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UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK
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INTRODUCTION 

I’m again reporting under somewhat false pretences as I am still out of the country.  This means that I will not be covering the project world in UK as broadly as usual, rather, I want to look at two topics in a little more detail and to reflect on the differences in project approaches I see in India, where, to quote Kipling (the author, not the biscuit and cake maker), ‘I…spend me time, serving of ’er Majesty the Queen’.  Sadly, I am only serving me, rather than Herself!

FLOODS 

Anyone who reads a paper will know that the south and west of England, and Wales, have been hit by a number of storms of almost biblical proportion in January and February.  Winds of over 100 mph have accompanied heavy rain fall where in some places a year’s total has been dumped in a matter of hours.  The outcome of these storms is a significant number of homes flooded, major damage to infrastructure, sustained power outages and general misery for thousands of people.

In one widely reported incident, the main south west rail line was washed out in Cornwall.  There have been other highly picturesque views of the Somerset Levels looking more like a vast lake as they flooded nearly 2 months ago and remain water bound still.  All these and many other similar ones have an impact on the project world: in fact they have a number of impacts but I want to look at just one, risk and contingency management.  (photo courtesy of The Express – www.express.co.uk)

The talk in UK right now is all about lack of Government preparedness and the impact of cut backs in local government spending.  Critics claim that successive Governments have failed to make contingency plans for major weather incidents and have not made sufficient emergency funding available to assist hard pressed communities.  I don’t know whether this is a fair assessment or not but as a project manager, I know that I assess the risks and then make my plans accordingly, monitoring events for deviation.  I then act according to my carefully prepared risk plan.  

More…

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About the Author

pmwj17-dec2013-shepherd-AUTHOR IMAGEflag-ukMILES SHEPHERD

Salisbury, UK 

Miles Shepherd is an executive editorial advisor and international correspondent for PM World in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK and overseas Government agencies, nuclear industry organisations and other businesses.  Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia.  His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.   Past Chair and Fellow of the Association for Project Management (APM), Miles is also past president and chair of the International Project Management Association (IPMA).  He is currently Director of PMI’s Global Accreditation Centre and the Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management.  He was involved in setting up APM’s team developing guidelines for project management oversight and governance.  Miles is based in Salisbury, England and can be contacted at [email protected].

To see more works by Miles Shepherd, visit the PM World Library at http://pmworldlibrary.net/authors/miles-shepherd/