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our examination pass rates nearly double the national average.
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Atouchofgenius
JanetteBowesdiscusses
howTfLisridingthe
contactlesswave
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NOVEMBER PROJECTMANAGEMENTADVICE.CO.UK
READ ‘Projectmanagement
mustadapttothepaceofchange’
MORE Discoverthebusiness
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ONLINE Theimportanceof
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ProjectManagement
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2. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET2 PROJECTMANAGEMENTADVICE.CO.UK MEDIAPLANET
W
hen talking
about pro-
ject mana-
gement and
a ‘changing
landscape’it
is certainly more than just a metap-
hor.This is a profession that changes
the way the world looks and how we
look at it. It embraces the existing
and emerging challenges of econo-
micregeneration,globalisation,con-
nectivity, security, climate change
and sustainability. In short, project
management has a significant influ-
ence over how we live our lives both
now,and in the future.
There was a time when project
management was something that
happened, to varying degrees of
success, while things changed.
We might debate whether it real-
ly existed at all. Success was mostly
hidden, failure widely broadcast.
The national consensus was that we
couldn’t manage large projects. It
may have been more a case that, in
reality, we didn’t manage projects.
Some of us have tried and succeeded,
but when you haven’t got support
from top to bottom, genuine succes-
ses are more difficult.
The London Olympics changed
these perceptions; they showed that
the robust and rigorous application
of professional project management
could deliver not only world class
facilities, but their intended be-
nefits, as well as leave a legacy for
future generations.
That legacy is evident in the
way we view the delivery of pro-
jects today. We are upgrading our
wonderful but outdated Victorian
infrastructure and we expect this
work to be successful. Crossrail,
The changing landscape of
project management
How the legacy of London 2012 is transforming perceptions and increasing demands within the profession.
Tom Taylor
President, Association for
Project Management
“As the recognition of
project management
grows, so does the
demand for skills”
READ MORE ON PROJECTMANAGEMENTADVICE.CO.UK
Driving change
Experts call for a new
generation of project
managers to help meet
strategic business
goals and save money
P4
Ask the panel
Our Project
Management experts
share their views on
the top ingredients for
successful projects
P5
Watch APM content
A smart and simple
video that outlines
the fundamentals of
project management
- online and available
now
HS2, Thames Tideway Tunnel all
apply professional project mana-
gement to help ensure successful
benefits. In the future we will be
considering the challenges of ener-
gy supply, airport expansion and the
Northern Powerhouse.
As the recognition of project ma-
nagement grows, so does the de-
mandforskills.Weneedalarger,mo-
re capable, more diverse profession.
A diverse profession brings creative
solutions to problems and better out-
comes. Nearly 40 per cent of respon-
dents to APM’s Salary and Market
Trends Report in 2015 aged under 35
were women,progress is being made
on all fronts.
We are also seeing a greater un-
derstanding of the benefits of pro-
ject management and commitments
to its application from the very top
of government. During the General
Election,the new government stated
its desire to find significant savings
through, amongst other things, ma-
naging big projects better.
Have you noticed expectations of
what projects can deliver are chan-
ging? The tolerance of failure is fal-
ling, we expect more, frequently for
less and faster. The project mana-
gement profession is adaptive and
dexterous in dealing with chang-
ing circumstances, a wider range of
influences and stakeholders and
their changing, sometimes conflic-
ting,demands.
Projects are all about change. The
nature of that change is changing.
It’s an exciting, diverse and
growing profession which is full of
opportunity. Project management is
a modern profession for now and
for the future.
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IN THIS ISSUE

3. If you’re familiar with
business methodologies
including PRINCE2® and
others known as “agile”,
you may think they are
incompatible.
However, you should reconsider
that view: adoption of PRINCE2
– the world’s most widely-used
project management framework –
and agile methods in business have
grown rapidly over the past decade,
each with the common purpose of
finding better ways to deliver value
through change. Unfortunately, the
two have evolved mainly in parallel
universes with PRINCE2 strong
in project management and agile
strong in product delivery.This
different focus has often made it
difficult for organisations to realise
the full benefits of each.That is,
until now.
