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Doing the best for society and the planet through project delivery webinar

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1 de 23 Anúncio

Doing the best for society and the planet through project delivery webinar

APM webinar sponsored by the South Wales and West of England Branch on 1 December 2022.
Speaker: Dr Jo Jolly

How we enable the vast untapped potential to transform project delivery, to deliver benefits far beyond the original stated goals of the project. This webinar was held on 1 December 2022.

Project delivery has vast potential in contributing to multiple economic, environmental and societal benefits, through our contributions to the UN Sustainable Development Goals. However, the project delivery profession, and wider industry as a whole, is being slow to modernise and failing to learn from experience. The construction industry and consulting models are no longer fit for purpose to tackle the challenges we face, and clients hold the levers to create the right environment, and incentives, for this transformation to happen.

We need to change how we think, and what we do. We need to lever the power of data and analytics, and collaborate and trust on a scale we haven’t seen. This is why the Environment Agency and our partners are working with behavioural psychologists to help us overcome the natural human barriers that get in the way. Because, it will expose vulnerabilities and requires courage to change how we work. As leaders in project delivery, we have a choice how we lead, in these last remaining years we have to make the best difference we can. Choose wisely.

https://youtu.be/X33iXAKgj4A

https://www.apm.org.uk/news/doing-the-best-for-society-and-the-planet-through-project-delivery-webinar/

APM webinar sponsored by the South Wales and West of England Branch on 1 December 2022.
Speaker: Dr Jo Jolly

How we enable the vast untapped potential to transform project delivery, to deliver benefits far beyond the original stated goals of the project. This webinar was held on 1 December 2022.

Project delivery has vast potential in contributing to multiple economic, environmental and societal benefits, through our contributions to the UN Sustainable Development Goals. However, the project delivery profession, and wider industry as a whole, is being slow to modernise and failing to learn from experience. The construction industry and consulting models are no longer fit for purpose to tackle the challenges we face, and clients hold the levers to create the right environment, and incentives, for this transformation to happen.

We need to change how we think, and what we do. We need to lever the power of data and analytics, and collaborate and trust on a scale we haven’t seen. This is why the Environment Agency and our partners are working with behavioural psychologists to help us overcome the natural human barriers that get in the way. Because, it will expose vulnerabilities and requires courage to change how we work. As leaders in project delivery, we have a choice how we lead, in these last remaining years we have to make the best difference we can. Choose wisely.

https://youtu.be/X33iXAKgj4A

https://www.apm.org.uk/news/doing-the-best-for-society-and-the-planet-through-project-delivery-webinar/

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Doing the best for society and the planet through project delivery webinar

