A new All-Party Parliamentary Group (APPG) for Project Delivery in the UK has launched, bringing together MPs, Peers and key stakeholders to work to better deliver major projects in government. The Association for Project Management (APM) and the project professional community have played a pivotal role in leading the creation of the APPG and improving the delivery of projects that succeed and benefit society. At the inaugural meeting, Henry Tufnell MP was elected as Chair of the APPG, with Llinos Medi MP, The Rt Hon Lord Lilley, and Lord Goddard of Stockport appointed as Vice-Chairs. The APPG will lead the development of understanding of projects within Parliament and brings together expert voices in one place to improve public policy, acting as a conduit for parliamentarians to engage with each other, project professionals, academics, civil servants, Ministers, and others. It will champion project success, extol the value of the project profession, and outline the importance of project skills throughout Westminster and society, with a focus on: Chair of the APPG, Henry Tufnell MP said: “I’m delighted to have been elected as Chair of this vitally important APPG. We focus so often on projects, but not on project delivery. We plan to change that. This APPG has an ambitious work plan which will scrutinise project delivery and, through its meetings and reports, will provide valuable insight and advice on better delivery, whatever the type of project.” Andrew Baldwin, Head of Policy and Public Affairs at APM, spoke of the need for an APPG for Project Delivery, saying: “For too long there hasn’t been an APPG focused solely on project delivery. This has been a missed opportunity, given the number of announcements successive governments have made on major projects and the sheer scale of the task ahead. “The key here is the focus on the actual delivery of major projects including what we need to do to improve skills, bringing more people into the profession, and reducing supply issues. “The APPG has a long list of reports and studies to undertake, and we will be looking to our members, our corporate partners and academia to help us deliver them.” For more information on the APPG, please contact APM’s policy and public affairs team on external.affairs@apm.org.uk.  Building, Design & Construction Magazine | The Choice of Industry Professionals

The Infrastructure and Projects Authority (IPA) Annual Report on Major Projects 2023-24, published today, shows the Government Major Projects Portfolio (GMPP) comprises 227 projects with a total whole life cost of £834 billion, up from £805bn in the previous annual report. GMPP projects aim to provide innovative and meaningful benefits to the UK. The report shows that the portfolio contains £719bn of monetised benefits, but does not include those benefits that cannot be expressed in commercial terms, particularly around social value. Commenting on the report, APM’s Head of Policy and Public Affairs, Andrew Baldwin, said: “The sheer scale of these figures shows the value of the project profession and good project management. Failure to manage these projects effectively will not only cost UK taxpayers a huge amount, but will delay or prevent countless benefits from being delivered to communities around the country. “The civil service must be equipped with the skills, competences and capability it needs to deliver these projects on time, on budget and to the right level of quality. It is therefore reassuring to see that the report states the number of Senior Responsible Officers undertaking or having already completed Major Projects Leadership Academy (MPLA) has increased from 66% to 76% in the last year. The IPA is doing good work. As the chartered membership organisation for the project profession, APM wants to see that continue as the IPA and National Infrastructure Commission prepare to merge into the government’s new National Infrastructure and Service Transformation Authority (NISTA). “Challenges such as skills gaps and rising costs bring uncertainty and risk to government plans. Projects are much more likely to succeed when the government invests properly in those responsible for delivering them. We therefore urge the government to continue to bridge skills gaps and increase its project capability through training, professionalisation and by ensuring that project leaders have the competences they need.” Building, Design & Construction Magazine | The Choice of Industry Professionals

A new report by the National Audit Office (NAO), ‘Lessons learned: a planning and spending framework that enables long-term value for money’ has called for a cultural shift in the way government sets out its public spending plans to ensure long-term value for money.  In response to the report, Andrew Baldwin, Head of Policy and Public Affairs at the Association for Project Management (APM), said: “With increasing scrutiny on value for money and environmental impact, it is more important than ever that all projects, especially those funded by the taxpayer, show how they will deliver tangible, measurable impacts in the longer term. “Public spend is often justified by the benefits that a particular government project will accrue over several years. Too often these benefits are not adequately captured and there is often a significant time lag before they are fully realised. “A benefits-led project approach will ensure the impacts of a project on society are more accurately reviewed and delivered. Only this way can we make public money work harder in the long-term.  “APM believes the National Infrastructure and Service Transformation Authority (NISTA), when established, can play a key role here. For this to happen, NISTA must be given the resources to further professionalise project management in government and the mandate to ensure project benefits and value for money are given the long-term focus they need.” Building, Design & Construction Magazine | The Choice of Industry Professionals

On 30th October, the Chancellor of the Exchequer, Rachel Reeves, will deliver the new Government’s first Budget.  Ahead of the Budget, Association for Project Management (APM) calls on government to focus on prioritising early-stage project planning to ensure the success of major capital projects in the pipeline, which are crucial for driving economic growth and improving infrastructure.  Andrew Baldwin, Head of Policy and Public Affairs at the Association for Project Management (APM) says:   “Effective project management is key to ensuring these initiatives are completed on time, within budget, and to the highest standards. However, project success begins long before construction starts.   The Government has made a good start in addressing the challenges of successful project delivery. It understands the need to slow down and think, and to focus on the long-term benefits, investing in the planning, design, and strategic management phases of projects – and to ensure that clear objectives, risks, and timelines are understood and accounted for from the outset.  APM’s election manifesto focused on three key asks – respond, reinvent, reform. Everything we’ve seen so far in the Government’s first 100 days in office has delivered on respond, removing the uncertainty that hurts financial and skills investment. But they must now focus on reinvent and reform. Reinventing attitudes to projects entails changing perspectives of what success and failure means − the Chancellor outlined plans to change how the Treasury accounts for capital spending “to reflect its benefits”, which is encouraging. Reforming our approach to projects includes understanding whether the Treasury is set up properly to deliver projects, which still needs to be addressed.   For projects to truly deliver value, the Government needs to shift its focus towards early-stage planning, involving project leaders who can navigate the kind of complex challenges the UK faces. This expertise will help ensure that projects are not only feasible but also sustainable and aligned with the Government’s long-term strategic goals.   The Budget will outline funding for multiple projects that the Government expects to undertake. If they are to be achieved, then the “inherent characteristics of these schemes” (as stated in a recent NIC report on cost drivers) will need to be properly understood and acted upon long before any shovels hit the ground.   By embedding a culture of rigorous project planning and stakeholder engagement, the Government can adapt when it needs to, avoid costly overruns and delays, improve public trust, and drive economic and social benefits.   Only through this approach can the Government ensure that ambitious infrastructure projects translate into tangible, lasting improvements for the UK.”  Building, Design & Construction Magazine | The Choice of Industry Professionals