heard.

By Jonathan Norman
October 17th 2018

Wellbeing Highlight Report

Major projects are risky places to work. Engineering, construction and defence projects always include physical risks, which can be magnified by the location of the site. Our understanding of the psychological impact of stress on an employee motivation, performance and physical health is growing and, whilst transformation projects may not pose the same risk of physical injury, the pressurised environment, often tight timescales or resource constraints can generate dangerous levels of stress, particularly if sustained. Creating and managing a workable wellbeing policy is complex. It needs to recognise the nature of major projects and the need for employees to perform under pressure and in difficult physical environments such as high-stress air traffic control or military tours of duty. It also needs to take into account the baseline culture of many of our projects where people might be reluctant to seek support for mental health due to a perceived stigma.

This Major Projects Association seminar will hear how different high-stress organisations have used a variety of techniques to manage their projects in ways which minimize the negative impact upon their teams. The panel session will ask how we can make a concerted effort to change long established industry practice for the better. The panellists will offer personal insights into the challenges as well as some hard evidence from very recent research undertaken by the University of Southampton.

By Jonathan Norman
October 17th 2018

Wellbeing Full Report

Major projects are risky places to work. Engineering, construction and defence projects always include physical risks, which can be magnified by the location of the site. Our understanding of the psychological impact of stress on an employee motivation, performance and physical health is growing and, whilst transformation projects may not pose the same risk of physical injury, the pressurised environment, often tight timescales or resource constraints can generate dangerous levels of stress, particularly if sustained. Creating and managing a workable wellbeing policy is complex. It needs to recognise the nature of major projects and the need for employees to perform under pressure and in difficult physical environments such as high-stress air traffic control or military tours of duty. It also needs to take into account the baseline culture of many of our projects where people might be reluctant to seek support for mental health due to a perceived stigma.

This Major Projects Association seminar will hear how different high-stress organisations have used a variety of techniques to manage their projects in ways which minimize the negative impact upon their teams. The panel session will ask how we can make a concerted effort to change long established industry practice for the better. The panellists will offer personal insights into the challenges as well as some hard evidence from very recent research undertaken by the University of Southampton.

By Jonathan Norman
September 20th 2017

35th Annual Conference. Future proofing major projects – navigating an uncertain major project world Full Report

The future never was a certain place. It used to be said that change was the only constant, but now it is clearly accelerating. Whether we consider geo-politics, technology, labour markets or customer expectations, they are all shifting before our eyes. Therefore, navigating an uncertain world has become one of the great challenges of our time, particularly for major projects and the organisations that support them.

Major projects’ organisations must have the flexibility (and the bravery) to operate within the context of change and uncertainty. And, recognising that information destroys uncertainty, the industry needs to embrace digital transformation and the mastery of information that it promises.

Crystal balls don’t work and change has become so rapid that the past is really no good as a predictor of the future. So, we want navigational aids to help steer through the uncertain landscape and we need practical new tools to future-proof major projects and programmes.

Therefore, this conference will explore the theme of adaptation in changing environments:
• What should organisations do to thrive in this world of uncertainty?
• How can projects and programmes be designed to be adaptable to future change?
• What can be learned from the models adopted in other regions and industries?

The conference will bring leading experts together to develop a toolkit of navigational aids through active participation in strategic foresighting activities:

• Horizon-scanning
• Trend-surfing
• Scenario planning

“It is not the strongest that survives, nor the most intelligent, but the one that is most adaptable to change.” – Darwin (paraphrased).

There is no charge for this event for individuals from member organisations.

By Jonathan Norman
September 20th 2017

35th Annual Conference. Future proofing major projects – navigating an uncertain major project world Highlight Report

The future never was a certain place. It used to be said that change was the only constant, but now it is clearly accelerating. Whether we consider geo-politics, technology, labour markets or customer expectations, they are all shifting before our eyes. Therefore, navigating an uncertain world has become one of the great challenges of our time, particularly for major projects and the organisations that support them.

Major projects’ organisations must have the flexibility (and the bravery) to operate within the context of change and uncertainty. And, recognising that information destroys uncertainty, the industry needs to embrace digital transformation and the mastery of information that it promises.

Crystal balls don’t work and change has become so rapid that the past is really no good as a predictor of the future. So, we want navigational aids to help steer through the uncertain landscape and we need practical new tools to future-proof major projects and programmes.

Therefore, this conference will explore the theme of adaptation in changing environments:
• What should organisations do to thrive in this world of uncertainty?
• How can projects and programmes be designed to be adaptable to future change?
• What can be learned from the models adopted in other regions and industries?

The conference will bring leading experts together to develop a toolkit of navigational aids through active participation in strategic foresighting activities:

• Horizon-scanning
• Trend-surfing
• Scenario planning

“It is not the strongest that survives, nor the most intelligent, but the one that is most adaptable to change.” – Darwin (paraphrased).

There is no charge for this event for individuals from member organisations.

By Jonathan Norman
February 9th 2017

Maximising Project Performance – the role of Project Controls in assuring delivery Short Report

Project controls, assurance, accountability and governance are closely related, though mutually exclusive, but combine as being essential in the successful delivery of projects.

Whilst effective project controls facilitate the proactive management of schedule and cost risk, it is arguably only effective if assured independently within a decision framework that is logical, robust and repeatable.

Successful projects, programs or portfolios of work:
• Must take account of actual performance as the basis of future risk management predictions
• Need effective assurance for timely intervention strategies
• Need a consistent operational framework within which standards may be established and trends may be detected so that decisions may be based on accurate, meaningful and focused data
The objective of this event is to provide an insight into the relationship between project controls, governance and assurance through a wide range of case-studies.

Speakers from a range of industry sectors, perspectives and from a diverse breadth of projects, will present their experiences. It is hoped that the event will be thought-provoking and lively, with some of the industry’s leading people sharing their strategies that have assisted with greater project delivery success.

By Jonathan Norman
February 9th 2017

Maximising Project Performance – the role of Project Controls in assuring delivery Full Report

Project controls, assurance, accountability and governance are closely related, though mutually exclusive, but combine as being essential in the successful delivery of projects.

Whilst effective project controls facilitate the proactive management of schedule and cost risk, it is arguably only effective if assured independently within a decision framework that is logical, robust and repeatable.

Successful projects, programs or portfolios of work:
• Must take account of actual performance as the basis of future risk management predictions
• Need effective assurance for timely intervention strategies
• Need a consistent operational framework within which standards may be established and trends may be detected so that decisions may be based on accurate, meaningful and focused data
The objective of this event is to provide an insight into the relationship between project controls, governance and assurance through a wide range of case-studies.

Speakers from a range of industry sectors, perspectives and from a diverse breadth of projects, will present their experiences. It is hoped that the event will be thought-provoking and lively, with some of the industry’s leading people sharing their strategies that have assisted with greater project delivery success.