1. Towards Dubai Expo2020 The evolution of Project Management Consultants

2. The Case for Business Change Traditional project management was about planning and coordination; commercial management was about budgeting and valuation. Separate services with separate teams. Today clients’ expect a joined up approach with team boundaries blurred; the definition of value has changed and modern PMC organisations need to keep pace, adapting their delivery models to keep up with client demands. PMK Consult recognises this and are market leaders in flexible delivery models.

3. Complexity Today, 20 percent of projects are considered “very complex” with many interdependencies and mixed work types. PMC is no longer about ‘bricks and mortar’; Modern PMC is part of a wider business case with multiple ‘business’ stakeholders. The increase of client organisations who use construction / fit out as a trigger for wider ‘business transformation’ projects means that the traditional manager will no longer possess the range of skills required to successfully engage on a client level.

4. Client Representation The modern Client Organisation expects their people to have project management common sense as a core skillset. The value of a third party PMC is no longer from a black box – it needs to be open. To do this, evolving PMC Consultants will become companions and associates of the Client Team – rather than a Project specific service delivery third party. The Client Representative wants to learn and become stronger themselves in PMC skillsets at a personal and professional level. The evolving PMC Consultant will add greatest value by passing on their experience and ways of working.

5. Specialist vs. Generalist Specialists with a high degree of specific knowledge are considered inflexible; unable to learn and change quickly enough to address changing business requirements. Generalists who provide a client with a strong degree of professionalism, general PMC knowledge, combined with excellent interpersonal skills will rise to the top in PMC management. Successful PMC delivery is about proactive, versatile and professional delivery with individuals possessing excellent interpersonal skills; leadership, ability to build relationships and ability to demonstrate passion for their service delivery.

6. Recruitment Leaders must have a willingness to recruit technically better people than themselves; delivery teams must have the ability to deliver the very best despite the leadership team, not because of them. Recruitment is no longer about qualifications. Specific sector expertise, range of experience, professionalism and personal skills should take preference. More time should be taken to look past information on a CV; investment in face to face interview time is critical and will pay dividends. PMK focuses on hiring the best in role individuals.

7. Team Diversity Client’s are no longer based in one particular location; remote working and global team structures are common place. Leaders have to have the ability to recognise diversity within client organisations and adapt their delivery model to suit ‘personality’ requirements. Modern PMC delivery models demand social and cultural diversity; the broad range of socio-economic and cultural experience supplements the ‘Generalist’ approach to PMC delivery.

8. PMC Delivery Model ONE SIZE DOES NOT FIT ALL! Every project should be considered ground breaking; PMC organisations need to consider how their delivery model can and should be adapted to deliver best value to a client, not vice versa. PMK Consult tries to determine the outcome and shape our delivery to provide the best chance of achieving this.. The days of creating re-usable practices and solutions are over and ‘turnkey is no more’; projects demand proactive, adaptable solutions. Projects will also rarely have a definitive endpoint, and instead, will continuously evolve.

9. Measurement of Success Collaborative relationships (for the next project) Corporate responsibility (environmental approach and Safety records), and Cultural and social diversity Success used to be measured by “on time – on budget – correct quality”, this is now old school. By 2020, success will include time, cost and quality but will also consider:

10. PMK Consult Vision By supporting our Clients business needs and leading change management initiatives –whether it be the addition of an asset or the shaping of a brand –PMK Consult’s focus is always to aid and share our skill sets with our Client managers. This will prepare them for the future demands that will grow from the evolution of project and commercial management. Contact If the above stimulates your way of thinking – and you would like to discuss how we shape our services to your business objectives, please contact mike.cairney@pmkconsult.com or kevin.woolley@pmkconsult.com - we would be delighted to discuss.mike.cairney@pmkconsult.com kevin.woolley@pmkconsult.com

11. PMK Consult Operating Principals