Launched this year, the PRINCE2
Agile™ best practice guidance and
qualification has extended the
capabilities of PRINCE2 to provide
an even better way to connect agile
methods. In fact, there is no other
approach right now offering such
a comprehensive insight into how
different agile methods fit into
project management. It can bring
clear benefits equally to traditional
and agile organisations through a
framework where both methodolo-
gies co-exist and improve the way
to run projects.
PRINCE2 Agile helps organisations
open up to more agile ways of
working with the additional control
and governance of PRINCE2.This
point is crucial to senior executives:
adopting agile methods doesn’t
mean relinquishing governance,
control and accountability and
PRINCE2 Agile can support that,
while delivering profitable prod-
ucts to market faster for an earlier
return on investment.
I would recommend PRINCE2 Agile
as essential reading for current
PRINCE2 practitioners working in
agile teams and similarly for agile
advocates without a background in
PRINCE2. As well as helping to de-
liver project benefits and return on
investment earlier, it enables better
communication between people us-
ing the different methods through
creating a common language while
the PRINCE2 guidance gives clear
guidelines for injecting agile ways
of thinking into your organisation.
If you are using agile in a project
context you might consider build-
ing PRINCE2 and PRINCE2 Agile
into your existing practices.
As Dimitris Nicolaides, Business
Development Director at PEO-
PLECERT, noted: “Project Man-
agement is changing: Choosing
between PRINCE2 and Agile is no
longer the case, as organisations
require both. PRINCE2 Agile bridges
the two disciplines, enabling or-
ganisations and project managers
to scale work to precise require-
ments and, at the same time, to
be agile and responsive, limiting
escalation of issues and project
delay.This combined approach has
been designed to meet the needs of
organisations of any sector and can
be applied to any type of project, de-
livering more successful outcomes.
In order to be effective, organisa-
tions following best practice need
qualified personnel who are able to
understand, adopt and adapt these
practices to ultimately benefit from
them. PEOPLECERT enables profes-
sionals around the world to improve
their skills through internationally
recognised qualifications, delivered
via award-winning, innovative and
efficient testing solutions in over
150 countries.”
Your organisation could be either a
company involved in engineering,
banking and insurance as much as
new, digital economy businesses.
Both ends of the spectrum can
enjoy the benefits of a flexible
project management framework
which keeps a constant eye on the
business case while employing agile
delivery methods. I believe the new
approach, blending the governance
of PRINCE2 with the flexibility
and responsiveness of agile, will
be transformational for many
businesses.
COMMERCIAL FEATURE
A new way
of thinking
Download
chapters 1-3 of the
official PRINCE2
Agile guide for
FREE at
peoplecert.org/agile
PRINCE2 AGILE – blending business
methodologies to transform success
By Peter Hepworth, CEO, AXELOS and Dimitris Nicolaides, Business Development Director, PEOPLECERT

4. Valued project managers
will drive change
EXPERT INSIGHT
A new generation of project managers is needed to help organi-
sations meet their strategic business goals and save money, says
the Project Management Institute’s vice president, Organisation
Markets, Craig Killough.
Strategic change in the UK is driven through public and private sector pro-
jects,andfinancialstakeshaveneverbeenhigher.Organisationsgloballyare
wasting £109m for every £1bn they invest in projects and programmes, ac-
cordingtoProjectManagementInstitute(PMI)research.
A trial and error mind-set of project management is no longer affordable
as organisations undertake critical new initiatives fully aware of the conse-
quencesifaprojectfailstomeetitsobjectives.
Toavoidthisthereisgrowingpressuretoensureprojectsarebetteraligned
to business strategy and that the project team is talented enough to deliver
ontimeandonbudget.
The ideal project management team will include a combination of skills
such as business acumen,leadership and technical proficiency aswell as re-
al-worldexperience.
To achieve this perfect blend,project managers must continue to improve
their professional development through online learning, networking, men-
toringandvolunteering.
When project managers pursue supplementary learning opportunities,
theirorganisationswillenjoylonger-termbenefitswhiletheindividualscan
commandhighersalaries.
According to the PMI’s latest Salary Survey, 68 per cent of UK project ma-
nagersreportedthattheirsalary,bonusandotherformsofcompensationin-
creasedinthepastyear,with22percentreportingariseofatleast5percent.
