S4E99: The Philosophy of Project Management with Paul Goodge & Warren Beardall

In this week’s pod, we welcomed back Paul Goodge and Warren Beardall to discuss the philosophy of project management. 

Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view. Over his career he held a variety of roles both in line leadership and a number of functional responsibilities, providing him with insights across the whole of the enterprise. He has Chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. He achieved an MBA from Cranfield University in 1994. Paul retired from full-time employment in 2012 and enjoys a wide range of interests. His portfolio encompasses consultancy work to various companies, the P3M profession, Executive Coaching and extensive work with various charities, operating locally, nationally and internationally. 

Projects to Warren are principally associated with the construction industry. He worked for 25 years within the construction related insurance industry. Three years ago Warren made a decision to reset his career. He joined a consulting practice offering specialist risk, internal control and assurance advice to large scale construction and professional service providers. Career project experience was predominantly centered around Public Private Partnerships. Advising senior debt lenders, project equity Special Purpose Vehicles, Government entities or Construction Contractors. UK PFI, US and Canadian P3, Turkish and European PPP. This experience became the center-piece of his MSc dissertation. The interim conclusions of this ongoing research is that Partnerships were never truly there. And that this is deemed no different in our wider construction endeavor. The suggested answer to the paradox is that projects are either set up to collaborate, or they are set up to fail. That is what he is here to discuss. 

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