Learn direct

The role of the project director is critical to project success. But investment in the appropriate skills as well as clear guidance on the responsibilities of the role is often lacking. Step forward the APM prize-winning Project Directors Development Programme.

Back in June 2009, there was some 8 billion of new investment underway in local government PFI and PPP projects. To protect this investment and for the long-term gain of the organisations involved it is essential the project development and procurement processes are led effectively and efficiently by a strong project director.

The role of project director is critical to the success of a project and is distinct from that of a project manager. It is essential that a project director has the necessary leadership, decision-making and negotiation skills, as well as the procurement expertise and commercial awareness necessary to cope with the risk and complexity of the project and its environment.

To meet this challenge, 4ps now Local Partnerships, a joint venture between the Local Government Association and Partnerships UK together with University College London (UCL), developed the Project Directors Development Programme (PDDP). The programme provides personal and organisational development for project directors to improve the delivery of complex projects within the public sector. It enables participants to understand every aspect of the development and procurement process to improve their commercial acumen and equip them with the necessary leadership, decision-making and negotiation skills to lead the successful delivery of PFI, PPP and other complex projects.

Modules

In practice the PDDP is delivered over 12 months with six residential modules providing face-to-face learning and networking opportunities through a mixture of lectures, case studies and interactive discussions. This approach encourages delegates to explore new or improved ways of working with partners from the public and private sector. It also concentrates on those skills needed to build, develop and lead teams through all phases of the project life cycle.

The course content focuses on six core PDDP modules: Directing Successful Projects; Building and Leading the Team; Developing the Project Business Case; Preparing the Project for Market; Procuring the Solution; Delivering the Project. These are assessed via an Applied Learning Log which has been specifically created for maximum engagement between the course and the participants actual project challenges. To complete the Log delegates are required to reflect on the key issues identified in each module, provide analytical comment and identify how to improve performance at individual, project and organisational levels.

The development, design and delivery of the PDDP are underpinned by a set of six golden threads which are specific to the role of the project director. These include building teams and relationships and developing and implementing a strategic vision.

The project director clearly has a responsibility to their team, but within the public sector environment rarely has the opportunity to build a project team from the outset. This intensifies the need to understand how teams develop, what skills and abilities are required throughout the project life cycle, and the phases the team needs to go through to become operationally successful.

The PDDP has embedded the theory that a team is more than a group of individuals by providing delegates with a set of tools to build an effective and cohesive project team. It has encouraged the project director to understand the team dynamics, development, and motivations through coaching, influence and by building ownership of the project by linking the teams objectives with the project.

A strategic vision identifies the need and context of a project, and is fundamental for all stages of the project life cycle, since it provides a clear understanding of why a project is necessary and the benefits it will deliver. The PDDP has enabled the delegates to understand how the strategic vision of their project impacts on the wider environment so they can secure funding, plan the project delivery, enable the necessary approvals to proceed, develop an evaluation framework and prevent their project coming off the rails.

Feedback

But the real proof, as they say, is in the eating. The first cohort of 21 project directors responsible for leading projects with a value of some 5 billion, have since completed the programme and offered their feedback.

One project director said: The PDDP has had a profound effect on me, as it has increased my awareness of the fact that I am not just another local government officer who happens to be in charge of a major project. I am leader of a small, but important team of individuals who look to me for guidance and leadership. The things I do and say from day to day and on a strategic level have a significant impact on the team members working lives, the way they view the project, stakeholders and themselves personally,

Another added: Through the PDDP I am reassured that the decisions Ive made on the project have been the right ones, Ive consolidated my experience and know where to make improvements.