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UK Parliament: building a community of engaged project professionals · Project Podcast

0:08
Welcome to the APM podcast. APM is the chartered body for
0:11
the project profession. My name's Emma Devita and I'm
0:14
the editor of Project, APM's quarterly journal and your host.
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In this podcast, I'm speaking to LG Asin, Head of Project
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Delivery, Centre of Excellence and Profession at UK Parliament.
0:26
He works on projects and programmes across both the House
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of Commons and House of Lords. I spoke to him in June, just a
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few weeks ahead of the UK General election.
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During a time of excitement, hope and uncertainty, Algae gave
0:39
some great advice on how to create culturally competent
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project teams where diverse perspectives are welcomed and
0:45
used to the advantage of projects.
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He is a project professional who he seems to me puts people and
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relationships between stakeholders top when it comes
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to successful project delivery. Listen on for his excellent tips
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and advice on how to do it well. LG welcome to the APM podcast.
1:08
Really lovely to have you here. Thank you.
1:10
Thanks for having me, Emma. I think an interesting place to
1:13
start would be for you just to give us a brief overview of your
1:18
role and responsibilities. So in practical terms, as the
1:22
Head of Project Delivery Centre of Excellence and Profession, my
1:25
role is about providing leadership in building a
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community of over 400 engaged project delivery professionals
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in Parliament who are passionate about learning, networking and
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growing professionally. So that's one part of my job, my
1:42
role. The other part is supporting our
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senior project leaders to help them prepare for effective
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project leadership through training, community building and
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development opportunities. So my role, if you like,
1:55
involves a lot of collaborating with internal and external
1:58
partners to bring out the best in our project delivery
2:02
profession and to help deliver successful initiatives, whether
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it's through standards, professional development,
2:08
service enhancement, change and engagement.
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And it's all about raising the profile of UK Parliament and
2:15
project delivery profession. It sounds that you have a very
2:18
broad remit. So it's very much on the people
2:20
side of things as much as project delivery.
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You already mentioned about kind of learning.
2:25
What are the most important parts of your role, do you
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think? Do you place a particular
2:31
emphasis on the people's side of projects?
2:33
People definitely is what makes, you know, successful projects.
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That's why I do a lot of community building, working with
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colleagues from different teams, whether they're from the House
2:44
of Commons, the House of Lords or the Parliament Digital
2:47
Service, to bring them together to make them aware of the
2:50
learning and development opportunities available for our
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community. But also to talk about the
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things that matter to to them as project delivery professionals,
3:00
whether it's about lessons, challenges, training, standards.
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So I use my my role as a platform to bring people
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together and hopefully solve some of our key challenges to
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make things better for them. So.
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So it sounds like you're very much see yourself as a
3:17
connector, helping people collaborate and talk to each
3:20
other. How?
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How do you actually make that happen?
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A lot of it is around talking to people, building relationships
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and establishing collaborative relationships with them.
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So I do a lot of engagement activities.
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So I talk to different different teams, promote what we do in the
3:37
enterprise portfolio management office, talk about the range of
3:41
opportunities available to to our colleagues and also bringing
3:46
in helpers and volunteers. If you like to help me promote
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my causes, to help me spread the word.
3:53
If you like to make the initiatives more successful in
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terms of building that community.
3:58
I was going to ask you what advice you or tips that you
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might pass on to others when it comes to collaborating or
4:05
communicating or spreading the word about what you're doing.
4:08
And I like that idea that so you're, you're encouraging
4:11
volunteers to kind of speak up for the work that you're doing.
4:15
Is that how do you actually make that happen in in reality?
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And what advice would you tips would you pass on to others who
4:22
are interested in doing that too?
4:23
One of the lessons that we've learned, that I've learned in
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building a community of over 400 project delivery professionals
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in Parliament, is to look out for helpers, for the helpers who
4:34
will help promote that cause. And that means talking to people
4:38
looking for volunteers, looking for champions, looking for
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helpers to help me spread the word.
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That involved a lot of talking to different teams, getting to
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know them and have organised a number of, you know, activities
4:52
or even organise flash mobs, not the singing and dancing flash
4:55
mobs, but this is about networking opportunities to, you
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know, bring people together to talk about their challenges and
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also to start creating that network.
