Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Long-Haul Project Management
Categories:
public-private partnerships,
marathon projects,
risks,
crowd control,
Boston,
Sustainability,
PMO
Categories: public-private partnerships, marathon projects, risks, crowd control, Boston, Sustainability, PMO
| What happens when you’re on a project where time is measured in years or even decades instead of months? This month’s PM Network delves into the type of leadership required for marathon projects such as space probes and moving entire towns. It’s important to maintain continuity and enthusiasm. A detailed requirements document becomes paramount as team members come and go. Special attention needs to be paid to hiring younger team members long before older talent retires. And breaking a long-term project into digestible chunks can help build stakeholder support. Public-private partnerships (PPP) are allowing governments to leverage private funding and expertise to improve their infrastructure quickly. That move can jump-start economies, especially in developing countries. One challenge of creating PPPs is selecting a pipeline of projects that is clearly profitable for the private partners. Global nuclear power plant capacity is expected to more than double by 2030—and that means lots of projects. Right now, 15 countries are building 67 new nuclear reactors. The main risks involved are knowledge transfer, supply chains that have high entry barriers for new manufacturers, evolving regulations and public opposition. PM Network’s final (for this year) PMO of the Year finalist profile showcases Ticketmaster International. A merger and increased demand for internal resources led the company to chartering a PMO. Another motivator for starting that PMO was the desire to base project prioritization on benefits and value, rather than who shouts loudest. Through collaboration, creativity and transparency, Ticketmaster’s PMO has helped the company make better business decisions. Project managers need to know how to fight disaster without fanning the flames. They are on the first line of defense when there is an equipment failure or a last-minute request to move up a deadline. Having a proactive crisis management plan helps, as do good relationships with the sponsor and stakeholders, and the ability to compromise. Big events are often in the news these days. In the Edge section, we look at crowd control projects that ensure these events come off safely. Also in the Edge are stories on growth in the biometric security market, competition for rocket launches among private space companies, the increase in public-sector open data projects and major infrastructure projects in Boston, a city still smarting from its Big Dig. Our experts and practitioners weigh-in on a number of sections in this month’s Voices section. MGM Resorts International’s sustainability officer discusses her role and how she aligns “green” projects with organizational strategy. Several practitioners explain how and when they give feedback to team members. “Career Q&A” delves into making your best impressions in your LinkedIn profile. Columns examine keeping PMOs lean, the importance of showing appreciation and acknowledgement, and the supreme importance of client satisfaction as the measure of project success. Have you checked out the new, improved PM Network app, available on Android and Apple platforms? It’s a great way to read your favorite project management magazine while on the go. Did you know…if your native language is español or Português and you are a member of PMI, we have you covered! You can read the current and recent issues of PM Network in your language. |