Large-scale construction projects are highly dynamic and constantly evolving due to design developments, operational requirements, commercial decisions, and ever-changing client expectations !
Harshitha Shankara, our next pathbreaker, currently works for Ruddy’s Joinery Limited (Greater London), a leading construction contractor company that has delivered several large-scale projects across London and the United Kingdom.
Harshitha talks to Shyam Krishnamurthy from The Interview Portal about how project planning and control sit at the centre of decision-making during the lifecycle of a project, as it involves establishing realistic timelines, forecasting costs, managing risks, coordinating stakeholders, monitoring progress, and ensuring that resources are allocated effectively.
For students, understand that a career is like a river that takes you through many turns, dealing with highs and lows, and there are times when things may feel stagnant. It is important to navigate through these phases patiently.
Harshitha, Your background?
I grew up in Bengaluru, where I did my schooling, pre-university, and university. It’s also where my home is, and the city has played a big role in shaping who I am today. Having spent most of my life there, I’ve grown to really love the city, and over time, it has become an important part of who I am.
My parents are my biggest influence. They moved to Bengaluru for their postgraduate studies, and the importance of education was always instilled in me as education changed their lives. From a very early age, my sister Hamsini K.S and I grew up believing in the impact education has on a person. Both my parents studied botany; my mother Savitha Y.S, further studied her master’s in agriculture, and my father Shankara A. N completed his PhD in seed technology from GKVK (Gandhi Krishi Vigyana Kendra), University of Agricultural Sciences, Bangalore (UASB). So I grew up in a home where science was always present. We had books on different interests, including space, design and medicine, and learning was always encouraged.
During my school years in Stella Maris, I was involved in a lot of extracurricular activities such as Eco Club, Science Club, Girl Scouts, and the music band. I think that gave me a healthy approach towards studies, where I balanced academics with other activities. I also grew up reading a lot of books. I started with fiction books like The Famous Five, which made me really fall in love with reading, and later influences like Harry Potter made me enjoy it even more.
I also remember being given an Architect’s building set when I was young, and I really enjoyed working with it. Overall, in my upbringing, I was exposed to a lot of different professions, and they were always introduced to me in a fun way. That made me curious about what people do and how different fields work, and that curiosity has stayed with me.
What did you do for graduation/post-graduation?
For my pre-university, I took up the science stream with Physics, Chemistry, Mathematics, and Biology. I chose this combination because I wanted to keep my options open, and it allowed me to explore multiple career paths. I ended up preparing for and giving entrance exams across different fields. I chose Architecture when I understood that it involves a combination of analytical thinking and decision-making, while also being a professional course. I was always keen on pursuing a professional course because of the discipline it builds. The way you study and work is very close to real-life practice, so the transition into a job is much smoother. I also realized that I performed best in my architecture entrance exam, NATA.
My decision to pursue architecture was also influenced by the fact that it allowed me to continue working with mathematics and science, while also developing my visualization skills. I prepared for NATA largely on my own using self-study resources, while continuing to focus on my core science subjects through college and additional study.
For my graduation, I pursued a Bachelor of Architecture (B.Arch), a five-year course, from MS Ramaiah Institute of Technology in Bengaluru. This experience played a significant role in shaping my late teens and early twenties. Over the 10 semesters, including two internship semesters, I was exposed to different facets of architecture and began to understand it from the perspective of the built environment.
Over time, I could see a clear shift in my interests. Towards the later years of my course, I realised that I enjoyed working on larger-scale projects because I could see their broader impact. I found myself more inclined towards decision-making aspects involving economics and planning, rather than focusing only on intricate design details.
After graduation, I worked as a licensed Architect for two years, where I was involved in a range of projects, residential, commercial, and public. Through this experience, I began to understand that designing a project is only one part of the process. Managing it effectively is equally, and more, important. Many real-world decisions are driven by practical constraints and stakeholders, which made me appreciate the importance of project management.
Post-graduation became a defining step in shaping my transition from architecture into project management. I made the decision to study in London because I wanted to pursue my Master’s at an institution that is globally recognised as one of the world’s leading universities for the built environment sector. University College London, particularly The Bartlett, had always been on my radar through my research, and it was the top university I hoped to get into. I applied to four universities in total and received offers from all of them, but UCL stood out because of the reputation of the course, the exposure it offered, and its strong connection to the construction and infrastructure industry and to experience London.
