The Project Chatter Podcast Val Matthews & Dale Foong

In this episode, the hosts and guest Andrew Langridge discuss the importance of estimating and tracking carbon in construction projects. Andrew shares his background in estimating and explains the challenges and complexities of estimating carbon. He emphasizes the need for accurate data and tools to estimate carbon and suggests that legislation is necessary to drive change. The conversation also touches on the role of education in creating a culture of carbon tracking and the potential for incentivising carbon reduction in contracts. Overall, the episode highlights the importance of measuring and controlling carbon in projects and the need for industry-wide collaboration. In this conversation, Dale, Val, Martin, and guest Andrew Langridge discuss the role of AI and machine learning in addressing the indirect impacts of carbon emissions. They explore the challenges of calculating carbon emissions throughout the supply chain and the potential for AI to assist in this process. They also discuss the concept of a circular economy and the need for new roles and skills in sustainability and project management. The conversation touches on the limitations of AI and the importance of critical thinking and curiosity in the face of technological advancements.

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In this episode, Dale and Martin welcome Victoria Emerson, a seasoned teacher with a passion for technology and AI. Victoria shares her career journey, from being inspired by an assessor during an apprenticeship to becoming a teacher and curriculum developer. She emphasizes the importance of starting with the basics in technology and AI, such as computer science and understanding algorithms. Victoria also encourages learners to find a problem or project they're interested in and use AI to find solutions. She highlights the need to break down barriers and demystify the language of technology to make it more accessible to everyone. In this conversation, Victoria Emerson shares her insights on AI education and the future of AI in the classroom. She emphasizes the importance of hands-on experience and experimentation with AI tools, encouraging learners to start with free resources before considering paid subscriptions. Victoria also highlights the significance of being authentic and polite when interacting with AI models, as it can lead to better results. She discusses the role of grammar in AI prompting and suggests that rephrasing prompts can help achieve desired outputs. Victoria envisions a future where AI individualizes learning and teachers focus on developing soft skills. She concludes by urging listeners to embrace change, have fun with AI, and not put too much pressure on themselves.

our guest Victoria is a current MSc Computer Science and Artificial Intelligence student at the University of York. A qualified Teacher and Examiner in Digital and AI qualifications, I'm here to support anyone interested in the Digital and AI learning and research for practical applications of AI in personal or professional settings. Offering an inclusive space where AI is for everyone, in the mission to bridge the digital divide.



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SummaryIn this episode, Dale, Marco, and Tim discuss the impact of AI on change management. They explore the different facets of AI, particularly large language models, and how they can be used to improve communication, automate tasks, and analyze data. They also discuss the challenges and opportunities of using AI in project management and the importance of prompt engineering and effective communication. In this conversation, Tim Creasey discusses the power of generative AI and large language models in various applications, including change management. He emphasizes the importance of understanding how to prompt AI effectively and highlights the need to think of AI as an intern rather than an oracle. Tim shares his personal experiences using AI to create personalized coloring books and artwork, showcasing the creative possibilities of generative AI. He encourages listeners to experiment with AI and leverage its capabilities to unlock new opportunities.KeywordsAI, change management, large language models, automation, communication, data analysis, prompt engineering, generative AI, large language models, change management, prompting AI, personalization, creativityTakeaways


AI, particularly large language models, can have a significant impact on change management by improving communication, automating tasks, and analyzing data.
Automation is often the first step in using AI in project management, followed by communication support and content creation.
Data analysis and visualization are also important applications of AI in project management.
Effective prompt engineering and communication skills are crucial in getting the most out of AI tools.
There is still much untapped potential in using AI in project management, and organizations need to explore and experiment with different applications. Generative AI and large language models have the power to transform various industries and applications, including change management.
To prompt AI effectively, think of it as an intern rather than an oracle, and provide clear and specific instructions.
AI can be used to create personalized content, such as coloring books and artwork, showcasing its creative potential.
Experimentation with AI can lead to new opportunities and efficiencies in various domains.
Understanding the capabilities and limitations of AI is crucial in leveraging its potential effectively.

Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.



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In this episode, Val and Dale are joined by guest Georgia Stillwell to discuss anti-fragile projects and risk management in project management. Georgia shares her journey into project management, starting from her fascination with master planning in cities to her experience in risk management and construction technology. She explains the concept of anti-fragile projects, which are projects that thrive in uncertain and risky environments. The conversation delves into the challenges with traditional project planning methods and the need for more flexible and adaptable approaches. Georgia also discusses the role of technology in risk management and the importance of simplifying complex concepts for effective communication. In this conversation, Georgia Stillwell discusses the concept of anti-fragility in project management and how it can be achieved through the use of technology and human expertise. She emphasizes the importance of replicating the abilities of experienced planners and using AI to optimize project schedules. However, she also highlights the need for human validation and decision-making in complex construction projects. The conversation explores the role of contracts in project behavior and the challenges of harmonizing contracts with anti-fragility principles. The importance of leadership in creating a culture of anti-fragility and addressing human biases is also discussed.Takeaways


Anti-fragile projects are projects that thrive in uncertain and risky environments, adapting and improving as challenges arise.
Traditional project planning methods, such as critical path method, can be rigid and fail to account for the dynamic nature of projects.
Technology, such as AI and software tools, can help optimize project planning and recovery by exploring different options and scenarios.
Educating clients and stakeholders about different project planning methodologies is crucial for driving change and improving project outcomes.
Simplifying risk management concepts and using analogies can help communicate complex ideas effectively. Anti-fragility in project management can be achieved through the use of technology and human expertise.
AI can replicate the abilities of experienced planners and optimize project schedules, but human validation and decision-making are still necessary.
Contracts play a significant role in project behavior and can sometimes conflict with anti-fragility principles.
Leadership is crucial in creating a culture of anti-fragility and addressing human biases in decision-making.

