Membership of the PMSG is open to engineering construction companies involved in the energy transition and related activities, from legacy production of fossil fuel to renewables and future energy systems. It is relevant to project-funding organisations, asset owners, operators, service providers, the wider supply chain and other industry associations.

The ECITB PMSG aims to represent stakeholders from all these groups while keeping the size of the group manageable. The steering group members should represent as wide a peer group as possible and consist of recognised influencers across the market sector. The ECITB PMSG is to maintain as diverse and inclusive a membership as possible to meet its needs.

Current members of the ECITB Project Management Steering Group:

Members of the steering group will select the Chairperson, Deputy Chairperson and a Secretary Volunteer. The Chairperson will hold their seat for a maximum of two years and will be replaced by the nominated Deputy to ensure continuity of leadership. When activities warrant it, the steering group may be extended to include participation from other key industry stakeholders, including trade associations, government bodies and academia. Membership will be reviewed on a regular basis to ensure that the PMSG remains relevant and active. Decisions on the tenure of steering group members is at the discretion of Chairperson and Deputy Chairperson and will form part of the membership review. Regular or continued non-attendance or lack of engagement may result in membership being withdrawn.

Conduct of Business

• The ECITB PMSG is an industry advisory group, not a decision-making body. Whilst they inform ECITB activities in the field of project management and project leadership, decision making that involves commitment of ECITB resources rests with ECITB.
• The working group will meet 6 times per year in the Aberdeen area or virtually. (It is expected that members attend 4 of those meetings as a minimum.)
  Formal recording of key decisions and actions from each meeting and shared with the group.
• All members are expected to proactively contribute to the undertaking of the group by either leading or being part of new and ongoing initiatives.
• It is expected that work will be undertaken between meetings to ensure progress is made.

The objectives of the PMSG are:

1. To advise and guide the ECITB in identifying and developing suitable learning / training interventions, which address the current project management, project leadership and associated needs of the industry.
2. To offer advice, guidance and appropriate direction for industry on emerging systems, which enhance project management related systems, tools and processes in the industry.
3. To assess the demographics and skills of the project management and project leadership community and work with industry to support a pipeline of suitable talent for the future.
4. To engage with other project management working groups and maintain positive representation and reference within industry and with other industry associations.
5. Identify and promote best practice in project management and project leadership practices, which align to industry needs as promoted by OGUK, OGA or wider renewable and energy transition stakeholders.

Pillar One: Competence

PM Mentoring Scheme

• Scheme has been running since OPMSG was created
• Significant employer/industry involvement with mentors & mentees
• Evidence shows that while technical skills can be learned online or in a classroom, behavioural and leadership skills can be enhanced via mentoring.

Professional Development

•  The ECITB’s Registered Project Professional programme (RPP)  uses the Association for Project Management standard and enables professional candidates to demonstrate their capabilities as a responsible leader, with the skills and abilities required to manage complex project and use appropriate tools, processes and techniques.
• After several years of successful programmes to support achievement of the RPP a new programme aligned to Chartered Project Professional status will be sponsored in 2021.

Pillar Two: Collaboration

• The ECITB’s Project Collaboration Toolkit (Edition 2) supports collaborative working relationships across the engineering construction sector. The toolkit offers advice and guidance to companies looking to work together more efficiently.

• ECITB Project Collaboration Toolkit Resources

Pillar Three: Leadership

Robust Project Delivery Guidelines

• Delivered guidelines promoting good practice, providing a framework for ensuring O&G projects are on time and within budget.

Complex Project Leadership

• Survey results published below with the intention that the results will direct the content of a development programme. Expect to roll out in next 6 months.

Diversity and Inclusion

• New Work Group where initial objective was to increase diversity in the SG. Now turning attention to D&I for O&G PM community in the region.

The Project Management Mentoring Programme brings together mentors and mentees from Cross Sector/Nuclear & Oil & Gas operators, tier one contractors and the wider supply chain. Over an eight-month period, senior industry mentors are paired with developing project managers to share knowledge and experience.

Coordinated by the Project Management Steering Group (PMSG) and the ECITB, the programme is an excellent example of how industry cooperation works for the benefit of the sector as a whole. The PMSG comprise of senior industry practitioners collaborating together to provide experiential development and guidance across all sectors within the engineering, design and procurement community in sectors such as power, water, nuclear, pharmaceutical & chemical, renewables, oil & gas and food & drink.

For further information about the project management mentoring programme, please contact: pm-mentoring@ecitb.org.uk

Applicant Data Privacy

The PMSG carried out a survey of member organisations in March 2021 asking about Complex Project Leadership. You can review the questions asked as responses via the link below.

Of 103 responses:

• 92 came from respondents in full-time employment
• 83 are from Operators and Tier 1 Contractors
• 92 work within Project Management and Engineering
• 86 have over 10 years project experience
• 47 have over 20 years project experience
• 87 have worked on a complex projects
• 50 said both technical skills and people skills are equally important for the success of complex projects
• 79 expressed an interest in further learning on complex project leadership
• 87 would prefer a blend of eLearning and workshops
• 53 would prefer seminars and mentoring

Follow the links in our reading list, which has been curated by industry experts to guide you through the latest ideas and trends in Project Management and Leadership:

• Project Leadership: Skills, Behaviours, Knowledge and Values
• Project Management for Large, Complex Projects
• Leadership: Responding to Complexity
• Practical Adoption of Agile Methodologies
• Complex Project Manager Competency Standards
• Helping Leaders do Leadership in an Uncertain World
• A Guiding Framework for Leadership in Complexity
• The OGUK Robust Project Delivery Guidelines

This training programme has been highlighted by an ECITB sponsored industry group as meeting the needs identified by that group.  The ECITB does not own any IP or have any rights over this programme and as such does not guarantee any of the outcomes or quality assure the training in anyway.  The ECITB acknowledges that other programmes of this type are available, but this programme has been selected by the industry group sponsored by the ECITB.