People, Planet, Profits & Projects

The Power of Awkwardness
(A Guest Post by Dr. Beverly Pasian)

International women’s day. A day in the calendar considered a key moment for the global community to highlight issues, initiatives and progress concerning women’s equality. Not today. This, my first blog in this new series concerning smart city projects, is about awkwardness. Specifically, the discomfort ‘achieved’ in interviews for my recent smart city project research. I offer these comments to highlight how difficult moments revealed enormous areas for growth and as of yet untapped potential. Smart projects that, if achieved, will contribute to the quality of women— and perhaps more genders – who seek it every day and not just on March 8th.

(A bit of context… about six years ago, I redirected my project management research career. I had had a satisfying practitioner and research experiences, but wanted to be more socially responsible in these domains. I turned toward smart cities and finished a second PhD [read: labour of love] this past fall. My own blog series soon to appear on projectmanagement.com will reflect some of those observations.)

Two conversations and one moment in my data analysis triggered the idea behind this particular blog. The first was an interview conducted with the CEO of a company contributing to the underlying data infrastructure of smart city projects. The tech was interesting, of course, but my interest concerned the quality of life achieved in the cities where the tech was used. The specific focus was a village where their tech leadership was also seen in the municipal government. Rich examples were given reflecting age-based needs in the digital communication solutions.

Were any considerations given to gender, I asked. It’s been well documented that the experiences of women navigating streets, neighbourhoods and even city-based services were different than another gender doing the same.

I had struck a small chord.

No, he said. Balance was achieved by working with people who had volunteered for the projects. There was not a “real demand” to a dedicated approach on this topic.

With deference, I pushed a tiny bit  further.

Okay… And in your international experience? Do you imagine looking through gender lens when influencing smart city projects? Of course. When going to a smart city conference, the majority are still men. There is a demand to increase and to push the gender balance.

The awkwardness had become undeniable. Even though I had only one or two more questions, the interview had come to an end. Afterwards, I realised the truth within that awkwardness. And a new point of analysis in my doctoral research had revealed itself.

The goal of my doctoral research was to answer the question… How do projects contribute to quality of life in smart cities? My answer is represented in the figure below. I call it the smart city heartbeat (LUB dub, LUB dub J). Across 13 essential themes, smart city projects were distributed. More commentary will be offered in future blogs, but today the focus will remain on women.

How do projects affect quality of life in smart cities? (Pasian, 2024)

I studied eight cities and more than 1000 projects. Ten projects were specifically and explicitly designed for women and girls.

The city of Utrecht, the Netherlands had one of those projects men — particularly focused on the needs of migrants and refugees. The Neighbourhood Academy was set up to provide a safe space for women to meet and support each other. Many cities have their own versions, including Amsterdam, Berlin, Oslo, Milan, Birmingham, Gothenburg, Leipzig, and Munich.

A lack of specific gendered-focus smart city projects can be seen elsewhere. Motivated by my case, study analysis, I moved onto a larger collection of projects. Using a few city ranking schemes, I drew a sample list of cities from Western Europe, North America, Australia, and New Zealand. Another 3000 projects were compiled from the period 2021-2023. A few dozen specifically addressed the needs of women and girls. They included:

GEAC - (Girls Empowered Against Crime)
To prevent young women at severe risk of becoming involved in crime, gangs and violence, entering the Criminal Justice System. KYC has created a multi-faceted Intervention Service, collaborating with partners and providing activities and support services that cater to the specific needs of young woman who are vulnerable.

Bromley & Croydon Women’s Aid (#RelationshipGoals)
To develop a project to raise awareness of healthy relationships in secondary schools and youth settings, by providing talks and group work with the aim of tackling gendered attitudes and behaviours that lead to criminal activity. 

Agents for Change Young Women’s Project will deliver group writing and performance workshops and one-to-one mentoring from award-winning women writers to young women aged 13-18 who live in Hounslow and are on the fringes of gangs or criminal groups.  The project empowers marginalized young women to find their voices, become agents for change, writing about their lives and issues faced by young women, and publishing and presenting their work to young people to inspire them.

SafeCityYEG is a web-based mapping tool that allows Edmontonians to report where they feel unsafe or safe in their communities and why.

Women4Climate Mentorship Program matches young women who are taking action on climate, with mentors.

