Topic: Project planning, estimating and scheduling

By Myrna Rickards
October 6th 2025

Annual Conference 2025 – Mission Possible: Improving the connectedness of major projects Highlight Report

Bookings are now open for this year's Annual Conference. This event is not bookable via our website – please contact sascha.flint@majorprojects.org to secure your place! 

We're excited to announce that this year's Annual Conference will be held at a new venue: Hotel La Tour, Milton Keynes. Member organisations are invited to book one space initially – for either your Main Representative or a nominated colleague (please see note below regarding recommended attendees). Places are limited to one per organisation, subject to availability, and will be allocated on a first come, first served basis. Attendance is included in your membership fee and covers the full conference programme, meals and overnight accommodation, provided by the Major Projects Association. 

Mission Possible: Improving the connectedness of major projects 

In an era of profound public policy reform, where government's strategic priorities are articulated through missions – not departments – how can major projects step up to deliver greater value? This year's Annual Conference will explore how we join up the initiation and delivery of major projects with the UK Government's evolving missions agenda, as laid out in the Prime Minister's Plan for Change. 

Mission-based government promises to tackle society's grand challenges – clean energy, economic growth, health, and net zero – through cross-sector, outcome-focused collaboration. It offers a chance for major projects to contribute in ways that go beyond traditional delivery models and metrics. But to do so effectively, we must rethink how we plan, govern and manage major projects and programmes. We need to better understand the interconnectedness of our major projects – with what we already have, what else is being delivered and other initiatives being planned or considered. 

This conference will delve into what the shift from transactional to portfolio-based project thinking means in practice. From reforms to Green Book with the introduction of place-based business cases, to the formation of mission boards and NISTA, the major projects landscape is being reshaped to enable interconnected, system-wide thinking. How should project sponsors, clients, contractors, advisors, investors and regulators respond? What capabilities will we need? And how do we deliver at mission or portfolio level without losing sight of accountability at project level? With water companies looking to build their own power supply, energy companies looking to build their own desalination plants to secure the water they need, and transport authorities focused more on housing and place-making, it is clear that the days of isolating projects scope to a primary objective are over. How should benefits be valued, measured and shared across a programme portfolio? Perhaps we no longer have, say, transport, energy or water projects but omni-projects that deliver a little bit of everything? 

Through keynote contributions, sector case studies, and interactive syndicate work, the conference will spotlight the systematic shifts required across policy, planning, procurement, and delivery. Delegates will hear insights on how spatial, systems and portfolio approaches can break down silos – both within government and across industry. 

Expect thoughtful contributions from senior leaders and academic experts in systems thinking and project governance. The programme will include real-world perspectives on interconnectivity from energy, transport, water and public services, culminating in collaborative syndicate discussions, where members will co-develop practical recommendations to take forward. 

This is not just a conference about what needs to change – but how we can change. It's an opportunity to shape the future role of major projects in delivering public value and national resilience.

Keynote 

 
James Murray MP, Chief Secretary to the Treasury

James Murray was appointed as Chief Secretary to the Treasury on 1 September 2025. He previously held the office of Exchequer Secretary to the Treasury, having been shadow Financial Secretary for three and a half years before that.

He has served as the Member of Parliament for Ealing North since 2019.

 

 

 Perspectives report: Mission-led major projects 

Ahead of the conference, we're pleased to share our latest perspectives report on Mission-led major projects, exploring how the UK's evolving missions agenda is reshaping the way we govern, plan and deliver. 

The report highlights:

  • How missions shift focus from departments to outcomes. 

  • The role of industry, regulators and government in working together.

  • The changes needed in leadership, accountability and communication. 

Who should attend? 

Those involved in major projects seeking to understand and/or embed systems thinking, collaborative delivery, and strategic alignment into the heart of major projects. We ask Main Reps to consider who would be best from your organisation to attend the conference – both in terms of learning and contribution. Strategic thinkers are ideal! 

Booking your place 

This event is not bookable via the website. For registration, please contact sascha.flint@majorprojects.org.

By Myrna Rickards
September 29th 2025

Mission-led major projects

The role of major projects in delivering the Government’s mission and the impacts the mission may have on how major projects are governed and delivered.

By Myrna Rickards
July 15th 2025

It’s about time – The role of timing and timescale in major projects Full Report

 

When projects have lifespans that stretch across decades, timing of when to start and how quickly to proceed can be as critical as funding or technical ability. From projects delivered at break speed pace (such as the vaccine taskforce), an asset designed for 100+ years (such as a tidal barrage or tunnels) or projects themselves that are century spanning in construction (such as cathedrals) – the timeline of a major project fundamentally shapes its deliverability, approach, and long-term impact.

