The opportunities of digital transformation are inspiring and bring many benefits, but good project management remains a human discipline, generating something that AI cannot.
Almost 30 years ago, Michael Dallas founded and developed a specialist value and risk management team within Davis Langdon, a highly regarded project management business that was sold to Aecom.
Through his team and teachings, Dallas spread the concept of value drivers in construction – the things that matter most, the non-negotiable benefits of a building expected by the client and all stakeholders.
Value management (not to be confused with value engineering, which is a very different thing) was the way he used to identify value drivers and the conditions for success. In the language of Simon Sinek, it was all about articulating the “why?” before the “how?” or “what?”.
Given everything that we know now about the importance of clear purpose, vision and values to project success, you would imagine that this approach would be completely embedded into project management today. But it’s not.
It died with the downward pressure on fees. And so we need to learn this lesson all over again, particularly in an age of AI-fuelled automation which seeks even more cost savings in consultancy.
I should state up front that I am a fan of artificial intelligence. The opportunities of digital transformation are inspiring, and there are many benefits from smarter scheduling, predictive risk tools and data-rich dashboards.
But they are not enough. The human element remains absolutely vital in project management, and every project should still start with a value management workshop. Technology should then support project delivery, not define it.
The real work of a project manager is not to follow the algorithm. It is about understanding what matters and leading from the front. We call that purpose-driven project management.
Start with why, not just what
So much of modern project delivery has become about project management offices, gateways and standardised processes, particularly for regulatory compliance or to satisfy funding conditions. We have seen it across the board, in public and private sector schemes, and we understand why it is there.
But these projects do not succeed because an efficient process was followed. They succeed because someone cared enough to lead.
That means asking the hard questions. Why are we building this in the first place? What will success look like for the long-term benefit of all, including people and the natural environment? What does value mean here, today and tomorrow, for this community or client? What will we fight for, even if it becomes competitively disadvantageous to do so?
Purpose-driven project management starts with those questions. It builds on value management principles by defining success early and keeping it visible throughout. Such a workshop identifies key value drivers, prioritises and then weights them financially, so that future decision making becomes both faster and simpler.
In our experience, this approach also reinforces project management as a human discipline, generating something that AI cannot – outcomes built on trust, on good judgment, on close working relationships within local supply chains, and on people who care enough to challenge decisions when needed.
Follow the North Star
At Ward Williams, we often say that the project comes before everything else; dare I say, even before the client. Because our job is to deliver the best version of a shared vision, and that means asking hard questions and leading with purpose and clarity.
Project managers should not be handing over responsibility to process. We should be taking ownership, living and breathing our projects, spotting risks before they become issues, and guiding decision making which delivers the agreed value.
That kind of leadership cannot be automated. It has to be lived.
What we have learnt is that, when a team is united around a shared sense of purpose, things move faster. Decisions are sharper. Engagement is higher. Purpose isn’t fluffy, it is practical.
We have applied this on healthcare projects, leisure schemes, public sector regeneration schemes and complex residential programmes. In every case, the success came not from clever tools, but from clear intent and people willing to lead.
If the past few years have shown us anything, it is that the project management profession is at a crossroads. One path leads to more standardisation, more automation, and more risk of detachment. The other asks us to lead with purpose, to trust our people, and to put meaning back into the projects we manage.
We know which path we are taking.
Simon Venner is head of Project Management at Ward Williams:
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