Greater Copenhagen Cleantech Impact Accelerator: In the project, existing networks in Skåne and Själland will be opened up and made more accessible at the same time as new network platforms are developed to meet needs that are not met today. A special network for women in the cleantech industry will be started. We do this to create a more cohesive community for environmental technology throughout the Greater Copenhagen area and to make it easier for companies to know where to turn to take advantage of available services.

W4RES: Scaling up the involvement of women in supporting an accelerating market uptake of renewable energy sources for heating and cooling.

To wrap up this first blog, I’d like to recall another conversation in another interview as part of my research. It was with project manager and we were talking about the secondary outcomes associated with a lighting installation in a parking garage. It was a point of pride for the city in question. The technology integration and data collection was state of the art and serving long-term needs of the city. I asked about safety. Quizzically looking at me, he asked what I meant. I said lighting installations can serve multiple purposes. Beautification being one, safety another.  The quizzical expression remained.

What if your daughter was using that parking garage? Would she be impressed or even aware of the data collection potential? Would the aesthetic appeal matter? Or would she be more concerned with the coverage of the lighting that would make her walk from the office or an evening with her friends safer? I recognised the vibe. Awkwardness had re-emerged.

Unlike the first conversation, this one didn’t end quickly. Bringing up a family member in a professional setting is often and rightfully dismissed. Such things are typically out of bounds. But before a morning stand-up meeting and after the week’s celebratory drinks ending a project, the project manager is also a citizen. My question was disarming and revelatory without being threatening. It was utterly relatable. He thanked me for the question and the thoughts it provoked.

Women’s equality is an ongoing and unachieved goal in smart cities and associated projects. Awkwardness surrounding the same projects is similarly ongoing, and regularly achieved. Both have value. The question is… How can projects and project managers use one to achieve the other?

InfraUltra

What are all of the colors?

Red, Orange, Yellow, Green, Blue, Violet, right?  Those are the visible colors, yes.  But there are other ‘colors’ as well.  Lower frequencies than red are infrared.  Lower than that: microwave and radio.  Higher than violet – ultraviolet, and beyond that, x-rays and gamma rays.

If, instead of frequency we consider time, and a timeline rather than a frequency spectrum, we could think of a project lifecyle as the very narrow visible part of that timeline.  Before the project: the rationale, the portfolio, the strategy, the vision that leads to the chartering of a project.  After the project: the steady-state – the collection of benefits (and potentially disbenefits) and (hopefully) the creation of value.

It’s time for project managers to look left (before the project) to understand the reasons the project was launched and its connection to the organization’s mission, vision, values, and strategy.  And, it’s time to look right (after the project) considering what the project’s PRODUCT does in the long term, and bringing considerations of those outcomes, benefits and value into project planning.  Even if the project comes in on time, within budget, and meets particular project specifications, does that mean the product’s product will be popular, clean, easy on society and the environment, able to make money or save lives in the long run?  It’s certainly not a  guarantee, and it certainly should not be out-of-sight-out-of-mind for the project manager.

Does this mean the PM must be there for months or years watching his or her project outcome deliver?  Of course not.  But considering outcomes, benefits and value as a project leader will help you run a better-connected project, and a higher-performing team.

It is not hard to raise one’s hand.  Science says it takes about 5 calories to do so.  You can get that from the dregs (5%) of a can or bottle of Coca-Cola™.  Or a tiny sip of your smoothie.

Yet, when a project issue concerns a team member, an issue that could either cause the project to miss an objective, or worse – to become disconnected from the organization’s mission, vision, and/or values, it seems like that can be much more difficult – as if the hand has become very heavy, and it would take millions of calories (or thousands of gallons of sugary beverages – and maybe some caffeine) to do so.

It seems like there is more hand-wringing than hand raising.  That has to change.  And you can play a part in that change, in the process building a higher-performing team.

When companies are investing in a project or task that is counter to the project's - or organization’s - stated objectives, and a team member needs to speak up, it’s clearly a leadership issue to ease that hand-raising and avoid hand-wringing.  I’m talking about the top leadership of the company. 

But I am also talking about project leaders.  I’m using the word ‘leader’ quite intentionally here.  Not project managers – project LEADERS.  Project managers become project leaders when they create an atmosphere of psychological safety in their project team meetings and in general the flow of project communications.  Examples of how to do this and to step up as a project leader:

• Set clear ground rules about all ideas (amplifiers and objections) being listened to seriously
• Allow for the use of Devil’s Advocacy to raise issues
• Calling on those who seem reticent to raise concerns
• Minimizing the use of coercive power – saving it for situations where a team member bullying or preventing others from speaking their mind
• Assuring that you as a project leader is connected to the mission/vision/values of the organization – that you are a standard-bearer of ‘the golden thread’.