I pursued a Master’s in Project and Enterprise Management, specialising in construction and the built environment. What particularly interested me about the programme was how specialised and industry-focused it was. At the time, there were only a handful of universities globally offering a course with this level of focus on project management within the built environment sector. The programme gave me exposure to both the strategic and technical aspects of project delivery. Alongside the core modules, I chose subjects such as data analysis, value management, and strategic financial management for infrastructure projects because I strongly believed that understanding the financial and economic dimensions of projects was equally as important as understanding design and construction itself. Learning how to analyse project data, understand value creation, and study strategic delivery frameworks gave me a much broader understanding of how mega projects are planned and managed.
For my dissertation, I researched the role of Crossrail as a Special Purpose Vehicle (SPV) in enabling benefits for mega project delivery.
Harshitha, can you briefly explain this dissertation? What is Crossrail? What was the problem statement and a bit about your work
My dissertation examines how Crossrail Ltd, the organisation created to deliver the Elizabeth line, influenced whether the programme achieved its wider public benefits. Crossrail is the major east–west railway across London, now operated as the Elizabeth line. It was designed to increase transport capacity, improve connectivity and journey times, expand access to employment, and support economic growth and regeneration. Crossrail Ltd was established in 2008 as a Special Purpose Vehicle, meaning a dedicated, publicly owned organisation with a specific mandate to design, construct, test and hand over the railway. I was interested in the difference between delivering a physical asset and delivering the value it was intended to create.
The central problem was that megaprojects can be technically complete but still fail to achieve, or clearly demonstrate, their strategic and societal benefits. In particular, SPVs are usually viewed as fixed delivery bodies focused on governance, finance, risk isolation and construction, whereas there is limited understanding of how they can help translate sponsor ambitions into long-term public value.
My findings show that Crossrail Ltd initially succeeded in the civil-engineering phase, including 42 km of tunnels and 20 new underground structures, but its construction-led reporting and fixed opening-date focus underestimated the complexity of systems integration, testing and operational readiness. This contributed to the 2018 delay and cost pressures.
However, the organisation then evolved in four important ways: autonomy became phased rather than absolute, with stronger oversight during the high-risk integration stage; benefit tracking was reintroduced after the crisis to reconnect delivery with outcomes; systems integration was brought in-house rather than left fragmented across contractors; and sponsors intervened through stronger governance, transparent reporting and a Delivery Control Schedule.
My key conclusion is that an SPV should not be treated as a static delivery vehicle. When it has adaptable autonomy, internal integration capability and shared accountability for benefits, it can move beyond completing infrastructure and help realise public value. In Crossrail’s case, this supported the eventual activation of benefits including better accessibility, faster journeys, strong passenger demand and improved connectivity to employment hubs.
What made you choose this career?
I’d say my journey has always been within the built environment. I started in architecture and have since transitioned to project management, specifically project planning and control. I chose this path because it offers a strong balance of analytical thinking, decision-making, social interaction, and technical skills. I’m drawn to how it combines structured, analytical problem-solving with the human side of work, letting me apply technical knowledge while working with and understanding people.
Decision-making has always been something I’ve wanted to pursue and grow in. I believe good decisions come from a combination of experience and education. It gives you the technical knowledge, and experience builds your judgment. Even though it can feel like an abstract concept, it’s something I’ve consistently been drawn towards and wanted to develop over time.
Talking about key influences, I made it a point to regularly speak to seniors during my BArch studies,during my work experience, and also before pursuing my master’s. I believe it’s important to have a two-to-three-year look ahead, and these conversations really helped with that. I spoke to people at different stages, some who were well into their careers and could offer a reflective perspective, and others who were a few steps ahead of me and actively shaping their paths. This helped me understand what works, what doesn’t, and gradually build trust in my own instincts. At the same time, I realized that what you study and how things work in reality can sometimes differ, and your choices also depend on opportunities available in the market.
