APM Windsor Summit Insights: Mega-project Management and AI Accountability in Project Management

Well, that was an interesting and thought-provoking event.  

The Windsor Project Summit organised by the APM (Association for Project Management), took place just over two weeks ago and brought together senior leaders and chief executives from the project, programme and portfolio communities. 

Our company was invited as an SME voice amongst the major corporates, all there to discuss how the future of the project management landscape will look in the near future. 

There were plenty of inspiring conversations throughout the day, lots to take away, however there were two points that really stood out for me. 

1. AI accountability in project management – support don’t replace 

Firstly, AI in project management. Afterall, who isn’t talking about and using AI right now. 

The discussion, as expected for AI in project management, was led with automation. What can realistically be automated with AI and what can’t, certainly at this point in time. 

The message felt clear to me, the real value is still in human judgement. One speaker referenced an IBM presentation from 1979 that feels even more relevant today: 

“A computer can never be held accountable – therefore a computer must never make a management decision.” 

It was a timely reminder for me, when it feels like we’re driving forward with AI and all its positive advances, that AI’s place is to support, not replace in decision-making.  

The message was that we (humans) lead with strategy and include technology (AI) as part of data that supports decision-making.  

In a simpler way, human first, AI second. 

Accountability and Transparency in Technology 

The culture in our company, with transparency as one of our building blocks, makes everything we do more collaborative.

Therefore, when using AI, there is no exception to that, it’s inclusion will always be open and intentional. 

Teams and clients need confidence that decisions are traceable, explainable, and ultimately human-led. 

2. Construction Mega-project Management and the Power of Smaller Wins 

The second point that really caught my attention was the discussion around delivery of mega-project management.  

The data and case studies presented showed that the most successful large-scale programmes are those that are broken down into smaller, manageable projects.  

When treated as one enormous delivery, mega-projects too often fail to achieve their aims.  

When divided into smaller, standalone projects, they benefit from clearer accountability, a continued flow, and transparency across teams. 

Transparency in Practice 

It was a great opportunity to hear where the leading organisations in project management are placing their focus.  

It reinforced a key theme for me, that technology and scale don’t remove the need for openness, and purposeful, clear leadership. 

AI is a great tool, but it’s not a teammate. The thought process still starts with each of us. 

Author

Darren Hewitt

Darren has over 25 years experience in the construction industry. Within this time he has led and delivered construction projects for major blue chip clients.

Darren has held senior roles in both client and consultant organisations. This gives him a full understanding of the construction process and level of stakeholder engagement required to ensure successful project/programme outcomes. He enjoys both day to day project management duties as well as strategic projects.