  1. 1. Doing the best for society and the planet through project delivery - creating the environment for success Dr Jo Jolly Head of Project Futures, Infrastructure & Projects Authority
  2. 2. Our basecamp • 2015-2021 £2.6bn of Grant in Aid invested - first long term programme • Secured £500m of partnership funding (exceeding 15% settlement condition) • Over-delivered 10% efficiency target • Exceeded 300,000 homes better protected on 24th March 2021 • Huge achievement from a range of stakeholders including RMAs, RFCCs, local communities and delivery partners • Overcame number of challenges such as winter floods and COVID-19
  3. 3. Climate Chaos: “it’s not part of the project brief” “In its scale and complexity, the climate emergency is more difficult to manage than coronavirus. We must adapt and get to net zero quickly. This demands massive change across industry. The Environment Agency and our partners are working with behavioural psychologists to help us overcome the natural human barriers that get in the way. Because, it will expose vulnerabilities and requires courage. And, it will require collaboration and trust on a scale we haven’t seen.” Emma Howard Boyd, Chair of the Environment Agency - CBI construction roundtable, 25 February 2021 Let’s start with why
  4. 4. Deep and rapid emissions reduction Greenhouse gas removal at scale Restoring damaged climate systems
  5. 5. How are we doing? • The probability of delivering a major project within cost, time and benefits is 0.5% • Productivity has stagnated • The major blocker to including GHG reduction and climate adaptation in design: “it’s not part of the project brief”
  6. 6. Learning from major projects
  7. 7. How do we want it to be? Imagine a time when…. We value the human factors in project delivery and can even predict project performance We drive out waste through the sharing of data on a scale we haven’t yet seen Every project delivers benefits far beyond their original stated purpose
  8. 8. Human factors
  9. 9. Pooling data across project delivery “This ambition is a bold one…. by working together there is an opportunity to democratise solutions and accelerate the pace of change.” Andy Murray Chief Executive, Major Projects Association
  10. 10. Delivering benefits Boston barrier flood risk management scheme
  11. 11. 2021 - 2027 programme • £5.2bn settlement secured at March 2020 budget • Better protecting 336,000 properties and delivering a range of wider benefits • Investing in over 2,000 schemes (700 more than the previous programme) • Securing partnership funding (£310 to £610m required) • Global impacts of supply chain issues etc…. • Collaborative working key to delivering the ambition of the programme • Net Zero by 2030
  12. 12. In April 2019 we embarked on a new way of working with our Delivery Partners, our commitment to optimise delivery through…
  13. 13. Approach underpinned by 6 Collaborative Behaviours
  14. 14. Working with Business Psychologists: Zircon BeTalent Undertook 124 behavioural interviews - cross section of leaders and practitioners Engaged with over 600 colleagues from across Delivery Partners and EA who are working together in integrated delivery teams 431 colleagues responded to our behavioural online diagnostic and Values card sort exercise 70% response rate Independent calibration and analysis of data both quantitative and qualitative. Further validated through interactive workshops with leaders and practitioners (250 staff)
  15. 15. Key findings Creating Simplicity within Complexity Out of the 124 people that were interviewed as part of the research, 84 people could not recall the Collaborative Behaviours before being invited to take part. The findings have confirmed that there is a vast amount of overlap in the frameworks and that people are not using the collaborative behaviours on a daily basis. Clarity of Focus The culture within the Environment Agency is creating a supportive and friendly environment where people feel that they can make a real difference to communities. Colleagues spoke about having a clear organisational strategy, however this was not so evident at the practitioner levels with many conflicting priorities, high workloads and a lack of capacity to deal with change. Enhancing Psychological Safety As a result of the friendly and caring culture, Zircon BeTalent observed colleagues to be highly consensus driven, which is resulting in slow decision making and a lack of appetite for risk. This points to a lack of psychological safety. We therefore need to think about how we can better empower our colleagues to feel safer, able to speak up and challenge others. Increasing Diversity Overall diversity representation is low, creating a challenge for the organisation and its partners to reflect the community they serve. The average tenure of employees at the Environment Agency is 17 years. This wealth of experience has positive impacts as it creates consistency and stability in an organisation. However, it does have impact on the organisation’s ability to quickly change, adapt and think in different ways.
  16. 16. Psychologically Safe Teams… Speak Up and Share Ideas Consensus Driven Personally Connected Professionally Focused Courageous Want to Please Embrace Diversity Seek Consistency Inclusive Defer to Leadership Learn from Mistakes Avoid Failure Create Purpose Require Purpose Candid and Honest Nice all the Time Appreciate each Other Have Relentless Expectations Trust each Other Cautious to Trust Psychologically Unsafe Teams... © 2021 Zircon BeTalent All Rights Reserved Fearless organisations
  17. 17. “When people believe they can speak up at work, the learning, innovation and performance of their organisations is greater. Teams and organisations in which people believe that their voices are welcome outperform their counterparts.” Dr Amy Edmondson, author of The Fearless Organization
  18. 18. VUCA The term VUCA was coined almost 30 years ago by management advisors and popularised by military strategists • V – Volatility: lack of stability and predictability • U – Uncertainty: lack of ability to foresee what major changes might be coming • C – Complexity: moving in ways experts have never seen before • A – Ambiguity: problems in understanding what is the best course of action
  19. 19. BANI Situations in which conditions aren’t simply unstable, they’re chaotic. In which outcomes aren’t simply hard to foresee, they’re completely unpredictable. Or, to use the particular language of these frameworks, situations where what happens isn’t simply ambiguous, it’s incomprehensible. • B – Brittle: lack of stability and predictability. Easy to shatter, subjected to a total and sudden failure. It is the idea is that we are susceptible to catastrophe at any time. • A – Anxiety: fear that any choice we can make might be the wrong one, and the constant need many feel to be up-to-date on social media in real-time, all day long. • N – Nonlinear: disconnection between cause and effect in time, proportion, perception. What was complex became, in turn, nonlinear. • I – Incomprehensible: Extremely difficult, if not impossible, to understand.
  20. 20. Sir James Bevan Chief Executive Environment Agency “Climate change: too true to be good. Let’s tell it like it is. Let’s tackle it together. Let’s redouble our efforts.”

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