Topic: Collaboration

By Jonathan Norman
September 27th 2022

Systems Thinking, Systems Leading Full Report

Any scan of literature on major projects will reveal a common theme. Major projects need to deliver systems which in turn deliver the benefits expected of the investment in them. Generally, the more significant the project, the more complex the system will be and the more connected it will be with other systems – or the system of systems as explained in the Infrastructure and Projects Authority Routemap module on Systems Integration.

“As projects become more complex, their success or failure is increasingly determined by the interactions between new and pre-existing natural, built and digital systems, and the critical role of people in making these interactions work. As such, project outputs should not be viewed in isolation but as part of a system of systems”. 

The challenge of understanding such system of systems is well documented in the NAO’s report on lessons from Crossrail which, in part, led to the report “A System Approach to Infrastructure Delivery” commissioned by the Institution of Civil Engineers. There’s now a recognition that understanding systems is a core skill for anyone delivering projects in the public sector with the recent “systems thinking for civil servants” guidance being pubished by the Government Office for Science.

There are numerous tools and techniques which can be used to map and model systems to enable solutions to be defined and projects established to implement them. But the real challenge for delivering systems is not a technical one of modelling but one of leadership in the context of complex relationships and non-linear development. So how does the major projects leader embrace systems thinking? What competencies do they need to develop and/or deliver a new system within systems?

These are some of the questions we will explore by way of reference to a mix of case studies from railways, hydrogen ecosystems, power transmission and regeneration.

By Jonathan Norman
April 7th 2022

Innovation at the Edge Highlight Report

The need to significantly improve the initiation and delivery of major projects is without question, as numerous studies point to under-performance when measured against time, cost, quality and benefits. This is somewhat unsurprising when major projects are, by definition, pushing boundaries of complexity and scale and often result in ‘first of a kind’ solutions. So what role should or could innovation play to deliver the improvements we need?

Is innovation best left to chance in the form of random mutations from current ‘best practice’? Or should it be a result from thorough investigation and analysis followed by a centrally directed transformation programme? Or somewhere in between in perhaps best realised through LEAN style continuous improvement?

Is it best to focus on product innovation (e.g. design), process innovation (e.g. project methods) or organisational innovation (e.g. delivery models). Or perhaps a bit of each?

How do we approach innovation that requires collaboration across organisational boundaries – which is typical in major projects? Can we incentivise innovation or do commercial structures and risk allocation get in the way?

Perhaps we should stop talking about innovation as a potential project panacea and instead just focus on getting the basics right first and then problem solving where the ‘basics’ are not working.

These are just some of the questions which will be explored at this seminar along with some examples from sponsors, client bodies, industry and research organisations to showcase what’s possible with “innovation at the edge”.

We’re delighted to confirm Gareth Parkes, Head of Data & Analytics, Sir Robert McAlpine as chair for this event. A full programme will be announced soon.

By Jonathan Norman
October 9th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 2) Full Report

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 2 of a 2 part VIRTUAL Annual Conference.

Click here to view the keynote interview with Sir Mark Rowley

By Jonathan Norman
October 9th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 2) Highlight Report

Click here to view the keynote interview with Sir Mark Rowley

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 2 of a 2 part VIRTUAL Annual Conference.

By Jonathan Norman
October 9th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 2) Short Report

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 2 of a 2 part VIRTUAL Annual Conference.

Click here to view the keynote interview with Sir Mark Rowley

By Jonathan Norman
September 15th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 1) Highlight Report

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 1 of a 2 part VIRTUAL Annual Conference. 

Click here to view the keynote interview with Sir Mark Rowley

By Jonathan Norman
September 15th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 1) Short Report

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 1 of a 2 part VIRTUAL Annual Conference. 

Click here to view the keynote interview with Sir Mark Rowley

By Jonathan Norman
September 15th 2020

Annual Conference: Harnessing Emotional Intelligence in the Successful Delivery of Major Projects (Part 1) Full Report

This year’s Annual Conference topic is Harnessing Emotional Intelligence in the Delivery of Major Projects. There is significant research that supports the hypothesis that Emotional Intelligence (EI) drives better business performance and if we accept that, then the logic holds that EI should lead to better delivery of projects and their outcomes. The conference will explore this hypothesis, bringing EI to life via speakers and case studies from the major projects sector.

This is part 1 of a 2 part VIRTUAL Annual Conference. 

Click here to view the keynote interview with Sir Mark Rowley

By Jonathan Norman
April 4th 2019

Why do Disputes happen in Major Projects? What can be done to avoid them? Highlight Report

During the course of delivering major projects, disputes between project parties (at any level of the project structure) can and do arise. Sometimes they arise due to unforeseen circumstances and external factors which are outside the control of the parties. But on occasion it is because of unclear or ambiguous contractual provisions; a change in key personnel; payment issues; the conduct of parties or changes to scope or requirements. Many of these are avoidable and it is crucial for project participants to understand why and how such problems may arise. Of greater importance is for project participants to understand how to avoid such disputes arising in the first place.

During the course of this evening meeting, our speakers will discuss their experiences of disputes on major projects, the impact which such disputes have had on the projects and will provide invaluable insight as to how, as an industry, we can avoid them. The discussion will provide the audience with the opportunity to share their own experiences.

By Jonathan Norman
May 18th 2017

Does collaboration really drive value and efficiency in major projects? Highlight Report

When we look back in the library of Major Projects Association reports the word collaboration does not appear until 2006. Prior to that our understanding of collaboration in major projects was limited to that of Governments working together on initiatives such as Concorde or the Channel Tunnel.

The notion of creating collaborative relationships with suppliers and competitors to enhance major project delivery is relatively new. At a recent Major Projects Association seminar there was consensus that collaboration is a positive approach to project delivery that creates effective working between two or more companies. At best it is: non-confrontational; mutually beneficial; and relationship based. It encourages a proper alignment of interests and objectives and requires integrated organisations to be open and honest

With this in mind it is right to interrogate whether it really drives value or whether instead it creates a danger of unclear accountability and working relationships which are “too close for comfort”. Also whether some forms of contract encourage the right behaviours to seek for mutual success and beneficial outcomes and thus engender collaborative approaches.

Prior to the event, delegates may wish to read our recent reports on this topic which can be found on the Major Projects Association website resources page (www.majorprojects.org):
• COLLABORATION – PANACEA OR PIPE DREAM? 12th March 2015.
• IS THERE A ROLE FOR COLLABORATIVE WORKING ON MAJOR PROJECTS? 13th March 2013.

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