As promised, after attending the PMI Global Summit late last year here are some of my key learnings which hopefully resonate with you no matter how big or small the organisation you operate in. 

Over the course of 4 days, a series of interactive sessions were performed, content derived from esteemed authors, highly experienced leaders and importantly from all across the globe and wide ranging industries. Attending the PMI Global Executive Business Council was certainly a highlight, a group sharing best and emerging practices to positively promote the utilisation of project management. 

Insights From My Visit To Allegiant Stadium

I was very privileged to be invited to a behind the scenes site inspection of the newly constructed Allegiant Stadium in Nevada. This $2.02 billion, 65,000-seat stadium was constructed in 31 months and is complete with endless special features. One very impressive feature alone allows the field to slide in and out from the south end of the stadium. This allows the grass to rest in the sun on non-game days and maintain a healthier playing field- wow on scale!

Impressively built within timeframe, cost and quality permitters which is a rare feat for any large infrastructure project today. Interestingly, The State of Nevada had attached legislation to its portion of the stadium’s funding. By project’s end – as a matter of law – the input of women and minorities on the build would need to have comprised a verifiable 38% of the onsite work hours. Mortenson|McCarthy (Building company) far surpassed that target, the 12,000-strong workforce ultimately made up of 63% minority and female workers. Success followed which clearly demonstrated diversity is a metric that matters and one to be further incorporated into your next project. 

Troy at Allegiant Stadium

Sustainability was another key point of difference. On display first hand the power of community as an approach to make real differences in the field of sustainable development. They set a goal to be good stewards of the community, conserve resources, champion efforts that result in great impact, and empower staff to take ownership of eco-efforts. One example, on average, 11,000 pounds of food scraps are collected per large stadium event, diverted away from landfills, and turned into livestock feed for a local farm.

These were examples of emerging practices’ and no doubt positively promoting best practices’ to share.  

Turning Ideas Into Action Via Proven Methodologies – PMI Global Summit

Three Key recommendations from the PMI Global Summit relating to front end planning and emerging trends that I personally found useful;

1. Where are you, Where are you going? Are you prepared for the project journey? 

This applied to getting started. Strategic value delivery meaning do you have a blank canvas or do you need fine tuning or a more significant overhaul?

Annual plan is not just a plan ,It is a way of working. Create foundations, plan identifying actions that enable key results to be met, and monitor and control plus closure. Integrate your portfolio’s. 

As a simplified example

  1. Engagement: As measured by retention data 
  2. Growth: Measured by the year-over-year growth rate 
  3. Monetization As measured by gross margin

Preconceived notions or applications will likely not work but rather l recommend curating a plan which fits and suits your project objectives or organisation function. 

2. The change in demand from business functions exceeds project management capabilities. 

Business functions trying to keep up with change in technology. 

Today we are in the midst of an accelerated revolution of technological, behavioural change which presents opportunities; however, mechanisms are required to plug in to these ever changing demands, so approach lean, agile, and transparently. Keep your parachute open, full whiteboards are bad whiteboards and ask ‘’what if” so you never ask ‘’now what?!”. 

It requires linear thinking. Use both timelines and time cones.

PMI Global Summit Slide explaining Innovation and Time

3. A powerful strategy is using evidenced-based Project Management.

It is the ability to respond to new problems by adapting prescriptive knowledge from previous experience. Data driven and evidence based practices will help to significantly improve performance. This is not a one time activity – it relies on persistence, perseverance, and continuous improvement. 

In my opinion, too often we see a lack of repurposing to use a sustainability cliché. Large organisations driven by protocols (which need to change) assemble copy and paste requests for proposals. The bidding firms assemble individuals rather than proven teams, a criteria by others determines the successful bid and before we know it, a group comes together to meet each other for the first time and learn the unique characteristics. This all occurs without a carry forward evidence based directional method and importantly without the key people who hold the valuable knowledge. 

Taking action towards evidence-based projects 

  • Review or create purpose and Values in a Bi-directional Approach 
  • Build a Sharing Culture 
  • Celebrate Failure as much as Successes 
  • Be Authentic and Vulnerable as a leader 
  • Be Persistent and retain 

Lastly, a trend statement which hopefully leaves you thinking about application. If you require assistance or would like to simply exchange notes please reach out

A Trend statement from PMI Global Summit

Credits apply here for the American futurist Amy Webb, Daniel Stenholm and Marina Maric from PMI Sweden Chapter and lastly thank you to Ben Breen for the invitation to attend together with the PMI Global Summit Team. 

Troy Christie, Managing Director, Korus Group Australia