There are (unfortunately) many instances of where this ‘hand-wringing’ took place instead of ‘hand-raising’: The OceanGate Titan submersible, two different Boeing 737 Max situations (MCAS and the door blowouts, Volkswagen’s ‘Dieselgate’, the Flint, Michigan water switchover, and on, and on.

The bottom line here is that if you want a high-performing team, you want full participation and contribution from everyone – even, no, strike that, especially from the hand-wringers.  Their silence can literally be deadly.  Their participation – although it may be uncomfortable or hard to hear at first, is one of the things you need – for identification of threats, stakeholders, concerns, and details that you need as a project leader and which will make your project team cohesive (in the long term) and productive (in the short and long term).

In a future post, I will discuss resources and tips for project managers to make their project platform a place where hands will go up, threats will be identified, remedies or actions will take place to prevent disasters, and the individual who raises their hand will be celebrated instead of reprimanded.

I’ll talk more about the value of Devil’s Advocacy in particular in an upcoming post.

In the meantime, have a sip of your smoothie.

I’m intentionally making this a short blog post.  I mainly want to applaud PMI for their efforts to shift to a “value mindset”. 

I saw it at the Global Summit in Atlanta.

I see it in this video just released by PMI.  And perhaps no coincidence, the images in the video, “PMI’s Purpose Manifesto” are drawn from the Atlanta Global Summit.  I was lucky enough to attend and there was a theme of “be more human” throughout.

Please watch the video below.  It's only 2 minutes!

My only request to PMI is to take the title from the video which seems (to me anyway) to promise a document, and publish a Purpose Manifesto, and keep it parallel with, and elevated to the level of the Code of Ethics and Professional Conduct.  Keep it short, simple, straightforward, and aligned with the United Nations Sustainable Development Goals, and focused on growing the project manager's mindset to a broader, more expanded view, and longer-term mindset we need as project leaders – thinking past the end of the project and considering the wider set of stakeholders, including people and planet that our projects touch.

As Nikos Mourkogiannis said in his book “Purpose”,   the choice between values and success is no choice at all. Paraphrasing Mourkogiannis,  organizations must satisfy the need for purpose--a set of values that defines an organization and inspires and motivates its employees.  The video inspires.  A manifesto would help let this inspiration infiltrate our DNA as project leaders.

I know many who would be willing to work on such a document to live up to the message of the video.

Continuing (in a way) the theme of Smart Cities...

The title of this blog post is a modified lyric from the song "Oklahoma!" in turn, from the musical of the same name.  The correct lyrics are:

We know we belong to the land
And the land we belong to is grand!
And when we say, yeeow-a-yip-i-o-ee ay!
We're only sayin' You're doin' fine, Oklahoma! Oklahoma, OK!

Enjoy the song here:

In any case, the land of Oklahoma may become the home of America’s tallest building.

As project managers – and project LEADERS, we should not be interested only in HOW this gets done, but WHY it’s getting done.  Building a team, gaining cohesion amongst the team, and motivating the team depends on whether the project has a great rationale, whether it’s connected to the mission and vision of the organization, and increasingly whether the project provides benefits and value beyond the organization.

There is now a plan to build the tallest building in the USA and to put that building in (wait for it) Oklahoma City.

It would be 1,907 feet tall, which would make it taller than the Freedom Tower in New York City.

Here is a (tall!) picture of the project.

To get some details and to understand how New Yorkers feel about this, watch this short video from a New York City TV station:

To find out more about this, I went to the architect’s web page, which has cool pictures of the project, and as to its justification, says this:

The Boardwalk at Bricktown will deliver an exciting architectural tapestry of modern design and a rich mixed-use experience at the heart of a vibrant entertainment district. Designed to be the tallest building in the nation, this bold development encompasses over 3 acres and over 2 million square feet of residential, hospitality, retail, dining and entertainment. Within its sleek forms, the 480-key Dream hotel and residential towers will each feature their own unique luxe amenities, creating a dynamic urban hub for tenants and visitors. Dining, retail, and open plazas elevate and energize the streetscape, forging interaction, connection and inviting the world to experience the best OKC has to offer. A catalyst for urban evolution, The Boardwalk embodies the spirited essence of Oklahoma City, honoring its rich past, dynamic present, and promising future.

