What a 2013 Rail Study Still Gets Right in 2025
ADVISORY ARTICLE
By Joyce Olaghere
United Kingdom
Abstract
In 2013 I conducted research into the competencies most associated with successful delivery of complex rail programmes in the UK. The study combined a practitioner survey with semi-structured interviews across two major organisations and surfaced a clear, practice-led message: while technical project management competencies are necessary, behavioural competencies, especially leadership, communication, stakeholder management, team building and the ability to motivate multidisciplinary teams – are the differentiators of success.
Twelve years on, my work as a PMO Lead across multiple industries (including large-scale ERP/digital transformations) confirms that the same human factors remain decisive. This paper distils the original findings into actionable guidance for today’s PMOs and programme leaders, maps them to modern delivery contexts (agile at scale, platform consolidation, data/AI), and offers a practical playbook to embed behavioural competency into recruiting, governance and assurance. I also propose a light-weight replication to re-test the 2013 results in 2025 across sectors, creating a continuous evidence loop between research and practice.
Keywords: project success, behavioural competencies, leadership, stakeholder management, PMO, digital transformation, ERP, rail
1. Introduction: Tools are Table Stakes, People Decide Outcomes
Over a decade of delivery experience continues to reinforce a simple observation: in complex programmes, Gantt charts, RAID logs and stage gates create visibility; leadership behaviours create momentum. This paper revisits findings from my 2013 research and translates them into a contemporary, cross-industry context, where ERP migrations, data platforms and AI initiatives amplify the need for trust, communication and decision velocity.
2. Research Background (2013): What we Measured
– Context: Large, complex rail infrastructure projects in London and the UK supply chain.
– Method: Mixed methods – practitioner survey plus semi-structured interviews.
– Focus: Which competencies matter most for project success as perceived by delivery professionals.
Headline result: Technical competencies were widely regarded as necessary but not sufficient. The most frequently cited differentiators of success were leadership, communication (especially listening), stakeholder management, team building, ability to motivate, and relevant experience.
3. Why it Still Matters in 2025
Modern programmes face greater complexity (multi-vendor ecosystems, agile–stage gate hybrids, heightened security and data risks) but the human levers have not changed. Where major initiatives succeed, I observe:
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How to cite this work: Olaghere, J. (2025). The Human Edge in Complex Programmes: What a 2013 Rail Study Still Gets Right in 2025, PM World Journal, Vol. XIV, Issue X, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/10/PMJW157-Oct2025-Olaghere-Human-Edge-in-Complex-Programmes.pdf
About the Author
Joyce Alaghere
London, UK
Joyce Olaghere, MBA is a UK-based PMO Lead and Programme Governance Specialist with extensive experience across energy, telecoms, manufacturing, retail and financial services. She has led PMOs on complex, multi-vendor programmes including ERP migrations and digital transformations, and is passionate about embedding behavioural competence into governance to improve delivery outcomes. Joyce holds an MBA and is active in the UK project management community through mentoring, capability building and thought leadership. She can be reached at joyce.olaghere@limelight.consulting or on Linked via: https://www.linkedin.com/in/joyceolagherepmospecialist/
