With James Parratt, Project Manager
Today started like most others: early. Before I could think about project timelines or contract clauses, there was the small matter of feeding Ted (our ever-enthusiastic miniature poodle) and getting breakfast sorted for the kids. Between negotiating cereal choices and refereeing sibling debates, I managed a quick shower and tried to leave the house looking vaguely like someone in control of their day. Coffee in hand, I took on the morning’s first challenge – the school run – and emerged victorious (barely).
Once I made it to my desk, the shift from home life to project life kicked off. I reviewed the calendar and tackled the inbox: some emails were urgent, some important, and others…perfect candidates for delegation. With Hilton Euston pushing ahead and hotel developments in Gatwick and Paddington gaining pace, it was time to align teams and make sure the moving parts were all indeed moving in the right direction. I caught up with colleagues, prepped for meetings and juggled calls with contractors and consultants – while trying to ignore the fact that my coffee had long since gone cold. Then came the actual work: drafting minutes, updating programmes, reviewing reports, and managing contract admin.
Mid-morning included something especially important: a meeting with our Mental Wellbeing team. As a Mental Health First Aider (MHFA), I know how essential it is to carve out space for open, supportive conversations – especially in high-pressure project environments. As a team we monitor our existing wellbeing activities and introduce new ones to support our team . It reminded me that managing people is just as critical as managing programmes.
By lunchtime, it was Ted Time. I headed home for our daily walk – an essential reset and, according to Ted, the highlight of my entire day. (he’s not wrong!). There’s something about that 20-minute stroll that helps reframe the chaos and gives me a second wind.
Back at it in the afternoon, I checked emails again (because, naturally, they’d multiplied!), reprioritised tasks and jumped into another round of calls. More meetings followed – some productive, others… could have been emails. I finished the day with a final push on project tasks – reports, prep, paperwork – the holy trinity of PM life.
Evenings bring their own kind of project management. Homework help meant trying to remember fractions I thought I’d left behind in 1998. After that, I went for a walk (the weather played nice and motivation was reasonable), and the nightly negotiation with my son, who remains convinced bedtime is a myth invented by adults. Finally, dinner with my wife – the real boss – and some TV that, ideally, doesn’t involve spreadsheets, construction updates or YouTube videos on loop.