In an evolving,technology-driven global business climate,the margin for
error is razor thin and the only constant is change.This means that the best
performing organisationswill derive their greatest strengths from the capa-
bilitiesoftheirprojectandprogrammetalent.
INSPIRATION
Craig Killough
Vice president, Organisation Markets, Project
Management Institute
AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET4 PROJECTMANAGEMENTADVICE.CO.UK
Andrew Craddock
Product Innovation
Director, DSDM
Steve Wake
Chairman,
APM
Ensuringproject
Projects will only deliver genuine business va-
lue when they are part of a benefits led port-
folio – a well-managed one. Benefits are the
key drivers to success, projects themselves do not
deliver benefits, only outputs. It is only through the
use of project results that real value is delivered.
In short – by putting the business in the driving
seat of their projects. This requires active busi-
ness ownership of, and proactive business en-
gagement in projects, supported by an iterative and
incremental approach focused on delivering busi-
ness solutions - not just products that have no value
without a business change context.
How can we make sure projects deliver
genuine business value?
The first step is to understand what the custo-
mer sees as something of ‘value’.Then you
need to stay close (and I mean very close)
to the customer to ensure that what is delivered is
what the customer really wants.This is carried out
with a continuous focus on timely deliveries and
measurable feedback.
Projectmanagementisevolvingandtheindustrywill
ustheirviewsonhowthesectorcanflourish.
Keith Richards
On behalf of
AXELOS and
PEOPLECERT
Read more answers online
Photo: Tom Owens

5. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 5
successtodayandinthefuture
No. It never was and never will be. Just like with all
the other tools and methods; the right kind of pe-
ople are the saviours. Professional people,who can
listen, learn and lead. People who are conscientious,
competent, curious and qualified.
A great idea led by great people who are great at com-
municating. Shall I say that again? A great idea led by
great people who are great at communicating. Shall I
say that again?
Yes.The values and principles of the Agile move-
ment are even more valid today than in 2001. The
pace of change in both business and technology re-
quire the dynamic collaborative problem solving ap-
proach enshrined in all Agile approaches and make
the big, detailed, up-front analysis approaches of
yesteryear increasingly irrelevant.
Yes and no. First, there is nothing wrong with pro-
ject management. Projects need to be managed
as they won’t happen by themselves. But a new
dawn has arrived and project managers every-
where need to keep their skills current and un-
derstand what the agile way of working brings to
the world today where time is of the essence and
responsiveness is a necessity rather than a luxury.
Collaboration, collaboration, collaboration - everyth-
ing else is secondary. Real success is driven by col-
laborative people with an unrelenting, shared focus
on business value where everybody is prepared to do
whatever it takes to deliver the required business so-
lution regardless of job title, seniority and project role.
Role demarcation kills success.
1. Everyone has a clear understanding of why the pro-
ject is taking place.
2. Everyone has a clear understanding of why the pro-
ject is taking place.
…and finally,
3. Everyone has a clear understanding of why the pro-
ject is taking place.
Is agile still the saviour of project mana-
gement?
What are the top 3 ingredients of a suc-
cessful project?
You put project management on the national curricu-
lum by getting the CBI and the Department for Bu-
siness Innovation & Skills to scream at theTreasury
that it makes perfect sense for UK plc. Project mana-
gement is a life skill that helps to make people more
organised and productive.This is good for both ends of
the tax-bill equation.
Many of the baby-boom generation of the 1960s have
resisted the regime that has over-emphasised process
compliance and under-emphasised creative, collabo-
rative problem solving. Only by educating the next
generation to fully embrace Agile values – tried, tested
and proven in the past, retried, retested and re-proven
in recent times – will our success in the future be as-
sured.
First, by planning to fill the void and second by hang-
ing on to what you’ve got for as long as possible. Expe-
rience is a great teacher and there is no substitute for
it. Planning means looking at the trends and seeing
what skills are disappearing, how fast this is happe-
ning and then creating strategies to address the gap
How do you fill the skills gap the aging
workforce leaves behind?
onlyprosperifitadaptstoeconomicanddemographicchanges.Threeexpertsgive
Visit projectmanagementadvice.co.uk

6. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET6 PROJECTMANAGEMENTADVICE.CO.UK
“Today one
in seven
contactless
payments in
the UK takes
place across
London
transport
on London
Underground”
Early in my career I worked with
an IT manager who refused to
use the term “the business”
in conversation.