Here are the key stats for this building:

• 2.7 million sq feet [SF] (5 million sq. feet overall in the complex)
• 3.92 Acres
• 1,907 SF Residential
• 938,000 SF Parking
• 480-Key Dream Hotel
• 1,907 Residential Units (Luxury, Affordable Housing)
• 110,000 SF Retail, Entertainment, and Dining

Why 1907 feet? An homage to the year that Oklahoma recently became a state.

The entire development project is estimated to cost $1.6 billion, including $770 million for the tower, says the firm’s press release. Funding for the project will come from multiple sources, he said, including $200 million in subsidies approved by the city. The firm is also pursuing additional state and federal funding.

We know the New Yorkers are opposed to this (but it’s from a pride perspective, they are not direct stakeholders).  How about others?

From this article at CNN:

Steve Agee, an economist at Oklahoma City University, said the idea is “pie in the sky,” especially since interest rates are hovering at 23-year highs, which would make financing the building more difficult.

“I don’t see the economics working in their favor,” he said. “It’s not fathomable to me that Oklahoma City is ready for a building like that.”

But the tower would be an “unprecedented outlier” in Oklahoma City, said Jason Barr, a professor of economics at Rutgers University-Newark who studies the economics of skyscrapers and is the author of “Cities in the Sky: The Quest for the World’s Tallest Skyscrapers.”

The height of a city’s tallest building strongly correlates with its second-tallest building, he said, and the proposed Oklahoma City tower would be more than twice the height of the city’s current tallest building, the Devon Energy Center office building.

Oklahoma city is growing… does that make a difference?  The article goes on quoting Barr:

Large cities like New York can have taller buildings because they have more people and more companies, he said. But the Oklahoma tower struck Barr as “way too tall given the city’s population.” New York’s population is around 12 times the size of Oklahoma City’s, and Chicago’s population is four times larger.

So, I thought I would engage with a chat with ChatGPT about this, looking at the rationale.  I think you may enjoy my conversation.

My original prompt:

A developer is planning on launching a 1,907 -foot tower in Oklahoma City. It will have the following statistics: • 2.7 million SF • 3.92 Acres • 1,907 SF Residential • 938,000 SF Parking • 480-Key Dream Hotel • 1,907 Residential Units (Luxury, Affordable Housing) • 110,000 SF Retail, Entertainment, and Dining Using population figures you can derive from https://www.okc.gov/ please assess the rationale for building such a project.

ChatGPT’s first response:

Assessing the rationale for building a 1,907-foot tower in Oklahoma City would require considering various factors, including population figures, economic conditions, and urban development trends. Here's a breakdown of the project's potential rationale based on the provided information:

1. Economic Growth and Investment:
   • A developer might consider building such a project in Oklahoma City if the city is experiencing significant economic growth and attracting investment. A large-scale development like this could be seen as a symbol of confidence in the city's economic future.
2. Population and Housing Demand:
   • To assess the housing component, it's important to consider the population figures from the provided website. If the population of Oklahoma City is growing or is projected to grow significantly, there could be a demand for additional housing units, including luxury and affordable housing. The 1,907 residential units in the tower would help meet this demand.
3. Mixed-Use Development:
   • The project's mixed-use nature, including residential, parking, a hotel, retail, entertainment, and dining spaces, suggests that the developer is aiming to create a multifunctional space that caters to various needs and lifestyles. This approach can enhance the project's attractiveness and profitability.
4. Hotel Industry and Tourism:
   • The inclusion of a 480-key Dream Hotel suggests that the developer might be capitalizing on the city's potential for tourism or business travel. If Oklahoma City is a popular destination for tourists or has a growing number of business visitors, a high-end hotel could be a lucrative venture.
5. Parking and Accessibility:
   • The 938,000 SF parking facility may indicate that the developer is addressing the city's parking needs or providing easy access to the tower for residents, visitors, and hotel guests. Adequate parking infrastructure can be essential for large-scale developments.
6. Retail and Entertainment:
   • The inclusion of 110,000 SF for retail, entertainment, and dining spaces could be seen as an effort to create a vibrant and attractive destination within the city, catering to both residents and visitors.
7. Affordable Housing:
   • The provision of affordable housing units within the tower indicates a commitment to addressing the housing needs of a diverse range of residents, potentially contributing to social and economic inclusivity.