This virtual seminar will explore how timing, timescales, and momentum influence project success – and what happens when a project moves too early, too late, or fails to move at all. Understanding how to time and pace a project is crucial. Move too early, and you risk running out of pre-project money before the planets align for project funding, finance and political will. Move too late, and the alignment may have already passed and the momentum may be lost entirely. Is there a better way of understanding when the timing right to get started and to understanding a project’s optimal pace?  

The programme will also explore whether it's time to add a sixth lens to our business cases—a temporal case—to help future projects better articulate timing, longevity, and strategic alignment over the long term. Join us as we explore these very questions.

Taking place after our site visit to Liverpool on Wednesday 18 June (click here for more information), this seminar will build on those insights and reflections to deepen the conversation around strategic timing in project delivery. The event will take place virtually on Tuesday 15 July, with further details and a full programme to be announced soon.

By Myrna Rickards
July 15th 2025

It’s about time – The role of timing and timescale in major projects Highlight Report

When projects have lifespans that stretch across decades, timing of when to start and how quickly to proceed can be as critical as funding or technical ability. From projects delivered at break speed pace (such as the vaccine taskforce), an asset designed for 100+ years (such as a tidal barrage or tunnels) or projects themselves that are century spanning in construction (such as cathedrals) – the timeline of a major project fundamentally shapes its deliverability, approach, and long-term impact.

This virtual seminar will explore how timing, timescales, and momentum influence project success – and what happens when a project moves too early, too late, or fails to move at all. Understanding how to time and pace a project is crucial. Move too early, and you risk running out of pre-project money before the planets align for project funding, finance and political will. Move too late, and the alignment may have already passed and the momentum may be lost entirely. Is there a better way of understanding when the timing right to get started and to understanding a project’s optimal pace?

The programme will also explore whether it’s time to add a sixth lens to our business cases—a temporal case—to help future projects better articulate timing, longevity, and strategic alignment over the long term. Join us as we explore these very questions.

Taking place after our site visit to Liverpool on Wednesday 18 June (click here for more information), this seminar will build on those insights and reflections to deepen the conversation around strategic timing in project delivery. The event will take place virtually on Tuesday 15 July, with further details and a full programme to be announced soon.

Mind the Mobilisation Gap
By Myrna Rickards
March 5th 2025

Mind the Mobilisation Gap

This Perspectives Paper explores why we’re still getting mobilisation wrong on major projects, and how we can do better.

By Myrna Rickards
May 15th 2024

Project Management during a Major Incident Highlight Report

 

In a world buffeted by climate change, geo-political and economic instability, ‘major incidents’ (or high impact, high urgency events) pose an ever-greater risk to major projects.

This can include events such as terrorist attacks or extreme weather events for which public authorities will formally declare a major incident as well as rapidly evolving crises such as the sudden failure of a key supplier or an unexpected lurch in political direction.

The projects community has invested heavily in risk management processes to manage unexpected events and this seminar will draw out insight from that work but in a multi-organisation major project context. We will also examine lessons from recent thinking and practice in areas such as business continuity planning and disaster recovery planning that are used by colleagues working in operational environments.

Speakers will look at challenges through the lifecycle of a major incident from initial response, through consolidation and recovery and into the restoration of normality.

By Myrna Rickards
February 7th 2024

Consents and Stakeholders – Embracing the planning process Full Report

Achieving planning consent is an integral and essential part of the successful delivery of major infrastructure projects. It is often a challenging, time-consuming and costly process, the success of which can be heavily influenced by stakeholders and how projects manage these relationships, but also how they engage before, during and after the process. Many projects struggle to complete the process in a way that is experienced positively, by both the promoter and their stakeholders.

Utilising and drawing upon expert knowledge and best practices can be invaluable as projects across all industries face similar challenges. How do we take our stakeholders on the journey with us?  How do we minimise the risks of objections and delays to the planning process and maximise the likelihood of success? What does success look like?

Speakers at this event will focus on the changes to planning policy and legislation as well as exemplars of good practice.  In addition, the seminar will present the findings from a study and interviews with industry leaders across Government, transport, nuclear, renewable energy, engineering, construction and utilities – which have been undertaken by CJ Associates on behalf of the Association.  Delegates will hear valuable insights directly from these industry leaders and experts about the challenges they face in the planning process and in engaging stakeholders and the community to learn about their greatest successes.

Join us for an afternoon of informative, insightful and lively discussion.

By Myrna Rickards
February 7th 2024

Consents and Stakeholders – Embracing the planning process Highlight Report

Achieving planning consent is an integral and essential part of the successful delivery of major infrastructure projects. It is often a challenging, time-consuming and costly process, the success of which can be heavily influenced by stakeholders and how projects manage these relationships, but also how they engage before, during and after the process. Many projects struggle to complete the process in a way that is experienced positively, by both the promoter and their stakeholders.

Utilising and drawing upon expert knowledge and best practices can be invaluable as projects across all industries face similar challenges. How do we take our stakeholders on the journey with us?  How do we minimise the risks of objections and delays to the planning process and maximise the likelihood of success? What does success look like?