5:04
How do you make a flash mob happen when it comes to project
5:07
management? Yes.
5:08
So we do this on on a regular basis.
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So what we do is we gather colleagues from different teams.
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We we talk about specific topics that that relate to our
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profession, which could be around our challenges, our
5:22
frustrations, our successes, but also personal stories.
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So this is where we become nosy people in project delivery to
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talk about different things that are happening and how we can
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help together to solve some of the key issues that that matter
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to us. So it's a great opportunity to
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get together, be nosy about things, but also to
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constructively talk about solutions to help us build our
5:47
community, Whether it's about learning key lessons in project
5:50
management or even building a network of professionals to help
5:55
solve some of our issues regarding, you know, diverse
5:58
stakeholders, decision making, risks, that sort of thing.
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How do you actually organise it? Is it unexpected to just say
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right, there's going to be a flash mob this Friday.
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We're going to be talking about this, this and this, and how do
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you promote it? Yeah, we do it organically.
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So we we ask colleagues about the things that matter to them.
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So we've got set up a teams channel which we use to share
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information, promote new opportunities and to ask
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questions about anything, everything around project
6:27
delivery and community building. So we asked them about specific
6:30
topics. We then organise a date, we ask
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colleagues, the volunteers, the helpers to look for a venue, to
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set up a venue for us and then we turn up.
6:41
Can you give me an idea of which other groups of stakeholders or
6:45
people or organisations that you regularly work with to make
6:49
projects happen? And actually, why don't you tell
6:51
us a bit about the types of projects you work on and maybe
6:55
give us an example of one that is is kind of a focus on right
6:58
now? So I'm part of the parliaments
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enterprise portfolio management office and what that means is we
7:05
are a bicameral team. So I'm part of a bicameral team
7:08
and we look after the successful delivery of projects which could
7:12
be around capital works and construction, state management,
7:17
digital transformation and many others.
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We also have people and culture initiatives, safety initiatives
7:24
and other strategic initiatives, and they're all being delivered
7:27
to support our vision, which is to make Parliament happen and to
7:31
support a thriving parliamentary democracy.
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Can you give us some ideas, a couple of projects you're
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working on right now, they're important.
7:39
And then how do you manage that a degree of uncertainty about
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the kind of near, near term future?
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Part of my role as you know, head of project delivery
7:50
profession in the enterprise Portfolio management office is
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around supporting projects with capability building, leadership
7:59
development, training, community building, and also engaging
8:02
with, with them. So they know what services, what
8:05
support services are available to them.
8:08
So an example could be Victoria Tower, you know, which is the,
8:10
the largest tower in the Palace of Westminster.
8:12
So it's a repair project to repair stonework and secure the,
8:17
the future of Victoria Tower. So this is about providing them
8:21
with advice on capability building, supporting their Sros
8:24
or exec sponsors, talking to them about, you know, how we
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build our community of practise and how we can work together.
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So making sure that they're aware of the support services
8:34
available to them, including, you know, what's in store in
8:38
terms of, from a portfolio management side of things.
8:41
So that's, that's an example. We've got a couple of other
8:44
exciting initiatives as well. This is the archives relocation
8:48
programme. This is about the archives
8:50
collections moves from the palace to the the National
8:53
Archives. We've got digital transformation
8:56
initiatives. So it's about bringing people
8:59
together and we believe that, you know, I believe that project
9:02
delivery is, you know, possible in terms of its successful
9:06
delivery because of the people who are, you know, skilled,
9:09
passionate about what they do and, you know, adequately
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resource. And this is where my role as the
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Head of Profession and Centre of Excellence would would come in.
9:19
So could you give us an example of a project and how that that
9:23
you felt was successful? So a project or a programme
9:27
that's been recently completed is the Transforming Digital,
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which is around this is about looking at how we deliver, you
9:35
know, digital services in Parliament, how we do digital as
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as an operating model in Parliament.
9:41
And it's been very successful because of a number of factors.
9:45
So when you say digital services, what do you mean by
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that? So digital services is how we
9:50
provide digital services in Parliament, whether it's about
9:54
how we conduct our business, how we provide services, digital
9:57
services to our members and also how we operate as as an
10:02
organisation who use these digital services to to make
10:06
things better. When you say Members, you mean
10:09
Members of Parliament? Members of Parliament, That's
10:11
that's correct, yeah. What can MPs do now that they
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couldn't do before? What?
