Document Type: Past Events

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September 22nd 2026

The rise of the delivery partner Full Report

 

Delivery Partners to support the project owner/investor have become a familiar part of the major project landscape. The increasing use of a Delivery Partner across major projects and programmes is evidenced by the award of a 15 year contract by Anglian Water for a ‘Programme Delivery Partner’, a 5 year contract by MoD Defence & Equipment Supply for a ‘Project Delivery Partner’, and a ‘Programme Delivery Partner’ for the New Hospital Programme. This is not solely a UK phenomenon, as evidenced by the appointment of a ‘Client Partner’ for the MetroLink metro project in Dublin.

However, as indicated by the myriad titles used for this relatively new participant in major projects (e.g. Delivery Partner, Client Partner, Programme Partner, and Programme Delivery Partner) there are a number of variations to consider.

This seminar looks to demystify what is a Delivery Partner and what underpins appropriate use of this participant in a major project. The speakers and panellists will look at the associated success factors and issues associated with Deliver Partnersthrough a variety of lenses:

  • What, exactly, is their role and how do they add value.
  • The fundamental differences in the various options for a Delivery Partner.
  • Learnings from across various sectors where a Delivery Partner has been employed.
  • When appointment of a Delivery Partner is unnecessary and potentially value reducing.
  • How to engage with Tier 1 contractors as participants within the Delivery Partner.
  • Pointers from a joint industry / academia the study that has identified five themes to be addressed by both practitioners and academics to enhance their contribution in the future.

The seminar will also look forward to how the Delivery Partner might evolve now it has become embedded as an option that should at least be considered for a major project.

 

By Daniel Cojocaru
September 22nd 2026

The rise of the delivery partner Short Report

 

Delivery Partners to support the project owner/investor have become a familiar part of the major project landscape. The increasing use of a Delivery Partner across major projects and programmes is evidenced by the award of a 15 year contract by Anglian Water for a ‘Programme Delivery Partner’, a 5 year contract by MoD Defence & Equipment Supply for a ‘Project Delivery Partner’, and a ‘Programme Delivery Partner’ for the New Hospital Programme. This is not solely a UK phenomenon, as evidenced by the appointment of a ‘Client Partner’ for the MetroLink metro project in Dublin.

However, as indicated by the myriad titles used for this relatively new participant in major projects (e.g. Delivery Partner, Client Partner, Programme Partner, and Programme Delivery Partner) there are a number of variations to consider.

This seminar looks to demystify what is a Delivery Partner and what underpins appropriate use of this participant in a major project. The speakers and panellists will look at the associated success factors and issues associated with Deliver Partnersthrough a variety of lenses:

  • What, exactly, is their role and how do they add value.
  • The fundamental differences in the various options for a Delivery Partner.
  • Learnings from across various sectors where a Delivery Partner has been employed.
  • When appointment of a Delivery Partner is unnecessary and potentially value reducing.
  • How to engage with Tier 1 contractors as participants within the Delivery Partner.
  • Pointers from a joint industry / academia the study that has identified five themes to be addressed by both practitioners and academics to enhance their contribution in the future.

The seminar will also look forward to how the Delivery Partner might evolve now it has become embedded as an option that should at least be considered for a major project.

 

Rectangle 31
By Daniel Blanco
June 15th 2026

IN PERSON | Breaking silos: The power of collaboration in major projects Highlight Report

This seminar will build on a series of discussions on collaboration that have featured in recent MPA events, such as ‘The Rise of the Delivery Partner’. These have all stressed that effective collaboration” is a key enabler to the success of major projects. But what do we mean when we say and hear the word “collaboration”? As with many words we can all have our own slightly different interpretations, which in itself can we a cause of issues. Also, is this the mythical silver bullet that if we get it right will ensure success every time? Or, are there times when it isn’t needed or indeed if applied badly can be counterproductive?

Combining input from academia, leading experts and experience from major projects this event will provide:

·       A basis for discussion from research on when collaboration can be counterproductive and how to recognise the right contexts for it
·       An exploration on why effective collaboration remains so hard to achieve
·       Examples of how technology tools can support and enhance collaboration in major projects, and
·       Two case studies on how collaboration has and is being achieved in practice, and the benefits it has brought.

Please note: This is a HYBRID event, offering both in-person and online attendance options. If you would like to join us virtually, please click here to register. Spaces for in-person attendance are limited and will be allocated on a first-come, first-served basis. If you prefer to attend virtually, you’ll be able to access the live stream and participate in discussions online.

By Myrna Rickards
November 5th 2025

The rise of the delivery partner Highlight Report

 

Delivery Partners to support the project owner/investor have become a familiar part of the major project landscape. The increasing use of a Delivery Partner across major projects and programmes is evidenced by the award of a 15 year contract by Anglian Water for a ‘Programme Delivery Partner’, a 5 year contract by MoD Defence & Equipment Supply for a ‘Project Delivery Partner’, and a ‘Programme Delivery Partner’ for the New Hospital Programme. This is not solely a UK phenomenon, as evidenced by the appointment of a ‘Client Partner’ for the MetroLink metro project in Dublin.

However, as indicated by the myriad titles used for this relatively new participant in major projects (e.g. Delivery Partner, Client Partner, Programme Partner, and Programme Delivery Partner) there are a number of variations to consider.

This seminar looks to demystify what is a Delivery Partner and what underpins appropriate use of this participant in a major project. The speakers and panellists will look at the associated success factors and issues associated with Deliver Partnersthrough a variety of lenses:

  • What, exactly, is their role and how do they add value.
  • The fundamental differences in the various options for a Delivery Partner.
  • Learnings from across various sectors where a Delivery Partner has been employed.
  • When appointment of a Delivery Partner is unnecessary and potentially value reducing.
  • How to engage with Tier 1 contractors as participants within the Delivery Partner.
  • Pointers from a joint industry / academia the study that has identified five themes to be addressed by both practitioners and academics to enhance their contribution in the future.

The seminar will also look forward to how the Delivery Partner might evolve now it has become embedded as an option that should at least be considered for a major project.

 

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 16th 2025

Enhancing value through project closure Highlight Report

 

Effective closure is about much more than just wrapping up a project’s activities and moving on to the next job. It is a critical phase in the project lifecycle where lasting value can be secured, lessons crystallised, and insights harvested to shape the next wave of projects within a programme.

This virtual seminar brings together leading voices from government and industry to explore how to extract more value from project closure. With a dynamic mix of project case studies, programme over views and expert analysis, this is an opportunity to:

  • Explore what “good closure” looks like across a broad range of major projects.
  • Learn how to turn closure into a value creating step in the project lifecycle.
  • Understanding common pitfalls and how to avoid them.
By Myrna Rickards
September 16th 2025

Enhancing value through project closure Full Report

 

Effective closure is about much more than just wrapping up a project’s activities and moving on to the next job. It is a critical phase in the project lifecycle where lasting value can be secured, lessons crystallised, and insights harvested to shape the next wave of projects within a programme.

This virtual seminar brings together leading voices from government and industry to explore how to extract more value from project closure. With a dynamic mix of project case studies, programme over views and expert analysis, this is an opportunity to:

  • Explore what “good closure” looks like across a broad range of major projects.
  • Learn how to turn closure into a value creating step in the project lifecycle.
  • Understanding common pitfalls and how to avoid them.
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 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
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.