As project managers, we assist clients to deliver their projects – whether that’s a new building or wharf, a technology upgrade or a refurbishment of a few rooms. We’re involved right from the very start and we are there until the project is finished. 

That means we help a client determine their requirements, engage designers, and manage the design process. We go through rigorous processes to engage builders, and oversee construction to ensure it runs to budgets and timelines, is being built to a high standard, and is handed over to the client. And we manage all the associated activities like approvals, assessments and reporting.  

For example, if a project requires an Environmental Impact Statement (EIS), we’ll engage environmental consultants. Essentially, we oversee every element of a project. 

It is a huge range – some of the recent ones include specialist technology upgrades at a university and a specialist fitout at a policing agency’s state office. I was recently working on a restoration project for Wyn Carr House for one of RPS’ social partners Housing All Australians. 

We’re also delivering large maritime infrastructure projects for Defence by extending two wharves by several hundred metres to increase the capacity to accommodate specific vessels. These specialist projects are exacting, with specific design and service specifications and the added challenge of working in the marine environment. 

For example, we have detailed mitigation measures in place to minimise the disruptions to species and local habitats. One includes a ‘bubble curtain’, which is essentially a big heavy-duty hose with lots of little holes allowing air, which is pumped through the hose to escape creating a wall of bubbles around the construction works. This helps to reduce noise travelling through the water and minimising impact to local protected marine fauna. 

I enjoy the complexity of the work. Such a lot of detail goes into these projects and it’s fascinating to understand what goes into the design and structure of a building for it to function for a specific purpose. 

As an example, it was really interesting to work on a police precinct upgrade in WA. The built environment had to accommodate all the complexities of modern specialist policing operational requirements. From security to interview rooms to equipment storage – the whole building had to reflect the daily needs of the profession.  

I studied architecture and when I graduated there were not a lot of opportunities to gain the required work experience hours to finish my qualification. I had a distant contact in project management, so I began a part time role as a project manager to complete the requirements of my degree – and I haven’t looked back. 

It helps having a background in architecture when working on building projects because the discipline is all about problem solving – often focused on design – but it’s not a prerequisite. There are people from all walks of life in project management. We’ve had engineers, event managers, scientists, and people with a background in arts.  

It really is a team effort. People say that, but in project management it really is the case. I’m working with talented, skillful people every day. A project’s success is never down to one or two people.  

There has been a lot of talk about developments in technology, especially recent improvements in AI, that may play a role in the future of the industry. However, at the end of the day, I feel there will always need to be a role for a project manager to be the interpreter between the tech and humanity. It’s an interesting time and I look forward to seeing what comes next!