10:15
What have you delivered the digital services that helps them
10:19
do their jobs better? So one of the things that that
10:22
we delivered as part of this digital transformation programme
10:25
is the ability of our members to register their interests online.
10:29
So before it was very manual, but now it's all online, which
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made things a lot easier as well for the general public to have a
10:37
look at our website, you know, look at the information that
10:40
they need, whether it's about research, whether it's to do
10:43
with, you know, committees, whether it's to do with, you
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know, the services that we offer as a, as an organisation.
10:49
So it made things a lot easier because of this digital
10:52
transformation initiative. So it's looking at, you know,
10:56
people in terms of developing capabilities to become digitally
11:01
ready. It's about looking at the
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processes, you know, digital processes, digital products and
11:06
services, whether it's a a new tool, a website or a new
11:11
framework. And it's about looking at
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embedding. You know, how we use digital
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services to make things better for our organisation.
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But it's really refreshing to hear that a digital
11:22
transformation project has gone well because often in the
11:25
headlines things don't go well. What have you done or your
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colleagues done that have helped to make this kind of programme
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of projects successful? And what advice would you pass
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on to those working in other large organisations who want to
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do something similar? One of the, the key lessons that
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we've learned from that successful initiative is around
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taking people along the journey right at the very, very
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beginning of the the programme or the, the project.
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So it's about making sure that we are very clear in
11:54
articulating the vision, making sure that people can relate to
11:58
your vision, they understand what we're trying to achieve and
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also getting that buy in and support from from them.
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That is one of the, I think that was one of the key lessons that
12:08
we wanted to do to share and use in terms of using it, using it
12:14
in Parliament. Often when there's big change
12:17
projects or especially around digital, there can be pushback.
12:21
People think, oh, that's going to be tricky, I don't want to do
12:24
it different way. So how do you get over those
12:28
kind of obstacles? Is there anything you've learned
12:31
that others could, you know, benefit from?
12:34
It it's very challenging, it can be very difficult as well
12:37
working in an environment where there's a lot of, you know,
12:42
stakeholders to deal with. Some of them can be very
12:44
demanding, some some of them can be can be challenging to deal
12:48
with. And, and it's about using the
12:51
experts, if you like using the experts within the organisation
12:55
to help you promote your costs. And if that means, you know,
12:59
getting someone to, you know, talk to your stakeholders who
13:02
know them very well, who'll be able to, you know, articulate
13:06
the vision, then make sure you use those experts because at the
13:11
end of the day, they want your project to to succeed.
13:14
So using those help those experts to promote the causes,
13:19
making sure that you've got set of activities impactful are
13:24
possible to to be able to, you know, target the needs of your
13:29
customers, whether it's about, you know, more engagement,
13:32
whether it's about a workshop, whether it's about the feedback
13:35
session, whether it's about the show and tell session.
13:38
So it's about having a clear plan that you can use to make
13:43
sure that you are targeting the different needs of your
13:47
stakeholders, customers and users.
13:50
He said Parliament is a unique place to work.
13:52
What are the unique challenges of working on projects at the
13:57
House of Commons and House of Lords?
14:00
Resourcing is one of the main challenges that is around this,
14:04
about capacity and capability in delivering projects.
14:07
Do you mean people resource? People, yes, people resourcing.
14:11
So capacity, capability, you know have we got in house
14:15
capacity and capability to be able to deliver the job.
14:17
And that's one of the other key challenges that that we have
14:20
recruited is it is one of them. And this is where it could
14:23
affect the delivery of project complex stakeholder landscape,
14:27
which I mentioned earlier. We've got varying needs and
14:32
demands. We work in a highly political
14:35
environment where we have to deal with different
14:39
stakeholders, including, you know, members of Parliament.
14:43
We've also got managing scope and requirements, but also
14:45
navigating, I suppose, some of the the changes in markets to
14:49
help us in successful delivery. And I think with that sort of,
14:53
you know, challenge, it demands us as as a team, as an
14:57
organisation to, you know, build the structure, the culture and
15:02
the organisational will to create that conditions for
15:04
successful project delivery. So what are MPs like to work
15:08
with? Are they an easy bunch?