Ultimately, the rationale for building such a project in Oklahoma City would depend on a combination of factors, including the city's economic prospects, population growth, tourism potential, and the developer's vision for creating a dynamic and attractive urban space. Detailed market studies, demand assessments, and economic feasibility studies would likely be conducted before proceeding with a project of this scale to ensure its viability and success.

Then I tried to inject the aspect of a growing population as a rationale:

Please reconsider with this information: Oklahoma City has a 2024 population of 702,837. It is also the county seat of Oklahoma County. Oklahoma City is currently growing at a rate of 0.73% annually and its population has increased by 2.94% since the most recent census, which recorded a population of 682,760 in 2020.

ChatGPT responds:

Thank you for providing the updated population figures for Oklahoma City. Based on this information, let's reassess the rationale for building a 1,907-foot tower in the city:

1. Population Growth:
   • Oklahoma City's population of 702,837 in 2024, along with a growth rate of 0.73% annually and a 2.94% increase since the 2020 census, indicates that the city is experiencing population growth. This growth can create a demand for additional housing and amenities, making a large-scale development project more attractive.
2. Housing Demand:
   • With a growing population, there is likely a continuing demand for housing. The inclusion of 1,907 residential units, comprising both luxury and affordable housing, could help meet this demand.
3. Economic Confidence:
   • The decision to build such a tall and comprehensive tower may signal confidence in Oklahoma City's economic prospects. A growing population can be indicative of economic stability and attractiveness to both residents and investors.
4. Mixed-Use Development:
   • The mixed-use nature of the project, including residential, parking, hotel, retail, entertainment, and dining spaces, suggests that the developer aims to create a diverse and vibrant urban environment. This approach aligns with modern urban development trends that prioritize walkability and convenience.
5. Hotel Industry and Tourism:
   • The presence of a 480-key Dream Hotel may indicate that the developer is tapping into Oklahoma City's potential for tourism or business travel. A growing city population can also support increased tourism, making a hotel component a strategic choice.
6. Parking and Accessibility:
   • The provision of a significant parking facility can address parking needs and ensure accessibility for residents, visitors, and hotel guests. This infrastructure is crucial for the convenience and functionality of a large-scale development.
7. Retail and Entertainment:
   • The inclusion of 110,000 SF for retail, entertainment, and dining spaces suggests a commitment to creating a vibrant destination within the city, catering to the needs and preferences of the growing population.

Considering the updated population figures and growth rate, the rationale for building such a project in Oklahoma City appears more plausible. It aligns with the potential demand for housing, the city's economic outlook, and the desire to create a dynamic urban environment that serves both residents and visitors. Nonetheless, the project's feasibility and success would still depend on thorough market studies and economic assessments to ensure that it aligns with the specific needs and preferences of the local population.

A rationale, of course, is not always only financial.  Even things like “pride” can fit into the rationale.

Recalling the New Yorkers’ distatste for losing the title of USA’s Tallest Tower, I asked ChatGPT:

Please reconsider this with the intangible effects of having the tallest building in the US, one-upping New York City's Freedom Tower.

ChatGPT replied:

Building the tallest tower in the United States with the intention of one-upping New York City's Freedom Tower would introduce intangible effects and additional considerations to the project rationale. Here's a reassessment considering these factors:

1. Symbolic and Prestige Value:
   • Constructing the tallest building in the United States, as a form of competition with New York City's Freedom Tower, could carry significant symbolic and prestige value. It may be viewed as a statement of civic pride, ambition, and achievement for Oklahoma City. This can boost civic morale and make the city more recognizable on a national and international scale.
2. Tourism and Attraction:
   • Such an iconic and record-breaking tower can become a major tourist attraction, drawing visitors from across the country and around the world. The tower's observation deck, if included, could offer breathtaking views, enhancing its appeal as a tourist destination. Increased tourism could lead to economic benefits for the city.
3. Economic Development:
   • The construction of a record-breaking tower could stimulate economic development in the surrounding area. It may attract new businesses, restaurants, and retail establishments looking to benefit from the influx of visitors and tourists, thereby contributing to job creation and urban revitalization.
4. Skyline Enhancement:
   • An exceptionally tall tower would redefine Oklahoma City's skyline, making it instantly recognizable. This could promote civic pride, boost property values in the vicinity, and inspire additional development in the area.
5. Media and Publicity:
   • The project's ambition and its goal to surpass the Freedom Tower could attract extensive media coverage, both nationally and internationally. This media attention could promote the city's image and attract further investment.
6. Competition and Innovation:
   • Healthy competition can drive innovation and inspire other cities to invest in their own infrastructure and urban development projects. It could also encourage developers and architects to push the boundaries of design and engineering.