He said that what people really meant
was that the marketing team or the fi-
nanceteamwantedsomething.
So, all our IT projects, even network
upgrades or hardware replacements,we-
reframedinbusinessterms.Wedidthem
because they supported the company’s
overall objectives.This way of thinking is
nowanecessity.
The latest BCS Digital Leaders survey
from the Chartered Institute for IT reve-
alsthatfor55percentofrespondents,bu-
sinesstransformationandorganisational
changearetopmanagementissues.
Businesses must improve their pro-
cesses and products to stay competi-
tive. This is about transformation and
implementing a strategy that supports
the long-term vision by changing an
organisation’sculture.
Of course, a strategy without the pro-
jectstodeliveritisjustaplan,sobusiness
transformation requires creativity from
everyteamincludingIT.
Technical experts can suggest how to
turn that strategy idea into reality. They
know how cutting-edge tech supports,
drives and enhances business goals, but
they must understand how the organisa-
tionworksasacompleteentity.
This iswhere the future of project ma-
nagement is going. Until more projects
have a business change manager role in
placeprojectleaderswillfillthegap.
Ultimately projects and program-
mes that fail to address the business
change requirements will struggle to
deliver value.
INSIGHT
It’sonly12monthssincecontactlesspaymentwasintroducedacrossLondon
transportbutcommuters,residentsandtouristshaveembracedthetechnology.
Effective customer communication
was crucial prior to the full introduction
of contactless, especially as 80,000 bus
passengershadtomigratetothefinalver-
sion of the technology six weeks before
thefullraillaunch.
An aggressive communications cam-
paign was also necessary to warn pe-
ople about the dangers of card clash.
This is where a reader detects more than
one card in a passenger’s wallet and is
unsurewhichonetoread.
TfL has always been a data-rich busi-
ness and since the launch of the Oyster
card the company has used data ana-
lysis to adapt to peaks in demand. The
introduction of contactless provides
additionalinsight.
TfL knows, for instance, that the top
five London Underground stations for
contactless payments are Oxford Circus,
Kings Cross, London Bridge, Liverpool
StreetandCanaryWharf.
There have been other business bene-
fits for TfL. The self-service model redu-
cesthecommissionpaymentsontop-ups
and tickets, has cut ticket office queues
and removed problems with Oyster card
balances.This should increase passenger
numbers because people do not need to
addcreditbeforetheytravel.
Theprojectmanagementteamwerere-
warded for their efforts when the TfL
contactless payment project won an inn-
ovation award at October’s National
TransportAwards.
M
ore than 200m
journeys in Lon-
don have been paid
for using contact-
less payment since
Transport for Lon-
don (TfL) rolled out the technology across
itsentirenetworkinSeptember2014.
This has been a massive £68m project
for TfL to manage,with the first plans for
contactlesspaymentdrawnupin2007.
Today one in seven contactless pay-
ments in the UK takes place across Lon-
don transport on London Underground,
trams, the Docklands Light Railway, bu-
ses and National Rail services.This figure
is likely to grow now Apple Pay is compa-
tiblewiththesystem.
Buses were the first to accept a version
of the technology in 2012 and a pilot sche-
me across all modes of London transport
beganinNovember2013.
“We had to test and learn about con-
tactless over seven years before the main
launch,”saysTfLprogrammemanagerJa-
nette Bowes. “We needed to work close-
ly with the payments industry and learn
moreaboutsecurityissuesaroundcards.”
The customer proposition had to be
simple so TfL relied heavily on the expe-
rience of travel and payments technology
business Cubic Transportation Systems
(CTS) which designed and installed the
OysterCardsystemin2003.
CTS spent three years researching and
developing ideas for contactless before it
was decided to integrate contactless into
the existing Oyster card scheme,the back
officesystemsofTfLandthebanks.
The relationship with the payments
industry evolved with TfL working colla-
borativelywithcardcompaniesVisa,Mas-
terCardandAmex,aswellasthebanksthat
issuethecards.