15:10
They can be, you know, easy. They can be challenging.
15:12
They can be tricky. I imagine there are sorts of
15:14
people that have an opinion on most things you'd hope.
15:17
They, they, they are, they're very opinionated.
15:20
You know, they're very interested about what, what we
15:23
do. So they want to know more about
15:25
what we do. So we provide them information
15:28
about some of the things that, that we do to, to make sure that
15:30
it meets their, their needs, but also and that we get their buy
15:34
in and support. So we have that regular
15:37
engagement with with them. How long have you worked in in
15:41
Parliament? Over six years now.
15:44
What do you enjoy about your work?
15:45
What do you enjoy about working in Parliament?
15:49
I think it's about the people. Part of my job is dealing with
15:54
colleagues, working with people, working with internal and
15:57
external partners. So I I enjoy helping teams and
16:01
individuals, helping projects and seeing them succeed in their
16:05
initiatives. And I think I thrive in learning
16:09
from others as well. Part of my role is to connect
16:12
the dots, you know, connecting, facilitating with like minded
16:15
individuals and organisations to bring people together to solve
16:20
some of our most, you know, common challenges in project
16:24
delivery. And I enjoy my job because it's
16:27
about raising the profile as well a project delivery as a
16:30
profession. It encourages me, it motivates
16:32
me to deal with colleagues who are passionate or enthusiastic
16:37
and that is something that I enjoy and would like to, you
16:41
know, imbibe with, you know, with my colleagues as well.
16:45
We're APM, the only chartered membership organisation for the
16:49
project profession. When you become an APM member,
16:53
you'll receive the resources and support you need to make an
16:55
impact, delivering better projects with better outcomes.
16:59
Plus, you'll access exclusive training and benefits to support
17:02
your ongoing career development. Find out how we can help you
17:05
reach your potential by visiting apm.org.uk.
17:10
Because when projects succeed, society benefits.
17:16
I wanted to pick you up on something you said around
17:18
relationships and building good relationships.
17:21
Have you, do you have any advice to others about how to get
17:25
relationships going on the right foot?
17:28
And also everyone is encouraged, quite rightly, to have greater
17:32
diversity of opinion of perspectives.
17:35
But that can then bring challenges when it comes around
17:39
to relationships because then you have people who might
17:42
disagree with you or for a different opinion, which is
17:45
exactly what we want. And I think last time we spoke,
17:48
you mentioned cultural competence as well.
17:51
So it's how do you build relationships with all different
17:54
kinds of people from all different, with all different
17:56
perspectives? It's both an art and a
18:00
technique, I suppose. An art and a science in building
18:03
relationships because it's a combination of different factors
18:07
and different things that you must consider to build those
18:09
those relationships and it comes with experience this comes with
18:12
practise and I think one of the the lessons I've learned, I
18:15
suppose in building relationships throughout my my
18:18
career is around taking people along the journey right at the
18:22
very beginning. And this is about identifying
18:24
champions, you know, helpers to help you to get that buy in and
18:28
support from other people as well.
18:30
And also looking for the experts, you know, ask for help
18:35
when needed because they've got experts who want to, you know,
18:38
succeed within the, the, the organisation, which is very
18:42
important. I think the, the skills, we've
18:44
talked about people's skills to make projects a success.
18:47
And and that again, is a combination of, you know,
18:50
communication, negotiating, influencing and being able to
18:54
collaborate and support people. So one of the values that we
18:58
have in parliament is around collaboration.
19:00
So looking for the experts, but making the most of, you know,
19:04
the help and support from other colleagues and individuals.
19:08
It's having that emotional intelligence to, you know, read
19:12
the room, but be able to, you know, come up with, you know,
19:15
solutions to some of the, the challenges.
19:18
And Emma, you did mention cultural competence, which is
19:21
something that I'm very passionate about because this is
19:25
something, you know, I try to, to promote within our project
19:29
delivery profession. It's that ability to, you know,
19:31
understand, communicate and interact effectively with people
19:37
from all walks of life across many cultures.