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In this episode of the Project Chatter podcast, Val and Dale interview Mike Paul, the Managing Director for InEight for Europe, Africa, and the Middle East. They discuss the concepts of modularity, scalability, and interoperability in project management. Mike emphasises the importance of considering people and processes alongside technology in project implementation. They also explore the challenges of data ownership and integration in the project supply chain. The conversation highlights the need for transparency and collaboration among stakeholders to achieve successful project outcomes. In this conversation, Mike Paul discusses various topics related to data ownership, scalability, the future of construction, sustainability, the need for an ideas factory, the value of marginal gains, and the nature of leadership.

Takeaways


Data ownership in construction projects can be complex, with different parties having different interpretations of who owns the data.
Scalability in construction can be hindered by factors such as data laws, differences in work processes across regions, and the scalability of individual people, processes, and technology.
The future of construction lies in innovative building materials, methods, and technologies that prioritize sustainability and environmental impact.
An ideas factory or incubator could help foster innovation in the construction industry by providing funding and support for testing and scaling new ideas.
Small, incremental improvements (marginal gains) can have a significant impact on project outcomes and profitability.
Leadership is a combination of innate qualities and the opportunities and situations that allow those qualities to shine.



Mike Paul, Managing Director EMEA, InEight

As Managing Director of the Europe, Middle East and Africa (EMEA) business operations at InEight, Mike Paul leads marketing and sales efforts while defining and driving the growth of digital solutions that fuel customer success. Directly preceding his current role, Mike was Vice President of Industry Solutions, acting as the liaison between clients in the industry and InEight’s sales and development team in over 20 countries on five continents.

Mike has also served as Vice President of Solution Engineering, Director of Industry Solutions, Director of Global Channel, Sales Engineer and Sales Executive, all at InEight. Previous to his time at InEight, Mike held multiple leadership positions throughout the construction industry. These include managing all the infrastructure work on one of the nation’s first BRAC development projects at Fort Carson Army Base, negotiating large low-income housing projects in Africa, developing global supply chains for U.S. government contract needs and running his own construction company. Mike holds a bachelor’s degree in civil engineering from the University of Arizona, and an MBA from Averett University in Virginia.



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In this episode, Val and Dale interview Ali Maffey about project management and the importance of lean thinking. They discuss the challenges of project planning, the role of technology in project management, and the complexity of project management tools. They also delve into the difference between identifying threats and shortening programs, the flaws of long-term planning, and the benefits of small projects. The conversation concludes with final thoughts and anecdotes from Ali.Takeaways


Lean thinking is crucial in project management as it focuses on eliminating waste and improving efficiency.
Project planning can be challenging, especially when it comes to long-term planning and forecasting risks in novel projects.
Technology plays a significant role in project management, but it can also add complexity and hinder progress if not used effectively.
Identifying bottlenecks and addressing them is essential for successful project execution.
Improving project management requires a collective effort from all project professionals, and a focus on collaboration and breaking down silos.

Ali started on-site as an engineer in Terminal 4 in 1980. I worked my way up to the project management role and, after two projects, decided how projects worked wasn't for me. Nothing seemed to work and I felt that it wasn’t intellectually engaging. It was all chasing sub-contractors and engaging in energy-sapping toxic behaviours such as blaming and defensive reasoning.



Ali left construction to do an MBA and then worked at a large automotive company looking at life cycle cost and productivity. It was during this period that I discovered an environment where things worked. The right colour door arrived at the right colour car every time.



Ali came back to construction and joined Balfour Beatty Civils and Rail major projects. Early on, I was asked, based on my automotive experience and MBA, to join the Business Improvement Team (BIT) which was probably the first of its kind in construction.



The BIT was made up of 5 of the smartest people I have met in construction. We then spent 6 years testing out everything and anything we read or heard about.

Ali started with implementing TQM before Lean Thinking. We helped Eli Goldratt with his first trial of Critical Chain. We met Gelen Ballard soon after his Last Planner paper was published. We tested out ideas from Semco and Riccardo Semler, setting up self-managing front-line teams on major projects.

In 1999, Ali was seconded to Egan’s M4I (backed by the cabinet office) as an innovation advisor. I helped develop the Construction National KPIs, promote offsite manufacturing, and encourage the use of partnering PPC2000 forms of contract.

Ali also set up and ran the first Lean Thinking training workshops in construction.

Ali was also responsible for validating the innovations claimed by the 68 Egan complaint demonstration projects and producing the ministerial report for the parliament.

In 2004 he helped set up Lean Thinking Ltd and became a member of Buildoffsite. At a later date, he supported the first BIM trial project.

Ali has been involved with more than 200 projects and have experimented with more ideas, tools, techniques, initiatives, etc, on more live projects for a longer period than probably anyone else in the industry globally.

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