A key turning point for me was securing a Sustainability Research Associate position with the Green Building Research Institute during my undergraduate studies. This came through a competition, after which I had an interview with the director, Mr. Jeslin Varghese and was introduced to his team. During the pandemic, we worked virtually on sustainability-related initiatives, and I got the opportunity to interact with a diverse group of built environment professionals architects, civil engineers, planners, and students from different backgrounds.
This experience made me start looking at the built environment in a much more holistic way. I began to understand how different roles are interconnected, almost like a chain reaction. It was also my first international exposure, which gave me a broader, global perspective. Interacting with highly motivated peers who were clear about their goals and future studies was very inspiring. This experience was a major milestone for me; it not only opened new opportunities but, more importantly, gave me the confidence to see myself as a professional and take my career more seriously.
Influences in career path
I believe the people and senior professionals you work with have a real impact on shaping your career. You observe, pick up the qualities you want to practise, and the guidance and advice you seek from them can be very impactful.
Mr Jeslin Varghese, director, whom I worked with on GBRI, was one of my earliest influences. From him, I developed an appreciation for the importance of networking, exposure to the vastness of “built environment” demonstrating your work, and articulating your thoughts effectively.
Dr Simon Addyman, my professor and thesis supervisor at UCL, has been an inspiration in how I approach complex processes or projects that carry significant weight at a particular point in your life, such as my dissertation. His approach encouraged me to give my thought process time to marinate, refine my writing, and improve my reporting skills. His lectures were always mentally stimulating, and I came to appreciate the importance of digesting information, drawing on my existing understanding and readings, and addressing a brief clearly and concisely, with detail where necessary. I see this as a huge skill set required in project management: the ability to digest and interpret information effectively. He also remains one of my first points of contact in a foreign country and also towards project management, which is always special.
Mike Chavez, Portfolio Director at the Environment Agency and my mentor through APM, has been very supportive throughout my transition from postgraduate studies into the professional field. His mentorship has helped me understand the art of networking, manage my professional expectations, and look at the bigger picture in life. At times of uncertainty, being able to have conversations with him has been particularly reassuring and endearing to me.
I continue to learn a great deal from my Project Controls Manager, Tuna Kakirman, through working with him on a daily basis. Working alongside him has strengthened my ability to analyse data from different angles and understand why the perspective we take can be just as important as the conclusion itself. Conclusions can change over the course of a project’s lifecycle, but the lens through which we assess a situation matters. Forecasting, asking the right questions to the right people, and maintaining records to ensure accountability are some of the other key learnings I’ve taken from working with him.
What were the challenges you faced? How did you address them?
Challenge 1: Transitioning from Architecture to Project Management
One of the biggest challenges I faced in my career was transitioning from architecture to project management. Architecture is an intensive five-year degree, and when most students enter the field at 18, the natural expectation is that they will eventually become practicing architects. However, during my second and third years of study, I began exploring the broader potential of the degree and realised that the built environment industry offers opportunities far beyond traditional design roles.
I was particularly drawn towards project management after being introduced to project management modules during my third year. I realised that I enjoyed envisioning projects on a larger strategic scale and planning them long before they moved into execution. While design is an important aspect of construction, I became increasingly interested in the financial, commercial, operational, and managerial processes that shape projects even before the design phase begins. Mega projects that influence cities and economies require far more than architecture alone, and I found myself naturally inclined towards that larger framework of decision-making and coordination.
The challenge, however, was making that transition professionally. Once I started working and observing the industry more closely, I recognised a gap between my architectural background and the project management expertise I wanted to pursue. Addressing this challenge required clarity, research, and long-term planning. I spent almost a year researching courses, universities, career pathways, and opportunities that could help me bridge this transition while continuing to work full-time.
Pursuing my Master’s in Project and Enterprise Management at The Bartlett School of Sustainable Construction, University College London became that bridge for me. I was very intentional about choosing a course that aligned with my aspirations, particularly because of the reputation of The Bartlett and the practical exposure the programme offered within the UK construction industry.
At the same time, this challenge extended beyond academics. As the first person in my family to move abroad for higher education, I had to independently understand every aspect of the process from university applications and visa procedures to managing finances, education loans, accommodation, and adapting to life in a new country. It was not just a professional transition, but also a personal journey of becoming more independent, informed, and resilient.