19:41
So it's about you being aware of, you know, other people's
19:44
worldview, other people's practises, ways of working,
19:48
insights and developing that skill for that interaction and
19:54
understanding. So you work in project delivery,
19:57
project management, where we influence and interact with each
20:01
other. And I think this competence is a
20:04
very important skill because it's about dealing with, you
20:08
know, a diverse workforce, diverse projects, diverse
20:11
stakeholders. So it is vital as well to you
20:15
know. To recognise the differences
20:17
people have, celebrating it and using that diversity to the
20:22
advantage of your team and your projects.
20:25
How do you achieve that practically?
20:28
Because I can't see that you can do that successfully without
20:31
getting to know the people you work with a little bit and
20:34
respecting and appreciating a different opinion.
20:38
Definitely, I think it it's you know, it's not a one person
20:42
journey as well or A1 team journey, if you like it
20:46
involved, you know, the, the effort, the commitment, the
20:50
agreement, but also the, the work of other people to realise
20:55
something that is meaningful. So in practical terms, cultural
20:59
competence is around, you know, making sure you champion
21:03
diversity by having a diverse team of professionals within
21:07
within the team, being inclusive, listening to them,
21:11
making sure that you listen to the different voices within your
21:15
within your, your team, indeed the organisation and doing
21:18
something about them to make sure that, you know, they feel
21:22
included. They have psychological safety
21:24
to, you know, to perform well in the project.
21:27
But also that we are able to celebrate successes as as a team
21:31
in us as a project. And we do this, we do this
21:34
through, you know, team building, regular feedback,
21:38
regular activities, catch up sessions, you know, check
21:41
insurance and making sure that, you know, we've got joint
21:44
training, joint collaboration and understanding of the
21:47
differences that we have within the team and projects.
21:52
What ambition do you have for project management delivery and
21:55
project management generally within the UK Parliament I.
21:59
Would like Parliament to, you know, to raise the profile of
22:03
the the organisation as as an organisation that values and
22:08
recognises the importance of project delivery as a
22:12
profession. And I want to raise the profile
22:14
of our organisation, but also the project delivery community,
22:18
our over 400 community members to make sure that they're happy,
22:22
they're engaged, they're thriving community, but also
22:27
they're celebrating their key successes, personal challenges.
22:31
And I would like our organisation to be an employer
22:34
of choice. I suppose that people are
22:37
attracted to work in Parliament as an organisation, as an
22:41
organisation that delivers exciting, interesting, you know,
22:46
projects and programmes. So that that is my ambition to
22:49
create a supportive, collaborative and inclusive
22:53
project delivery environment, raising the profile of our
22:56
organisation and our community. I mean, I'm speaking to you as
23:02
also editor of projects and I speak to people across all
23:05
different sectors and definitely there seems to be a greater
23:07
appreciation of project management in general,
23:10
recognition of what it is and that it should be climbing up
23:13
the kind of organise, organisational ladder.
23:17
Do you feel where you work, that project management is accepted
23:21
and taken to be a strong and necessary profession, which I
23:26
think it must be, or do you, how do you detect that that that
23:31
there is an even greater importance being put on project
23:33
management to deliver projects? We recognise in, in Parliament,
23:38
working with the project delivery community, the
23:40
importance of, you know, project delivery as a profession, not
23:44
just in terms of the, the personal development, but also
23:47
in terms of achieving, delivering, you know, strategic
23:51
outcomes and objectives. And, and that is something that
23:54
we want to, you know, to promote, embed as, as, as we go
23:58
along and project management, project delivery as, as, as a
24:01
profession has evolved over the, the years, you know, and I think
24:05
it's, it's exciting time as well for, for the profession because
24:09
it allows us to, you know, to look for new and innovative ways
24:14
to apply lessons, apply knowledge that, that we have,
24:19
you know, accumulated over the years and use that to, to our
24:22
advantage. And I think one, one of the
24:25
division that, you know, I want to, to, to elevate and promote
24:30
within the project delivery community in Parliament is that
24:32
it's an exciting, recognised profession that, you know, that
24:36
involves a lot of, you know, relationship building, a lot of
24:40
network working, a lot of learning lessons from the, the,
24:44
the, from different organisations.
