Agile Adaptability: Navigating Project Management in a Dynamic World Tuesday 30 April 2024 APM North West Network Conference, Synergies Across Sectors Presented by: Nathan Lumb, Partners Project Manager, GEIC Conference overview: https://www.apm.org.uk/community/apm-north-west-branch-conference/ Content description: This presentation delved into the vital role adaptability plays in modern project management. The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.

1. Adaptability: Navigating Project
Management in a Dynamic World.
Nathan Lumb
30th April 2024
APM Northwest Conference

2. Introduction
Project Management Professional
• 10+ years of experience in diverse industries
• Managed projects in Financial Services, Personal Finance,
Property, Science & Engineering, and Retail sectors
• Experience includes Business Transformation, Partner projects,
IT infrastructure migrations, and new business launches
Currently managing a portfolio of partner projects at the
University of Manchester's Graphene Engineering Innovation
Centre.
Nathan Lumb
Project Manager
Stockport (Great Manchester)
nathanlumb@manchester.ac.uk

3. Purpose of Today

4. Graphene is a single
atomic layer of
carbon.
Graphene is a one-atom-thick
layer of carbon atoms
arranged in a hexagonal
lattice. It is the building block
of Graphite.
Graphene was first isolated
from graphite at The
University of Manchester in
2004, and its discoverers won
the Nobel Prize for Physics in
2010.
What is graphene?

5. What we do
Graphene@Manchester works to
accelerate the research and
commercialisation of graphene and
other 2D materials, by directly
supporting startups, spin-outs, SMEs
and MNEs, with advice, expertise,
and access to world class facilities
and capabilities
Graphene@Manchester– Mission Statement

6. Graphene@Manchester

7. 400+
Researchers
900+
Publications
50+
Patents
300+
Industry
Collaborators
>30
Research
Groups
£370m
Investment in
Adv. Materials
55
Spin-out
Companies
300k+
Citations
Global Leader in Graphene & 2D Materials Research and
Commercialisation
Graphene@Manchester

8. The GEIC has delivered over 300 projects to more
than 200 companies working on proof-of-concept
to prototype developments (TRL 3 to 6)
Beyond graphene: the National Graphene Institute is
working on more than 150 types of new 2D materials
(eg. hBN, MoS2, TMDs, MXenes)
GEIC
300+ projects
NGI
150+ new materials
Graphene@Manchester

9. Sample of Non-Confidential Graphene

10. • Laboratory spaces
• Access to pilot scale facilities
• Meeting rooms and workspaces
• Membership Partnership model
GEIC (Graphene Engineering Innovation Centre)
GEIC is an innovation accelerator, actively supporting
pioneering innovation and commercialisation around
graphene and other 2d materials.

11. The University’s world-class, multi-million-pound engineering centre provides industry-led development in
graphene applications, bringing real-world products to market.
The Graphene Engineering Innovation Centre (GEIC) specialises in the rapid development and scale-up of
graphene and other 2D materials applications.
The GEIC will focus on seven application areas to rapidly accelerate the development and commercialisation
of new graphene technologies.
About GEIC
Composites Energy Membranes
Inks,
Formulations
and Coatings
Graphene
production
Construction
materials
Measurements
and
characterisation
1 2 3 4 5 6 7

12. The GEIC is home to a wide range of highly
flexible laboratory spaces, from dedicated and
shared partner labs to application-specific spaces
(eg. membranes, energy, characterisation) and an
industrial-sized ‘high bay’ lab for large equipment
and process scale-up.
Lab spec varies according to need but typical Tier
1 Partner options include:
• Wet and dry benches
• Fume cupboards (from bench-size to large
walk-in)
• Gas usage (CDA/N2/VAC – 4 points of use)
• Solid and chemical waste disposal and cleaning
• Access to shared GEIC facilities and technical
support
GEIC laboratory spaces

13. 0
5
10
15
20
25
30
35
40
Tier 1 Tier 2 Projects
Member's
68%
13%
19%
Partner Type
SME Large UoM Start Ups
The GEIC to-date has had 38 UK partners
0
1
2
3
4
Asia Europe Middle
East
North
America
Oceania South
America
Regions of the World
GEIC Memberships Data

