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The way we operate is changing significantly as industry responds to rapid social, technological and cultural changes. Projects across critical industries such as infrastructure, construction, and resources can now have major impacts on wider industry dynamics, the regulatory landscape, and the environment 鈥� to name a few.

Most major projects operate in an unstructured environment and are becoming more complex in terms of technology, evolving project scope, organisational changes, and the interrelationships between stakeholders and government.

According to Michael Curtin, Director for Executive Leadership in Major Projects (ELMP) program, leaders need to adapt their skills to prepare for future project management to operate fundamentally differently.

鈥淲hile some aspects of leadership, such as setting a vision, executing on strategy, and applying methodologies to manage and deliver complex projects will remain, the future leader will need to possess a new arsenal of skills.

"For instance, to lead effectively they need the ability to manage 鈥榞rey spaces鈥� within projects and their stakeholders.鈥�

He lists four leadership skills that are becoming key to delivering major projects:

Successful organisations are shifting from centralised power and decision-making structures to a distributed, shared leadership model, which involves a shift from 鈥榩ower over鈥� to 鈥榩ower with鈥�. Adapting leadership practice ensures projects can be managed in this new, unstable environment.

鈥淢odern leaders use evidence-based, contemporary methods, theories and research to understand human behaviour. They develop models and mindsets to increase their leadership reach and support project outcomes.鈥�

With traditional project management approaches no longer fit for dealing with complex projects, 聽project leaders must apply their experience, knowledge and skills to adapt new and innovative techniques.

The increasingly complex nature of projects requires acknowledgement and incorporation of the project鈥檚 human, contextual, and emergent elements. This includes understanding the group dynamics in high-performing teams, which enables leaders to develop strategies and tactics to increase their team鈥檚 capability and engagement.

鈥淭he most effective leadership strategies drive organisational change and prepare for the future while maintaining team performance鈥�.

In project management, a transformational shift from an information age of interrelated systems to a knowledge area is highlighting a focus on interconnected capabilities. Multidisciplinary knowledge and skills are critical to managing internal and external stakeholders.聽

Leveraging established capabilities is a valuable tool to engage with a diverse set of stakeholders. Building the necessary capabilities, behaviours, and mindsets ensures the project ecosystem is engaged and motivated to achieve success.

Finally, strong leaders expand their strategic view to account for the environment they operate in. In a complex landscape, embracing and enabling for innovation, commitment and accountability sets a project up for success despite a fast-changing environment.

鈥淲e can no longer assume that projects can be fully controlled. Adapting to these uncertainties allows project leaders to adjust their strategies accordingly.

"They must find ways to understand projects as a bigger dynamic system of value and meaning for now and the future鈥�.

罢丑别听Executive Leadership in Major Projects (ELMP) program聽equips modern project leaders to handle the complex and dynamic workplace. Delivered virtually, it teaches the necessary skills to guide high-performing teams and handle negotiations in complex environments.

The interactive program is offered by the聽School of Project Management聽in collaboration with the聽John Grill Institute for Project Leadership, and is tailored to the needs of businesses and experienced professionals in project industries.

贰尘补颈濒听john-grill.institute@sydney.edu.au聽for more information, or request a brochure.