Looking back now, I am extremely grateful that I took that risk. I am proud that the younger version of me had the motivation and courage to pursue something that aligned deeply with my interests and long-term goals. That transition taught me the importance of trusting your instincts, being adaptable, and having the willingness to step outside familiar paths to grow.
Challenge 2: Securing a Job in a Foreign Country
The second major challenge I faced was securing a job in a foreign country. Getting admitted into university and adapting academically was one part of the journey, but job hunting was an entirely different experience. I have always believed that the Indian education system builds a strong academic foundation and prepares students to handle intellectual challenges with discipline and resilience. Because of that, I hardly doubted my ability to perform academically. University felt like a structured environment where effort and preparation had a visible outcome.
However, the professional world, especially in a foreign country, is far less predictable. There is no fixed formula or guaranteed pathway when it comes to securing opportunities. I came to the UK with the intention of not only studying but also building a long-term career here, so I approached the process very strategically from the beginning.
Alongside my studies, I actively attended career fairs, networking events, and industry sessions, often after long university days. I worked continuously on improving my CV, building my LinkedIn profile, applying for roles, and reaching out to professionals for coffee chats and guidance. I also connected with professors, mentors, and peers to better understand the industry and opportunities available within the UK construction sector.
The process itself was challenging because it required persistence and emotional resilience. From getting noticed by recruiters to aligning your skills with industry expectations and performing well in interviews, every stage demanded preparation and adaptability. There were moments of uncertainty and rejection, which are experiences many international students face while trying to establish themselves professionally in a new country.
What helped me overcome this challenge was consistency and staying proactive. I learned the importance of networking, building meaningful professional relationships, and surrounding myself with like-minded people who shared similar ambitions. Platforms like LinkedIn played a major role in helping me connect with professionals and stay engaged with opportunities in the field.
Looking back, this experience taught me that career growth is not always linear. Sometimes success comes from continuously showing up, improving yourself, and staying prepared until the right opportunity aligns with your efforts.
Challenge 3: Adapting to Continuous Learning and Maintaining Work–Life Balance
Another challenge that I would like to focus on is understanding that learning never truly stops, especially in industries like architecture, construction, and project management that are constantly evolving. From the time I started my architecture degree to the time I graduated, the industry itself had already changed significantly. New software, new methods of design thinking, parametric tools, BIM integration, and digital workflows had become increasingly important within the built environment sector.
Through this, I realised that one of the most important skills to develop is adaptability. It is impossible to know every software or every tool that exists in the industry, but what truly matters is understanding the logic behind them — why they are used, how they improve processes, and how they contribute to project delivery. Once you build that mindset, learning new systems and technologies becomes much easier over time.
I see the same pattern within project management as well. While project management has existed for decades, the field today is far more dynamic and continuously evolving. There are specialised roles within project planning and control that did not even exist five or ten years ago. Areas that were once primarily associated with government infrastructure projects are now becoming equally important within commercial developments because organisations increasingly recognise the value of strategic planning, risk management, and project controls in delivering successful outcomes.
One of the biggest lessons I learned early in my career is that professional growth happens in two ways. The first comes through years of experience and judgment built over time. The second, especially as a young professional, comes from being curious – reading books, studying case studies, solving hypothetical scenarios, understanding industry trends, and learning from colleagues and other departments. I strongly believe that the more you understand the bigger picture of how projects function, the better decisions you are able to make within your own role.
At the same time, another equally important challenge has been learning how to maintain a healthy work–life balance. Early in your career, there is often an intense pressure to constantly perform, prove yourself, and keep pushing forward. There are definitely periods where long hours and extra effort are necessary, especially when trying to establish yourself within the field. However, over time, I realised that productivity and growth cannot come at the cost of personal well-being.
I learned from both experience and the people around me that work and life should not become escapes from one another. A fulfilling personal life, meaningful relationships, rest, and time away from work are equally important because they allow you to return with greater clarity, motivation, and focus. Enjoying your weekends, exploring life outside work, spending time with people you care about, and taking breaks without guilt are all important parts of long-term professional sustainability.
Working in project management also teaches you that no project depends on one individual alone. Every project is shaped by multiple stakeholders, teams, market conditions, and even global events. Understanding this helped me develop a more balanced perspective towards work and responsibility.