However, it's important to note that building the tallest tower in the United States comes with substantial challenges, including engineering, zoning regulations, environmental considerations, and cost. Additionally, the long-term viability and profitability of such a project would require careful planning and market analysis to ensure that it aligns with the city's broader development goals and economic sustainability.

While the idea of one-upping the Freedom Tower can bring pride and recognition to Oklahoma City, it should be pursued with a clear understanding of the associated risks and a comprehensive feasibility study to determine the economic, social, and cultural benefits that would result from such an ambitious undertaking.

Finally, since this is People, Planet, Profits, and Projects, I asked about the ecological aspects of this project.

How about the ecological concerns? Is a very tall skyscraper more earth-friendly than a spread-out set of buildings?

ChatGPT responded:

Ecological concerns play a significant role in evaluating the sustainability of a very tall skyscraper compared to a spread-out set of buildings. It's essential to consider various aspects when assessing the environmental impact:

1. Density and Land Use:
   • A very tall skyscraper can be more environmentally friendly in terms of land use and preservation. By concentrating development vertically, it reduces the need for urban sprawl and the conversion of green spaces or farmland into new developments. This can help preserve natural habitats and open spaces.
2. Energy Efficiency:
   • Skyscrapers can be designed with energy-efficient features, such as advanced insulation, high-performance windows, and smart HVAC systems. These technologies can help reduce energy consumption per unit area, making tall buildings more energy-efficient compared to spread-out developments.
3. Transportation:
   • Tall buildings located in urban centers can promote walking, biking, and the use of public transportation due to their proximity to amenities and employment centers. This reduces the need for long commutes and can help lower greenhouse gas emissions associated with transportation.
4. Materials and Construction:
   • Constructing a single tall skyscraper generally requires fewer resources and materials than building multiple smaller structures with the same total floor area. This can reduce the environmental impact associated with construction, such as raw material extraction and transportation.
5. Sustainable Design:
   • Skyscrapers can incorporate sustainable design principles, including green roofs, rainwater harvesting, and renewable energy sources like solar panels or wind turbines. These features can mitigate the building's environmental footprint and promote sustainability.
6. Infrastructure Efficiency:
   • Tall buildings can take advantage of efficient shared infrastructure, such as centralized heating and cooling systems, waste management, and utilities. This can reduce duplication and optimize resource use.

However, it's important to note that very tall skyscrapers also have potential ecological challenges:

1. Energy Consumption:
   • The energy required to operate tall buildings, including elevators, lighting, and HVAC systems, can be significant. Energy-efficient design is essential to mitigate these demands.
2. Shadowing and Microclimate:
   • Tall buildings can cast shadows on neighboring areas, potentially affecting vegetation and microclimates. Careful urban planning and landscape design can help address these issues.
3. Wind and Air Quality:
   • Tall buildings can create wind tunnels and affect air circulation patterns, which may impact pedestrian comfort and air quality. Wind studies and design modifications can help mitigate these concerns.
4. Infrastructure Strain:
   • The development of very tall buildings may strain local infrastructure, including transportation networks and utilities. Adequate planning and investment in infrastructure upgrades are necessary to support tall structures.

In summary, whether a very tall skyscraper or a spread-out set of buildings is more earth-friendly depends on various factors, including design, location, infrastructure, and sustainable practices. It's crucial to conduct a comprehensive environmental impact assessment and adopt sustainable design and construction practices to minimize ecological concerns associated with tall buildings. Each project should be evaluated on a case-by-case basis to ensure it aligns with local sustainability goals and environmental considerations.

I’ll be watching the news to see what happens with this project.  But whether your work is in the Built Environment, in New York, Oklahoma City, Santiago, Chile, Wassenaar, The Netherlands, or Osaka, Japan, the overarching questions for you as a project leader are indeed the same:

• What’s the rationale for this project?
• How will it add value with minimum disbenefit?
• How well is the rationale tied in with the overarching mission, vision, values, and strategy of the organization?

Thinking in this way helps transform you from a project manager to a project leader.