This presentation explores how a hybrid of global best practice standards such as AgileSHIFT, MSP, PRINCE Agile and P3O should be leveraged along with techniques such as Design Thinking, Earned Value and systems of system thinking to enhance transition and operations management improving adoption rates and the time it takes for new resources to come up to speed. We will also run through how all these new practices should be reinforced by using a standard set of fit for purpose tools, resulting in improved transparency, accuracy and ultimately trust, in the decision making information, by organisational leaders.

How can established methodologies address modern challenges? This presentation explores the updated PRINCE2 7 framework, demonstrating how it integrates sustainability as a core project performance metric. Discover how digitisation and AI can be leveraged within this structured approach to successfully drive complex digital transformation programs.

The best way for the construction industry to safeguard the environment and be responsible partners in sustainable development is to transition to net-zero carbon project management (NZPM) practices. Consequently, governments and other construction stakeholders’ efforts have recently intensified to encourage project managers to adopt net-zero approaches in projects. This urgency arises from the construction industry’s significant carbon emissions, adversely affecting water, climate, and soil. Although strategies exist to minimise the carbon emissions in projects, past industry reports and literature have minimally addressed the competencies necessary for project managers (PMs) to lead, plan, manage, and reduce emissions in construction projects. Therefore, this report aims to explore the critical roles of PMs in delivering net-zero projects and develop a net-zero project management competency maturity model. The study adopted mixed methodologies such as literature review, questionnaire survey and expert forum. The questionnaire survey was used to ascertain project managers’ critical net zero roles and the critical NZPM competencies. The expert forum with ten experienced practitioners was used to develop a robust maturity model for NZPM. Results indicate that the major roles played by PM in delivering net-zero projects are: Development of net-zero carbon project implementation plan and timeline, defining net-zero carbon project scope levels, Development of net-zero carbon risk management strategies, utilising net-zero carbon construction materials and Continuous monitoring of net-zero carbon performance. Further, PMs’ five most critical competencies to manage net-zero projects are net-zero carbon and sustainability benefits management, net-zero procurement management, quality assurance and verification of net-zero transactions, change management towards climate adaptation and schedule and roadmap management towards net-zero.

Based on the derived competencies, a maturity model with three maturity levels was developed. With the maturity model, PMs can accurately assess their NZPM competency through three 6 levels of maturity progress, i.e. beginner, competent, and expert. The outputs of this study will inform practitioners of their roles in delivering net-zero projects, and more importantly, the maturity model will enable project managers and professional organisations to develop competency programs for delivering net-zero project management.