Where do you work now? What problems do you solve?
I currently work for Ruddy’s Joinery Limited, a leading construction contractor company based in London that has delivered several iconic large-scale projects across London and the United Kingdom. I work within the project planning and control team, where my role involves overseeing and coordinating different aspects of projects across design, operations, commercial, and MEP (Mechanical, Electrical, and Plumbing), Commerical, Operative and construction site teams throughout various phases of the project lifecycle.
The core problem I solve is ensuring that projects remain on track in terms of time, cost, scope, and delivery expectations. I work on identifying change management, the claims involved with it, mitigation strategies, in both preconstruction and construction phases. Large-scale construction projects are highly dynamic and constantly evolve due to design developments, operational requirements, commercial decisions, and client expectations. My work involves analysing risks through data and programme reviews, identifying potential issues before they escalate, and advising on mitigation strategies to ensure successful project delivery. Project planning and control is essentially the backbone of front-end project management because it connects strategy with execution and enables informed decision-making throughout the lifecycle of a project.
What skills are needed for your role? How did you acquire the skills?
The skills I use in my current role are heavily derived from my Master’s in Project and Enterprise Management from University College London. Modules such as front-end management of projects, planning and control, organisational management, data analysis for project managers, and strategic financial management of construction projects all have direct practical applications in my work today.
My dissertation research on the Elizabeth Line for Crossrail also gave me a deeper understanding of the UK construction industry and how major infrastructure projects are planned and delivered.
Understanding the functionality of the UK construction industry has been especially important because there are significant differences between construction practices in the UK and India in terms of delivery structures, job roles, timelines, regulations, and project expectations. My previous experience working as an architect and leading design management for large-scale projects, combined with my work as a research associate in sustainability, gave me a broader understanding of the built environment. I strongly believe that understanding the bigger picture helps me connect the dots better and make more informed strategic decisions.
The skillset required for my role can broadly be divided into technical and cognitive skills. On the technical side, it involves understanding the construction industry, the different stages of a project lifecycle, programme management, risk analysis, and the use of planning software and management tools. I work with tools such as Asta Powerproject to build and monitor construction programmes, track project progress, manage linked activities across pre-construction and construction phases, and support reporting and forecasting. Strong Excel and data analysis skills are also essential.
On the cognitive side, critical thinking and problem-solving are extremely important because no two projects or scenarios are ever the same. Project planning and control is ultimately about anticipating risks, analysing impacts, communicating decisions clearly, managing stakeholders, and supporting strategic delivery. Therefore, professional soft skills such as communication, adaptability, report writing, and collaboration play a major role in the job.
What’s a typical day like?
A typical day in my role involves reviewing project progress with different departments, creating trackers and reports based on the phase of the project, issuing project updates to contract managers and stakeholders, participating in client and internal meetings, reviewing timelines and resource allocations, monitoring risks, and supporting sustainability and operational controls across projects.
What is it you love about this job?
What I love most about this job is the scale and impact of the work. It is incredibly fulfilling to contribute to projects that shape cities, infrastructure, and the way people live and work. I enjoy the strategic side of project management where analytical thinking, collaboration, and decision-making come together to solve complex challenges. Every project presents a new learning opportunity, and being part of developments that leave a long-term impact on communities and the built environment is something I find deeply meaningful.
How does your work benefit society?
My work lies in the front end of project management through project planning and control, which plays a critical role in shaping how major projects are strategically developed, managed, and delivered. I work on large-scale and mega projects that involve significant private and public investment and directly influence the economic growth, infrastructure, mobility, and living standards within cities.
These projects include commercial masterplans, residential developments, government-led research initiatives, STEM facilities, and high-rise developments that attract global finance, investment, and business headquarters. While such projects are often recognised for their final physical outcome, the planning and control behind them is what enables them to move from vision to reality in an efficient and sustainable manner.
Project planning and control sits at the centre of decision-making during the lifecycle of a project. It involves establishing realistic timelines, forecasting costs, managing risks, coordinating stakeholders, monitoring progress, and ensuring that resources are allocated effectively. In the front end of project management, these functions are especially important because they influence strategic decisions that shape the scope, feasibility, and long-term success of the development. A well-controlled project creates confidence for investors, governments, and communities, while poor planning can lead to delays, financial losses, and wider economic impacts.