“We had to prove to everyone through
intense testing that the concept would
work and we identified changes the pay-
ments industry needed to make to ensure
it was ready for the launch and any fraud
could be easily identified,” says Bowes.
“Wealsoagreedariskmodelwiththecard
issuerssopeoplecouldtravelontrust.”
This has been a large scale agile deve-
lopment project for TfL which needed to
eliminate the need for ticket processing
at the gate, remove data from the card
and create a smart billing system. The
new system also had to re-construct and
price journeys, apply discounts and cap-
ping,andmakepaymentrequestsforeach
day’stravel.
TfL worked with specialists Storm Con-
sulting to break up the different compo-
nent parts of the system, integrate servi-
ces with existing technology and develop
new services including creating a specific
customerwebsite.
“As part of the agile approach we con-
tinued to test the system as things were
integrated so any defects would be detec-
ted early to reduce any problems around
thelivelaunch,”saysBowes.
Ridingthecontactlesswave
By Steve Hemsley
A touch of brilliance. Contactless payment is revolutionising the way Londoners live their city.
“If my hours are
flexible then so am
I… it results in better
customer service”
Stephen Jones. Chairman,
Association for Project Management
(APM) Planning, Monitoring and Control
Specific Interest Group (SIG)
OPINION
PHOTOCREDIT: TfL
NEWS
“Project Managers
need to be prepared
to adopt the
new tools at their
disposal in order
to become more
efficient”
Alex Bolton. VP Solutions
and Projects T-Systems Ltd
Janette Bowes
Programme
manager, TfL
ITmustthink
creativelytodrive
businesschange
Elizabeth Harrin
Author and blogger

7. MEDIAPLANET 7
COMMERCIAL FEATURE
techniques to make sure that the pro-
ject stays on track. They are overseen by
a sponsor,who is ultimately accountable
andresponsiblefortheproject’ssuccess.
The problem is that all this can be re-
ally difficult. So many moving parts, so
manyrisks,somuchcangowrong.That’s
why it is important to have qualified, ex-
periencedprojectprofessionalsonboard.
It is not just the technical complexity
of the project task. Competing agendas
and political indifference or interference
also interfere with projects. Perhaps the
most extreme example was Heathrow’s
Terminal 5, where the planning inquiry
cost £80m, generated 100,000 pages of
transcripts, and it took eight years from
firstapplicationtogovernmentapproval.
Inrecentyears,theUKhasdevelopeda
world-beatingreputationforsuccessfully
deliveringlargescaleprojects.InLondon,
the Olympic Games and Crossrail are the
two huge examples of projects done ex-
ceptionally well. The UK’s outstanding
pharmaceutical sector and our digital
andtelecommunicationscompaniesalso
use project management to develop new
productsandnetworks.
But if London is going to keep its place
at the top table of world cities, it is going
to have to continue to renew and build
housing and its physical and digital in-
frastructureonanunrelentingscale.
In October 2015, Arcadis published its
annual Global Built Asset Wealth Index
with the Centre for Economics and Busi-
nessResearchwhichcalculatedthevalue
of the built environments of 32 countries
which make up 87 per cent of global GDP.
“As a mature economy, the UK relies too
heavily on its existing infrastructure,”
saidGregBradleyofArcadis.“Investment
is crucial if the UK is to meet itswider in-
frastructural needs and deliver growth.
The onus now is on the government to
implement policy that will provide grea-
tercertaintyontimingandsaleformajor
programmes,allowingbusinessestoplan
effectively and,vitally, creating the right
environmentforinvestorstofundthem."
TheGovernmenthasanimportantrole
because so many projects depend on pu-
blic money and/or permission from elec-
ted bodies. It set up the Major Projects
Authority to oversee taxpayers’ money
and to improve project delivery across
188 projects with a combined life cost of
£489 billion. The MPA also established
the Major Projects Leadership Academy
to train senior project leaders in the ci-
vil service, which is essential. It set up
the first Project Delivery Fast Stream
graduate entry programme. Notoriously
difficult to get through, Fast Stream pro-
vides many of the ultimate leaders of the
Civil Service. That some of those should
begin as Project Deliverers is an im-
portantstepforward.
