Provide leadership and management in project controls teams

This standard is about demonstrating leadership qualities within your role as part of the project controls team.

You will be able to lead by example and interact with your team and project stakeholders in a manner which aims to positively influence project activities, project challenges and project deliverables whilst upholding key organisational and project values.

As you become a more experienced project controls professional, continued demonstration of leadership qualities may turn into leadership and management.

As a manager you will be able to agree on objectives and work plans that are achievable, measurable, consistent with project and organisational objectives and policies, and which align with team and individual abilities and development requirements. This will include providing opportunities for the team to help define objectives and how decide how the work is allocated. You will be able to make decisions to ensure that resources are allocated efficiently at all times, including the prioritisation of tasks when resources are in short supply.

You will demonstrate a commitment to professionally developing both team members and yourself through continuous professional development (CPD).

Who this standard is for
This standard is for project controls-related roles, including project controls managers, engineers, analysts, estimators, planners, schedulers, cost controllers, risk analysts, risk managers, document managers, change managers and contract managers.

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Leadership

1. provide leadership across project controls functions in accordance with organisational core values and the project controls plan
2. build and maintain positive and effective relationships with team-members
3. develop team members to meet project control requirements
4. provide colleagues with constructive feedback on their performance
5. identify suitable learning and training opportunities to enable individual and team improvement
6. share your own skills and experience with colleagues and encourage them to do the same with others
7. demonstrate leadership through project difficulties and challenges including when to escalate and request help as required

Management

1. develop and agree objectives and work plans which are consistent with project and organisational objectives and ensure they are:
   • realistic
   • measurable
   • achievable
   • considerate of individual abilities and development requirements
   • set clear roles and responsibilities for team members
2. provide advice and guidance on how to achieve objectives to the team and to individuals
3. confirm that the team have a continuing understanding of, and commitment to, the allocation of work and their roles and responsibilities
4. agree with the appropriate people the prioritisation of work activities and the re-allocation of available resources, when resources are insufficient
5. update the objectives and work plans regularly, taking account of any individual, team, and organisational changes
6. manage relationships with stakeholders in such a way as to gain and maintain their support throughout the project life cycle
7. take responsibility for your own continuous professional development (CPD)

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Leadership

1. the differences between management and leadership
2. how to provide leadership in-line with the project controls plan
3. the principles and importance of building and maintaining positive and effective team relationships and how this contributes to project success
4. different methods and styles of leadership, including how and when to select and utilise them
5. how to select and apply different methods for motivating, influencing and persuading people
6. behavioural characteristics and interpersonal skills that are important in leadership and management
7. your own professional limits and how to seek out ways to improve these
8. learning opportunities and resources available
9. learning styles and methods
10. methods of providing constructive feedback on team/individual performance
11. methods of professionally resolving conflict including how and when to escalate to a higher authority

Management

1. the recognised stages of team development throughout a project:
   • forming
   • storming
   • norming
   • performing
2. how to identify and devise objectives and work plans for the short, medium, and long term
3. the importance of agreeing objectives and work plans that are realistic and achievable
4. how to match objectives and work plans with individual abilities and development needs
5. the importance of defining and communicating team responsibilities clearly
6. the importance of the effective allocation of work to the team's performance, and your role and responsibilities in relation to this
7. the factors that need to be considered when allocating work to individuals within the team
8. how to match the allocation of work to learning needs and individual development plans
9. how to prioritise and re-priorities work allocations according to resource availability
10. how changes to work allocations, and discussions around them, can impact on cost, time and quality
11. why team members should have the opportunity to contribute to how work allocations could be made
12. how to encourage team members to provide suggestions on the allocation of work, and increase commitment to the responsibilities
13. the importance of regularly updating objectives and work plans
14. how to manage stakeholder relationships and expectations and how to work with stakeholders throughout the project life cycle

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Additional Information

Leadership
Qualities to demonstrate this may include:

• promotes and adopts a good safety culture, demonstrating commitment to personal safety and the wellbeing and safety of others
• encourages team effort and promotes an interdependent culture
• leads by example through honesty, integrity and rigour
• demonstrates resilience
• acts responsibly
• acts ethically, taking into account the need to progress environmental, ethical, social and economic values
• demonstrates a commitment to providing and receiving feedback

Methods and styles
These may include:

• leading
• coaching
• motivating
• developing

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1

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2029

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Current

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Original

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Engineering Construction Industry Training Board

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ECI PC11, ECI PC12, ECI PC13, ECI PC15, ECI PC50

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Contract Manager, Engineer, Estimator, Risk Manager, Project Controls, Change manager, Document manager, Cost controller, Analyst, Planner, Scheduler, Risk analyst

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Leadership, management, project controls, project management, team leadership, performance measurement, resource allocation, stakeholder communication, project execution, decision making, leadership styles, best practices, mentoring, coaching, conflict resolution, stakeholder management, professional development, training, training opportunities, organisational values, interpersonal skills, safety culture, ethical leadership, resilience, feedback mechanisms, productivity, honesty and integrity

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