APM webinar held on 19 November 2020, presented by Garry Murphy and Lisa Street. https://www.apm.org.uk/news/developing-skills-for-continued-high-performance-in-this-changing-world-webinar/

1. making the difference
APM – Developing skills for continued high
performance in this changing world
19th November 2020

2. Turner & Townsend
Our speakers today
2
Lisa Street
Associate Director
Garry Murphy
Director, Infrastructure UK
Head of PM
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3. Turner & Townsend
Introduction
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▪ The past months have presented unprecedented challenges and changes for everyone. What has
this meant for those of us managing projects through this period and in the new working
environment? What skills do you need to embrace to be successful in your work?
▪ Through our experiences we will highlight the challenges faced and share the developments and
insights that have helped to keep us focussed on project performance.
We will discuss:
• The disruption impact on projects, the effects on productivity and how our profession and the
industry is adapting
• Changing communication needs and acceptance of new channels and tools
• The specific considerations and requirements of stakeholder engagement
• Increased demands for connecting with and motivating remote teams

4. Turner & Townsend
A changing world - impact on projects
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21%*1 Experienced project
delays due to COVID-19
75%*2 noted that the
pandemic will accelerate change to
the construction industry
101% increase in Zoom
share price from Jan 31st to March
2020
92%*3 drop in rail
passenger journeys in Great Britain in
2021-21
2022 before air
passenger numbers return to
pre-COVID levels
17% less carbon emissions
in April 2020 (compared with the
same period in 2019)
*1 APM Survey: https://www.apm.org.uk/news/revealed-the-impact-of-coronavirus-on-the-project-profession-in-the-uk/
*2 McKinsey – The next normal in construction – How disruption id reshaping the world’s largest ecosystem
*3 https://dataportal.orr.gov.uk/media/1836/passenger-rail-usage-2020-21-q1.pdf

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The market outlook for UK infrastructure projects
5
Key points
1.Confidence was building
in Q4 of 2019
2.Sharpest decline since
2008 – will continue
into Q2 2022
3.Recovery
4.Infrastructure spend to
grow from 0.8% to
1.2% of GDP
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Impact of COVID on project schedules
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Managing projects through the disruption
PreCOVID-19
productivity
PostCOVID-19
productivity
Pandemic
▪ Lockdown #1
▪ Shutdowns
▪ Manufacturing
restrictions
▪ Essential workers only
Disruption
▪ Lifting of lockdown
▪ Restrictions and Protocols
▪ Co-operation and Collaboration
▪ ‘Bottle-neck’ in manufacturing
Recovery
▪ Impact of remaining
restrictions
▪ Manufacturing capacity
▪ Material availability
Period of uncertainty
Productivity
Start/end of pandemic
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Focus
▪ Wellbeing of project
teams
▪ Crisis management
▪ Business Continuity
Planning
Focus
▪ Project recovery
▪ Re-engaging the supply chain
▪ New ways of working
Focus
▪ Learning from the crisis
▪ New tools and ways of
working
▪ Culture shift
▪ Accelerated change
▪ Efficiency
▪ Re-visit Business Case
Planning for
further
lockdowns?

8. Turner & Townsend
How organisations and their projects are emerging from
the crisis
Successful strategies in managing projects in the crisis Evolving for the new future
Early 2020 Mid 2020+
Supply chain control: those projects who had
strong control of their supply chain have emerged
well by proactively managing and communicating
with their supply chain.
Supply chain support: Infrastructure projects and
programmes who are heavily public sector funded
have been more proactive in protecting their supply
chain ie driving early payments to keep supply chain
liquid
Scenario planning: mature levels in scenario
planning, leading to an ability to respond quickly to
change.
Site working and access: A higher level of
innovative thinking became evident, enabling
maximum working levels and productivity whilst not
breaching the social distancing rules.
Re-visiting the Business Case: Projects,
Programmes and Portfolios have evolved in terms of
both WHAT their business case is, but also HOW it
needs to be delivered.
Taking back control of the schedule: whilst re-
baselining will be important, ensuring the “scope to
go” is clear, and then building the scope back up into a
strong forecasting mechanism will be key to project
success.
Driving forward a new contracting strategy:
organisations and their Project Managers need to
recognise the scale of control they need to put in place
if they are to actively turn around their projects and
supply chain.
Enhanced communication and teamworking:
Greater agility within project teams, enhanced
communication techniques and getting closer to
stakeholders
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9. making the difference
Skills
Project performance
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10. Turner & Townsend
Project
Performance
Working
Professionally
Leading
Teams
Engaging
Stakeholders
Skills focus
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▪ Communication
▪ Negotiation
▪ Time management
▪ Regulatory environment
▪ Ethics and Standards
▪ CPD
▪ Stakeholders
▪ Social context
▪ Engagement and
influence
▪ Facilitation
▪ Conflict resolution
▪ Team / Virtual teams
▪ Team development
▪ Leadership
▪ Organisational culture
▪ Diversity & Inclusion
▪ Workplace stress
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A changing world in where we deliver projects
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23 March 2020 - ‘must’ stay at home and certain businesses must close
Poll

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My experience
Survival
mode
Making it
work
Making it
sustainable
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23rd March – May June – August September - Now

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My experience – Survival mode
■ Communication
■ Lots of disparate ideas from people – email / outlook updates,
daily calls – over communication but lack of clarity on what we
were trying to say and the best way to do it
■ Time management
■ Working and personal hours blurred
■ Clarity of working arrangements
■ Conflict & Negotiation
■ Agreeing working periods with husband
■ Client expectations on working and productivity
■ Remote working set up
■ Work place stress
■ People trying to deal with their individual circumstance but who
was looking after each other?
■ Stakeholders
■ A whole new dimension of people and groups had to be
considered in the working day i.e. family as new honorary
colleagues!
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Poll

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My experience - Making it work
■ Team development
■ Levels of trust increased
■ New ways of working and working patterns emerged
■ Communication
■ Daily calls eased and calls become more focused.
■ Informal communicated restarted
■ Better use of appropriate tools
■ Engaging Stakeholders
■ Office reopen and could meet people face-face
■ Opportunity to restart core project work e.g. workshop facilitations
■ Work place stress
■ Varied between people with office re-opening
■ Continuing Professional Development
■ Creating time to attend webinars
■ Conflict
■ Differing view from Government, T&T and clients
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Poll

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My experience – making it sustainable
Virtual Teams
■ To be better connected digitally
■ How to create and grow projects and teams digitally
Workplace Stress
■ How to identify and manage identifiers in others
■ Recognising our own triggers (and releases)
Communication
■ Key messages landing more successfully
■ Remote facilitation skills improving
■ Still more to do on how to make ‘informal catchups’ work
Social context
■ Roles & responsibility established
■ What do we want our organisations and teams to be like in the future
■ Our personal and professional lives are even more closely intertwined
than ever before
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16. Turner & Townsend
Lisa top tips
Keep communication simple & clear
Talk about and protect the good things that happened
Create an opportunity for some head space
Find that water cooler / coffee moment chat
Ask if your team are okay?
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Q&A
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Garry & Lisa
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18. making the difference
making the difference
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