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We have never needed projects to be more successful than now.

The construction industry has a homogenous problem; the higher up you go in the industry, the less diverse.

The reality of critical national infrastructure programmes is that they are years long covering lifecycles of 10 to 20 years and there is a continuous conflict between the funding cycle and the planning process.

We recently launched the first in our Body of Knowledge-inspired book series Engaging stakeholders.

It’s early days for the ºìÌÒÊÓƵ’s study into the main factors behind project success, with interviews having only kicked off in September.

As we all know, this year has been a difficult one, but considering the challenges we’re facing, there is much to celebrate in the project community.

Much has now been written about project delivery, and compliance with the ‘guidance’ or process can become the aim rather than the delivery.

Studies show most projects fail due to poor management of known risks which includes cost.

In an industry like construction, where developers are tasked with implementing large infrastructure projects, people from a wide range of disciplines have to work together to enable delivery.

Actions speak louder than words: the importance of positive role models An assessment of an organisation’s risk maturity will often consider process, data quality, tools and training, but whilst risk behaviour is harder to measure, it’s this that really determines whether risk is being actively managed.