Topic: Risk

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.

By Jonathan Norman
September 19th 2018

36th Annual Conference: Pulling together – building a common future to thrive in an uncertain world Highlight Report

This year’s annual conference will build upon the event last year which considered how we might future-proof our sectors from the uncertainties and ambiguities we face. Which is a world of ever-increasing change and political uncertainties, with major shifts like Brexit and increasing focus on sustainability. Major projects have to battle for investment and must deliver. To succeed, we must to come together and create inclusive teams that can think differently and build on the best of our talents

This event will look at the long-term needs of Major Projects sectors through two lenses of establishment and youth. The event will flow from big picture thinking – at a long-term national needs assessment level – to considering immediate actions which individuals and organisations can take to improve the sustainability of our projects and our talent pipeline. It will focus on the changing political and technological landscapes and how they will shape the future.

It will be a call to arms, celebrating what we do well and looking forward to how we can do things differently – creating an exciting future for the talent of tomorrow and developing an elevator pitch for the role of Major Projects in an uncertain world. It will suit senior individuals with a strategic overview and upcoming leaders seeking to shape our future.

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

We will be producing a Knowledge Hub Campaign from the themes of the conference. Follow this link to find out more.

By Jonathan Norman
September 19th 2018

36th Annual Conference: Pulling together – building a common future to thrive in an uncertain world Full Report

This year’s annual conference will build upon the event last year which considered how we might future-proof our sectors from the uncertainties and ambiguities we face. Which is a world of ever-increasing change and political uncertainties, with major shifts like Brexit and increasing focus on sustainability. Major projects have to battle for investment and must deliver. To succeed, we must to come together and create inclusive teams that can think differently and build on the best of our talents

This event will look at the long-term needs of Major Projects sectors through two lenses of establishment and youth. The event will flow from big picture thinking – at a long-term national needs assessment level – to considering immediate actions which individuals and organisations can take to improve the sustainability of our projects and our talent pipeline. It will focus on the changing political and technological landscapes and how they will shape the future.

It will be a call to arms, celebrating what we do well and looking forward to how we can do things differently – creating an exciting future for the talent of tomorrow and developing an elevator pitch for the role of Major Projects in an uncertain world. It will suit senior individuals with a strategic overview and upcoming leaders seeking to shape our future.

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

We will be producing a Knowledge Hub Campaign from the themes of the conference. Follow this link to find out more.

By Jonathan Norman
May 18th 2017

Global trends in the private finance of major projects Highlight Report

Public spending on major projects to improve infrastructure, support public services, upgrade communications and transform organisations is struggling to keep pace with investment need, not just in the UK but worldwide. The World Economic Forum estimates that for infrastructure alone the investment gap between what is being spent and what is needed to support global economic growth is an incredible $1trillion per annum. By 2030 it forecasts a $14trillion shortfall.

At the same time the world has experienced some game changing political developments, market turbulence and persistent low oil prices leading to uncertainty affecting investor sentiment. Despite this, and in some cases because of this, investors are seeking new opportunities for putting their capital to work.

The need for this private finance to make its way into major projects is on an upward trajectory, accelerated by population growth, urbanisation, the need for improved connectivity and of course the impact of climate change. It is therefore timely that the Major Projects Association brings together government leaders, investment funds, legal experts, project directors and consultants to examine, debate and inform on global trends within private financing of major projects.

Members may wish to examine previous MPA event highlights or research reports, for example:
Making Major Projects Bankable, 17th – 18th September 2014 at 5:30 pm, 32nd Annual Conference
And
World Economic Forum, How can we bridge the $1 trillion infrastructure gap?

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

By Jonathan Norman
May 18th 2017

Global trends in the private finance of major projects Full Report

Public spending on major projects to improve infrastructure, support public services, upgrade communications and transform organisations is struggling to keep pace with investment need, not just in the UK but worldwide. The World Economic Forum estimates that for infrastructure alone the investment gap between what is being spent and what is needed to support global economic growth is an incredible $1trillion per annum. By 2030 it forecasts a $14trillion shortfall.

At the same time the world has experienced some game changing political developments, market turbulence and persistent low oil prices leading to uncertainty affecting investor sentiment. Despite this, and in some cases because of this, investors are seeking new opportunities for putting their capital to work.

The need for this private finance to make its way into major projects is on an upward trajectory, accelerated by population growth, urbanisation, the need for improved connectivity and of course the impact of climate change. It is therefore timely that the Major Projects Association brings together government leaders, investment funds, legal experts, project directors and consultants to examine, debate and inform on global trends within private financing of major projects.

