This APM panel podcast focuses on the evolving role of a project leader with Gordon MacKay from Sellafield, Mike Bourne from Cranfield University and Costain’s Claire Fryer. Listen to their expert opinions of what makes a ‘good’ project leader and how the most important part of any system, links back to the individuals in your team.
Our experts, Sue Kershaw, Claire Fryer and Pete Mill have teamed up with Gordon Masterton from the University of Edinburgh and Engineering Matters to discuss how project reviews are the cornerstone of any major project for the regular and formal review of performance reporting and decision-making. They have the potential to improve project performance and potentially the performance of our industry.
At Costain, we believe that leveraging behavioural insights and technology is at the heart of attracting customers back to public transport. We want customers to travel with confidence and we recognise that it is only by working with transport providers to understand their challenges that we can make this a reality.
In this article, Costain's chief systems engineer, Hazel Woodcock explores the types of boundaries and connections for major programmes. Overall, the goal is a ‘one team’ mindset. Know where the boundaries are, know who the stakeholders are, but work in an open 'zero defects attitude' culture.
Our expert, Tim Embley and has teamed up Neil Robertson from the National Skills Academy for Rail, Stuart Harvey from Transport for London and Engineering Matters to talk about a major programme that is being spearheaded by the UK’s transport sector: The Transport Infrastructure Efficiency Strategy Living Lab (TIES Living Lab, or just ‘the Living Lab’ for short).
Our expert, Carolina Toczycka, has teamed up Guy Gregory from Anglian Water and Engineering Matters to talk through the realities of building a digital twin.
On all critical national infrastructure and major complex programmes, there is a continuous conflict between the funding cycle and the planning process. While funding is necessary to progress, it is sometimes out of sync with the overall programme.
How far ahead can you reasonably build a detailed plan for a large, complex programme? Six months ahead? Probably. 12 months? Hopefully. Two years? Five years? Probably not. How far ahead should we try to plan in detail? Maybe a much shorter time period.