Increasingly, professional bodies like
APM have become concerned about the
country’s skills shortages,particularly in
construction trades and management. It
isestimated180,000newskilledentrants
will be needed to deliver construction
projects in the capital and the South East
by2019.
In August 2015, the Local Government
Association said: “While the construc-
tion industry's forecasted annual recru-
itment need is up 54 per cent from 2013,
there are 10,000 fewer construction qua-
lifications being awarded by colleges,
apprenticeships and universities. The
number of people gaining construction
skillshasbeenfallingforsometime.The-
re were 58 per cent fewer completed con-
struction apprenticeships last year than
in 2009. Meanwhile, industry has incre-
asingly struggled to fill vacancies. Over
half(56percent)ofskilledtradeconstruc-
tion vacancies are hard to fill, up from
46 per cent in 2011 and almost triple the
proportionofskilledhardtofillvacancies
acrosstheeconomyasawhole.”
In October 2015, the Royal Institu-
tion of Chartered Surveyors commented:
“The country’s skills shortage has
reacheditshighestlevelssinceoursurvey
was launched 18 years ago, with brick-
layers and quantity surveyors in shor-
test supply.53 per cent of respondents re-
ported difficulty sourcing labour,with 71
per cent saying they had particular dif-
ficulty sourcing bricklayers and 64
per cent highlighting a shortage of
quantitysurveyors.”
Project management is instrumental
to the delivery of new features of modern
life. It will continue to be a growing, att-
ractive career for peoplewith the skills to
keep their heads and deliver in the con-
text of complexity and change. There
are major world-beating companies
and organisations in this country who
do project management and do it very
well. What they need is a pipeline of
talent, both in project management
itself and in the skills and trades which
deliverforthem.
Writing in a personal capacity is
Julian Smith, Head of External
Affairs at the Association for Pro-
ject Management (APM), the lar-
gest professional body of its kind
in Europe. www.apm.org.uk
P
roject managers make
the modern world hap-
penforvirtuallyeveryo-
ne who lives and works
in London. The upgra-
des to the Tube are pro-
ject managed. Cross-
rail – project managed. The sewers that
serve you, the water that flows through
your taps – they are project managed
too.The medicine you take.That softwa-
reyou are using onyour PC,tablet or mo-
bile was probably project managed. HS2
will be too. It’s a huge, unsung part of
modernlife.
Project managers, put simply, lead
teams which solve specific challenges. A
project has a beginning, a middle and an
end. It starts with the ambition to build
or change something – whether a bridge
or a digital network – and it applies well-
used methods in order to make sure that
everything needed to complete that task
happens as scoped, on time and within
budget.
To work effectively, projects need the
right leadership and structures so that
everyone involved is committed to the
goalsoftheprojectandwillplaytheirpart
at the right time. Projects need clear ob-
jectives from the outset – what needs to
be done, in sufficient detail – and need
to be properly funded and accounted for.
Project objectives need to be informed
by what the end user wants and expects
– otherwise the wrong product might
be delivered. Anyone supplying mate-
rials or expertise to the project needs to
understand what needs to be delivered
when, to what quality. To hold all this
together, a competent professional pro-
ject team needs to use proven tools and
IsnowtheeraoftheProjectManager?
Julian Smith
Head of External
Affairs, Association
for Project
Management (APM)
“In recent
years, the
UK has
developed a
world-beating
reputation for
successfully
delivering
large scale
projects”
The art of organisation. Skillful project management can transform the way leading businesses and industries operate
PHOTOCREDIT: JULIEF514

8. ITand Business Apprenticeships
@PDSLTD
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Class-leading Project Management Higher Apprenticeships with
our examination pass rates nearly double the national average.
“As Chief Examiner for Body of Knowledge 6 Knowledge Examinations, I wanted to write
personally and congratulate you on your recent Higher Apprenticeship Candidates for the
Applying Knowledge Examination. In reviewing the scripts, I am absolutely delighted by the
quality of responses. These are by far the best we have seen in relation to this qualification.
Whilst your students may themselves be very high calibre, the quality of response must be
attributed to you as their Tutor. Congratulations!”
Sheilina Somani, Chief Examiner APM
THE
AWARDS
2016
LEARNING
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