Members may wish to examine previous MPA event highlights or research reports, for example:
Making Major Projects Bankable, 17th – 18th September 2014 at 5:30 pm, 32nd Annual Conference
And
World Economic Forum, How can we bridge the $1 trillion infrastructure gap?

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

By Jonathan Norman
October 18th 2016

Lifecycle risk management for major projects Full Report

Major Projects are often characterised by large levels of complexity over extended timelines. The risk profile of a major project is therefore not static; it can be quite dynamic demanding continual review and assessment.

The risk profile will change as we move through different stages in the major project lifecycle and there are different groups of key stakeholders which have an interest at each of these stages. Having a better understanding of how these stakeholders perceive major project risk and what their typical concerns are, should mean that we are better able to address these concerns as early as possible in each lifecycle stage, thereby helping to support initiation and delivery.

This seminar will look to explore the attitudes to risk and associated ‘risk appetite’ of different stakeholder groups at different stages in the major project lifecycle, and share experiences from a small number of high profile and current major projects as well as infrastructure operators.

By Jonathan Norman
October 18th 2016

Lifecycle risk management for major projects Highlight Report

Major Projects are often characterised by large levels of complexity over extended timelines. The risk profile of a major project is therefore not static; it can be quite dynamic demanding continual review and assessment.

The risk profile will change as we move through different stages in the major project lifecycle and there are different groups of key stakeholders which have an interest at each of these stages. Having a better understanding of how these stakeholders perceive major project risk and what their typical concerns are, should mean that we are better able to address these concerns as early as possible in each lifecycle stage, thereby helping to support initiation and delivery.

This seminar will look to explore the attitudes to risk and associated ‘risk appetite’ of different stakeholder groups at different stages in the major project lifecycle, and share experiences from a small number of high profile and current major projects as well as infrastructure operators.

By Jonathan Norman
June 17th 2015

Developing a Digital Strategy for Major Projects Short Report

Digital technologies increasingly lie at the heart of major projects, supporting decision making in all aspects of project development and delivery. Traditionally left to specialist technicians and IT consultants, project leaders are now seeing the requirement to understand technologies as part of their own role.
However, the employment of digital technologies on a project can involve significant investment, change management and risk. Decision making in this area requires technical knowledge beyond the expertise of project leaders and an appreciation of the “bigger picture” beyond the experience of technologists.
This means considerable challenges when developing digital strategies for major projects; a language which works for all stakeholders is elusive and the necessary steps to develop an approach which adequately balances risk and reward are not clear.
This seminar addresses five key questions to overcome these challenges:
• How can we make sure that the very best use is being made of digital technologies throughout the lifecycle of projects?
• How can we maximise the value of information created during projects to support the operations and maintenance of the completed asset?
• How can we avoid the disappointment of technologies which fail to live up to expectations?
• How can we be certain that the transformation to new ways of working will be exciting and fulfilling for people in our industries?
• How can we be certain that we are maximising the potential of digital technologies every project?

This seminar will feature the insights of leaders from a range of sectors to identify an approach to developing a strategy for major projects which meets dual goals of a productive digital life during projects and a valuable digital legacy post completion.

Andy MItchell, Chief Executive, Thames Tideway Tunnel Ltd has agreed to chair this event for us.

By Jonathan Norman
June 17th 2015

Developing a Digital Strategy for Major Projects Full Report

Digital technologies increasingly lie at the heart of major projects, supporting decision making in all aspects of project development and delivery. Traditionally left to specialist technicians and IT consultants, project leaders are now seeing the requirement to understand technologies as part of their own role.
However, the employment of digital technologies on a project can involve significant investment, change management and risk. Decision making in this area requires technical knowledge beyond the expertise of project leaders and an appreciation of the “bigger picture” beyond the experience of technologists.
This means considerable challenges when developing digital strategies for major projects; a language which works for all stakeholders is elusive and the necessary steps to develop an approach which adequately balances risk and reward are not clear.
This seminar addresses five key questions to overcome these challenges:
• How can we make sure that the very best use is being made of digital technologies throughout the lifecycle of projects?
• How can we maximise the value of information created during projects to support the operations and maintenance of the completed asset?
• How can we avoid the disappointment of technologies which fail to live up to expectations?
• How can we be certain that the transformation to new ways of working will be exciting and fulfilling for people in our industries?
• How can we be certain that we are maximising the potential of digital technologies every project?

This seminar will feature the insights of leaders from a range of sectors to identify an approach to developing a strategy for major projects which meets dual goals of a productive digital life during projects and a valuable digital legacy post completion.

Andy MItchell, Chief Executive, Thames Tideway Tunnel Ltd has agreed to chair this event for us.