The estimate for carbon neutrality projects that nobody challenged is usually the one that fails. Scope on the project and portfolio delivery discipline expands through small agreements made in isolation. Content is organised around the decisions practitioners actually face in this strand of project and portfolio delivery, not around theory headings. It is pitched for practitioners with responsibility for carbon neutrality projects, not for observers of it. Participants take away a working set of documents supporting this part of project and portfolio delivery, ready to be adapted internally. Comparative studies of the practice within project and portfolio delivery across sectors find the same handful of failure points recurring. Cases are chosen to expose the trade-offs in carbon neutrality projects rather than to illustrate ideal conditions. Teams frequently over-invest in documenting this aspect of project and portfolio delivery and under-invest in testing it. The final module sets out how progress on the project and portfolio delivery capability will be evidenced six months later.
Expected Learning Outcomes
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Design the governance and decision rights for carbon neutrality projects.
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Build a schedule for carbon neutrality projects with a genuine critical path and realistic durations.
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Set the minimum documentation for carbon neutrality projects that is genuinely necessary, and stop there.
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Verify that improvements to carbon neutrality projects have held six months after they were introduced.
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Manage stakeholders of carbon neutrality projects according to influence and interest.
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Plan the handover of carbon neutrality projects so that capability is not lost when key staff move on.
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Control change to carbon neutrality projects so every variation has a price and a decision.
Who Should Attend
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Cost engineers and project controls staff on carbon neutrality projects.