The societal benefit of this work is far-reaching. Successfully delivered projects create employment opportunities, strengthen local economies, foster innovation, improve connectivity, and provide spaces for people to live, work, and collaborate. Infrastructure and development projects are deeply interconnected with the way cities function and grow, and effective project control ensures these investments create long-term value for society rather than short-term outcomes.
What motivates me most is knowing that the work I do contributes not only to the successful delivery of projects, but also to the creation of environments that improve quality of life and support future growth for thousands of people.
Tell us an example of a specific memorable work you did that is very close to you!
One of the most memorable aspects of my work has been the opportunity to contribute to large-scale projects such as 2 Finsbury Avenue, Television Centre, and One North Quay. These are projects that have a real impact on shaping London’s skyline, not just physically, but also in terms of how the city evolves and the opportunities it creates.
For example, One North Quay is set to become Europe’s largest and tallest purpose-built commercial laboratory building, while 2 Finsbury Avenue has a strong focus on carbon reduction. What I find particularly exciting about these projects is that their impact goes beyond the buildings themselves. They help create spaces that attract talent, support innovative research and commercial activity, and contribute to the wider STEM field.
Being able to contribute to projects of this scale, particularly through the analytical and technical aspects of my work, is something I really value. Knowing that the work I do plays a part in shaping these spaces and their wider impact on the city is what makes this experience especially memorable to me.
Your advice to students based on your experience?
My best advice to students is to understand that the person who benefits the most from their studies and career is themselves. You have to patiently and carefully mould it over the years, and it takes you through different stages of life and experiences.
I have seen how education shaped and directed my parents’ lives through exposure, jobs, and an upliftment in their standard of living, which made me firmly believe in education as a way to improve one’s life.
This brings me to my next piece of advice: it is in your hands to value your degree, your learnings, and your experiences, and to present yourself as an asset to society. The way the world is moving forward, with exposure to hundreds of opinions, the paradox of choices and scenarios is a real challenge to deal with. So, understand that a career is like a river that takes you through many turns, dealing with highs and lows, and there are times when things may feel stagnant. It is important to navigate through these phases patiently. This is a lesson for me, even now.
Third, my take on success in professional courses, having done both my undergraduate and master’s degrees in them, is to take your professional path as seriously as you take your assignments and academic accomplishments. Build your LinkedIn profile, go on coffee chats with professionals, and do not shy away from asking questions as if you are already in the field. Understand future projections. The names of companies, possible job roles, and aligning job descriptions should be very familiar to you before you graduate. It builds an inner confidence that even if you have not landed a job yet, you will soon because you are already in the process of preparing for it. Internships present a great segue into understanding how the professional field works, being mentored, and applying knowledge in practice.
Fourth, burnouts are real. A part of growing up is understanding yourself. Often, if you have grown up to be an academically sound student who enjoys learning and is responsible, you may also deal with a lot of expectations and have a hard time processing setbacks because you always go above and beyond to create opportunities to flourish.
However, understand that this can sometimes impact your mental health. In an overstimulated world where we feel an intense and sometimes irreversible need to be productive all the time, it is important to recognise that there are moments when we need to pause and rest. Learn to take a few hours off without feeling guilty to continue on that journey, because recovering from burnout is harder.
Future Plans?
I want to continue working on London’s biggest projects and further my professional journey in project management through project planning and control. One of the best aspects of the different arenas of project management, especially in the field of construction, is that all phases of a project are interconnected, and so are the departments. I plan to work on the strategic developments required to enable these mega projects that have a significant impact on the global economy.
I want to continue pursuing my career in front-end mega project management and keep building my expertise so go on to portfolio lens of value and strategic management, as well as project control measures, across the globe. I also see myself learning towards leading teams and developing the decision-making skills required for such responsibilities. This is something I plan to learn more about and focus on over the next couple of years.
I view sharing professional knowledge as a bank that thrives on sharing. I want to share my insights and learnings at my alma mater(s) and hopefully write professional chapters as well.