14. Solution
Problem
Research/Design/AI
Test
“Make or Break”
Prototype/Make
Improve
Or “Fail Fast”
Validation
of
upstream
partners and
markets
Rapid
material
tailoring
downstream
partners
Innovation Cycle - Design, Make, Evaluate, Repeat

15. GEIC Years 1-2
Rigidity in Early Stages despite Limited Partnerships:
• Initially, with a small number of partners in the first 1-2 years, the significance of the process was not as pronounced.
• However, as we were still learning and growing, the rigidity of fixed processes began to impact adaptability and
responsiveness to evolving requirements.
Limited Flexibility Amidst Growth:
• As partnerships expanded, the inflexibility of fixed processes became more apparent, constraining our ability to
accommodate varying partner needs and changing project dynamics.
Ineffective Problem-Solving in Developmental Phases:
• During the early stages, with fewer partners, the need for tailored solutions was not as pressing.
• However, as partnerships grew and projects became more complex, fixed methodologies hindered effective problem-
solving, limiting our ability to adapt.
Managing Complexity in the Learning Curve:
• While the initial phase allowed for experimentation, the growing complexity of projects highlighted the inadequacy of fixed
processes in managing diverse stakeholder needs.
Resistance to Change Amidst Evolution:
• Despite the learning curve, implementing changes within established frameworks faced resistance, delaying the adoption
of more agile methodologies essential for our evolving needs.

16. GEIC Years 3
Strategies for Dynamic Project Management:
• Following the initial phases, the third year marked a pivotal shift towards dynamic project management.
• Strategies were developed to tailor project management approaches dynamically, fostering adaptability and responsiveness
to partner needs.
Balancing Fixed Processes with Adaptability:
• With the rollout of a CRM system as a project management tool, emphasis was placed on balancing fixed processes with
the flexibility to adapt to evolving requirements.
• This approach aimed to maintain structure while enabling agility in responding to changing project dynamics.
Case Studies of Successful Dynamic Project Management:
• Following the implementation of PPMS to manage projects, GEIC gained additional data for reporting purposes.
• Leveraging this data alongside robust risk management and strategic planning, significant changes were made:
I. Introduction of the Construction Lab:
o Aligned with partner needs, a new application area was established, resulting in the creation of new revenue streams
for GEIC.
II. Optimisation of Estate Value:
o Space reallocation was undertaken to maximise estate value, facilitating the provision of partner lab space for
collaborative projects.
III. Future Planning and Risk Mitigation:
o Proactive measures were taken to evaluate 2D materials continually.
o A comprehensive strategy was developed to mitigate risks associated with external factors and ensure sustainable
income from both existing and new streams.

17. GEIC Year 4 to Present Day
Steps for Implementing Adaptability in Project Management:
• Building on previous experiences, from year 4 to the present day, GEIC has prioritised adaptability in project management.
• Key steps have been taken to foster a culture of agility, allowing for quick adjustments to meet partner needs and improve
response times.
Importance of Collaboration and Communication:
• Central to our approach has been the emphasis on collaboration and communication.
• By fostering open dialogue among team members and partners, we ensure alignment with project objectives and swift
resolution of issues.
Tools and Resources for Adaptability Project Management:
I. Introduction of new tools and resources has supported our journey towards adaptability in project management.
II. These include streamlined project proposal processes, enabling staff to respond to partner needs quicker and improve
overall responsiveness.
III. This period has been marked by a commitment to continuous improvement, leveraging adaptability as a cornerstone of
our project management strategy.

18. This presentation explored the importance of adaptability in project management, particularly within the dynamic
field of graphene research.
Adaptability in GEICs Project Management
Traditional project
management approaches can
struggle to adapt to the rapid
advancements and changing
priorities in research and
development.
Adaptability allows for flexible
and iterative project
management, enabling teams
to adjust their approach based
on discoveries and challenges.
Graphene Engineering
Innovation Centre (GEIC)
successfully utilises
adaptability to manage its
graphene research and
development projects.
Benefits of adaptability:
o Faster innovation cycles
o Increased responsiveness
to change
o Improved collaboration
and communication
o Enhanced project success
rates
Key Points
By embracing adaptability, project managers working in dynamic fields like graphene research can
navigate uncertainty and achieve greater success.

19. Q&A
Thank you for Listening