Everyone thinks project management is about Gantt charts, RAG statuses, and risk logs.

And yes, those are part of the toolkit.

But what really drives projects are the people.

Let me walk you through what it is like to manage projects at LTW.

The day starts with quiet focus, with a quick pause to admire the stunning view of Edinburgh Castle from my window. Coffee in hand, I scan my inbox and Teams messages to see where I can help move things forward. Sometimes it’s following up on a request I sent the day before; other times it’s providing senior stakeholders with the information they need to make decisions.

Take the data visualisation dashboards project, for example. One of its goals was to showcase detailed service usage statistics by schools. The service teams provided their data, and in some cases, that meant running complex database queries to get the right information. Once collected, the data was handed over to our data analyst, who used Power BI to transform those raw numbers into a compelling story, a story that could guide key decisions, inform strategy, and even spark new initiatives.

No drama. No chaos. Just a team quietly, efficiently, and brilliantly working together.

That’s the rhythm of project management at the University of Edinburgh.

Beyond the Golden Triangle

Every project manager knows the “Golden Triangle”: scope, time, cost.

Deliver on those three, and you’ve “done your job.”

But here, projects are more than triangles. Projects come alive through an ecosystem driven by people. They succeed not because of process maps or the gantt charts, but because of collaboration, communication, and care.

Since joining the University in February 2024, stepping into the Information Services Group (ISG) to work with the Digital Learning Applications and Media team, I’ve seen this play out across nearly ten projects I managed or joined to observe how things gets done. Some were short and sharp, others more complex with governance boards and multiple stakeholders. All of them had one thing in common: people made them work. It is because of the people that we are able to deliver projects that matter.

A Day in Motion

Mornings: This is where I get the big-picture view of where things stand so we can stay aligned.

Reviewing dashboards, risks, and plans, often not to put out fires but to anticipate what’s next.

By mid-morning: collaboration, meetings or workshops with technical team, learning technologists, service teams, or  academics. Sometimes, with procurement putting together requirements towards getting the right vendors to deliver services that drive learning. Other times, are technical planning sessions so system upgrades happen seamlessly in the background while teaching and research continues without disruption.

Every discussion is a gear in a much larger machine, shaping the experience of thousands of learners and staff across the university.

Afternoons: this is where the silent wins happen.

• Updating project websites so stakeholders can see the bigger picture.

• Drafting communications so staff and students are prepared for change.

• Reviewing RAG statuses and nudging actions to keep projects “green.”

• Writing reports and options appraisals so boards can make confident decisions.

Unseen by many, but essential for progress.

Where AI Fits

We’re lucky to have ELM, an AI companion.

ELM is the University’s AI innovation platform, a central gateway to safer access of Generative Artificial Intelligence (GAI) via Large Language Models (LLMs). ELM operates under a ‘zero data retention agreement’ with OpenAI, the provider of the commercial Generative AI models that are used in ELM. This means data is not retained by OpenAI and is secure.

ELM helps with the repetitive tasks. Drafting reports. Summarising meetings. Creating templates. It’s a massive time saver.

AI is a good resource.

But AI doesn’t notice when a key stakeholder is stretched, or when a colleague has gone the extra mile to deliver a dataset in time for a critical milestone. It doesn’t sense the ripple effects of a delayed decision or celebrate the small victories that keep a team motivated.

That’s where emotional intelligence comes in. Successful projects need more than algorithms; they need empathy, judgment, and gratitude.

AI is a brilliant co-pilot, but still needs a human in the captain’s seat.

Project impact beyond delivery

Every project moves through its own rhythm:

• Scoping and budgeting.

• Mapping the responsibility matrix, work packages and milestones.

• Drafting business cases and white papers.

• Coordinating technical teams.

• Preparing communications and training so adoption feels natural, not forced.

• Monitoring risks to keep delivery on track.

Behind these are people whose contributions add up to real impact:

• Senior management offering thoughtful oversight and governance, guiding decisions that ensure every project is not just delivered, but meaningfully connected to the University’s wider initiatives and long-term vision.

• Data analysts telling stories with numbers to drive decisions.

• Instructional designers, UI/UX designers, and developers working hand in hand; building wireframes, mapping processes, creating designs and placeholders, and writing the code that brings it all together.

• Technical teams configuring systems so students in Biomedical Sciences, Informatics, or Art and Design have the tools they need.

• Procurement specialists ensuring the right vendors are in place.

• Service teams and learning technologists making sure every upgrade feels seamless and accessible.

Together, they turn plans into progress.

Why It’s Worth It

Project management may start with the Golden Triangle. And yes, there are risk logs, meetings, and a steady stream of emails. But when a new platform launches seamlessly, when a system makes learning more accessible, or when a project clears the way for research and creativity, you’re reminded why it all matters.

This work doesn’t just tick boxes. It builds futures, for the students who will go on to become scientists, technologists, artists, engineers, and leaders.

Project management is often seen as serious business. And it is. But it’s also deeply rewarding, and yes, even fun, especially with that first morning coffee.

At its heart, though, it’s about care. It’s about helping people take an idea from “we should” to “we did.”

And here at the University of Edinburgh, where every system and service touches thousands of lives, that’s a responsibility I carry with pride and even more, with gratitude for the people who make it possible.

Because every day is a mix of puzzles, people, and possibilities.

It’s about helping brilliant minds do even more brilliant work. And there’s nothing more fulfilling than that.

Thanks for reading.

So, what stood out to you or what is your typical day like at LTW? kindly share in the comments.

A day in the life of a project manager / Digital Learning Applications and Media by blogadmin is licensed under a Creative Commons Attribution CC BY 3.0

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