24:46
And my hope for the, the project delivery community in, in
24:51
Parliament is that it continues to, to elevate.
24:54
It continues to learn lessons from other organisations, and it
24:57
continues to deliver successful projects because of the help and
25:02
support that we have within, within other organisations with
25:07
our partners as well, whether internal or external partners.
25:10
So that is something that I genuinely would like to, you
25:13
know, to imbibe and promote within the profession.
25:17
Have you got any career advice to those perhaps sorting out in
25:22
their project management career about how to get ahead
25:25
successfully? Being curious is always
25:29
important, especially for colleagues who are interested in
25:32
project management as as a profession.
25:34
You know, it's about knowing why you're interested in project
25:38
management, what's key skills and competencies do you have and
25:42
what can you bring to to the table.
25:44
So it's being curious about, you know, the profession trying to
25:48
build that network as well. One of the things that, and I've
25:51
learned over the past few years is the importance, the power of
25:55
networking and learning from other people, learning from
25:59
other organisations. And you can do that if you're
26:01
interested in project management by building your network but
26:06
also making the most of opportunities such as
26:08
volunteering, bodying, shadowing and talking to people to learn
26:14
how they've navigated their journey in project management.
26:18
I think that is very important. As a project professional and a
26:22
senior project professional, how have you got any advice to other
26:26
senior project professionals about speaking to others within
26:31
the organisation who are beyond the function?
26:34
So I know if you're a project leader speaking to the CEO,
26:38
that's not relevant particularly for you, but to other senior
26:41
people who don't come from the project management world, but
26:43
you need to exert your influence.
26:45
You need them to understand what you need to make happen.
26:50
Do you have any advice about how you talk to those from outside
26:54
the profession who were extremely important to your
26:58
projects and who are senior? How do you do that in a way that
27:01
they really understand what you need?
27:04
One of the things that, you know, introduced in in my role
27:08
in the enterprise portfolio management office is to set up
27:11
regular check insurance and project visits.
27:14
You know, to talk to our stakeholders, our users and our
27:17
customers to, you know, have a facilitated conversation to get
27:22
to know more about the team, not just about the technical side of
27:25
the projects, but also in terms about in terms of the
27:28
challenges, the the support needed and also the the people
27:32
involved in project to get them to get to know them better on a
27:37
more personal level. And I think that helped us a lot
27:40
in building those relationships, breaking those barriers, and
27:43
also being able to answer some of the key questions that may
27:46
may, that they may want to, to ask you about, you know, aspects
27:51
of the, the project that otherwise would not have been
27:54
discussed if that opportunity wasn't, you know, wasn't
27:58
organised. So I think it's about making
28:01
sure that you create that time and space, you know, create and
28:04
provide the time and space for other people to get to know the
28:08
projects and people behind it. One of the things that that we
28:12
we do as well, aside from, you know, the, the regular check
28:14
insurance project visits and check insurance is organising
28:20
sessions with our stakeholders, which could be around show and
28:24
tell sessions just to give them an update.
28:26
And also to introduce key players within the project world
28:32
to get to know them, ask questions and also to build that
28:35
that initial rapport which will need to develop as as you
28:39
progress with with your project. So, you know, a lot of talking,
28:43
a lot of listening, but also I, I think sometimes we
28:46
underestimate the, the power of creating that, that, that space,
28:50
you know, creating that space for people to talk about, you
28:54
know, the things that matter to them, especially with
28:56
stakeholders. Sometimes, you know, they may
28:59
want to talk about the specific aspect of a project that hasn't
29:03
been explored before. So you you create that time and
29:06
space for them and that sometimes you know, or most of
29:10
the time makes a lot of difference in building that
29:13
relationship and navigating through that complexity within
29:17
that that project space. LG it's been wonderful talking
29:21
to you. I could talk to you for another
29:23
hour and keep asking you final, final, final questions that way,
29:28
but I appreciate your time. Thank you so much.
29:31
Thank you very much, Emma. Thanks for having me.
29:42
Thanks again to LG for joining us and to you for listening to
29:44
the APM Podcast. Don't forget to look out for
29:47
more episodes or to rate and review us wherever you get your
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30:01
This podcast has been brought to you by APM, the childhood body
30:05
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30:08
visit apm.org.uk.