Speakers at this event will focus on the changes to planning policy and legislation as well as exemplars of good practice.  In addition, the seminar will present the findings from a study and interviews with industry leaders across Government, transport, nuclear, renewable energy, engineering, construction and utilities – which have been undertaken by CJ Associates on behalf of the Association.  Delegates will hear valuable insights directly from these industry leaders and experts about the challenges they face in the planning process and in engaging stakeholders and the community to learn about their greatest successes.

Join us for an afternoon of informative, insightful and lively discussion.

By Myrna Rickards
September 19th 2023

The Unresolved Issue of Estimating and Forecasting Highlight Report

To be deemed a success, projects are generally judged on how well they delivered against their quadruple objectives of time, cost, scope and benefits when the project completes. To gain and maintain confidence through the journey to completion, projects will also be judged on how well they have delivered on milestones and the accuracy, or perhaps the believability, of their forecasts for the subsequent milestones through to the end of the project.

Therefore, get the estimates wrong and what could otherwise be a successful project could be viewed as a failure. Overestimating may prevent a project from getting started in the first place or it will tie up investment and resources which could be invested in other projects. Underestimating may result in a project becoming unaffordable if additional investment cannot be secured or unviable of the reduction in scope or later delivery erodes the promised benefits.

The Major Projects Association has looked at estimating and forecasting on three prior occasions. In 1984 through the lens of scenario planning, in 2013 through the lens of project controls and lessons from the 2012 Games, and in 2021 through the lens of benchmarking. Scanning the reports from these previous seminars highlights that while we have sought to improve our ability to estimate and forecast over the past four decades that the challenges we face have increased in parallel and frankly, it remains an unresolved issue. In many ways it could be argued that the level of market volatility we are currently facing means the gap between estimating performance and capability has never been greater. A project estimating 4% CPI for inflation on materials two years ago could be facing with a ten fold error as some materials have increased by more than 40% since. How can we estimate when there is such volatility? Do we need to place more emphasis on forecasting and mechanisms to adapt projects as assumptions upon which they are based veer to extreme alternatives?

Join us for this seminar where we will explore the unresolved issue of estimating and forecasting. We will gain insights from and an update on best practice guidance from the Association of Cost Engineers (ACOSTE), the Royal Institution of Chartered Surveyors (RICS), the Infrastructure and Projects Authority (IPA) and from Oxford Global Projects on Reference Class Forecasting (RCF). We will then explore the practitioner’s view from both a client perspective before looking at how estimating and forecasting might evolve or even transform. Join us to give your best prediction and help us resolve the unresolved issue of estimating and forecasting.

This event is followed by an evening Data and Digital Showcase on how projects are embracing data analytics, AI benchmarking services and date trusts to improve project controls. – you will need to register separately for this if you would like to attend both parts.

By Jonathan Norman
March 17th 2021

Reimagining Benchmarking Highlight Report

Over recent decades, asset owneers in sectors such as Oil & Gas and Chemicals have made a concerted effort to utilise high-quality datasets to drive improvements across the project lifecycle. This insight has helped organisations understand their own capabilities and how they drive performance and cost across a range of activities including robustness of business cases, the quality of front-end project development, analysis of execution risk & construction readiness, commissioning, and post project evaluation.

Asset owners in other parts of the Major Projects world, particularly in the public sector, have often struggled to fully embrace the power of Benchmarking. In the UK, leaders of many infrastructure progrrammes for example still suffer from a basic lack of data to support their decision making. Where Benchmarking is attempted it is not always integrated into a culture and process of continuous improvement, reducing its impact to the point wherre it can degenerate into an effort to squeeze front end costs in negotiations between owners and the supply chain.

As the world slowly recovers from the economic hit of COVID-19, projects leaders will be under huge pressure to improve performance and demonstrate that they are delivering value for money. There has never been a better time for the projects community to reimagine its approach to performance data and Benchmarking.

In this seminar, chaired by Ed Merrow of global megaproject consultants Independent Project Analysis, we will explore how Benchmarking can be used to inspire professionals in the public and private sector to take action that will deliver the value demanded by asset owners, governments and the public.

We will hear from:

  • Experts from a range of Major Project sectors on their experience of utilising Benchmarking through the project lifecycle as an integral part of a continuous improvement regime.
  • Benchmarking specialists about the practicalities of creating and maintaining high quality datasets that can generate valuable insight.
  • The UK Government’s Infrastructure and Projects Authority on its ongoing work to utilise Benchmarking more effectively across the public sector portfolio.

At the end of the seminar, attendees will have:

  • An understanding of the full range of benefits that Benchmarking can bring to major projects.
  • An understanding of the link between being an effective asset owner and the effective use of Benchmarking.
  • An insight into the processes and techniques needed to create, maintain and exploit data.