In response to climate change issues, increasing numbers of vanguard projects are being established to help governments achieve sustainability goals through rapid technology development. We focus on the transition intermediation literature to argue that vanguard projects, as intermediation spaces, enable core and external project actors to assume intermediary characteristics to align, negotiate, and pursue policy level goals beyond the remit of conventional project goals. We contribute to project studies by providing a macrolevel contextualization of vanguard projects in the wider sociotechnical transitions debates. We suggest that transition intermediation is key for understanding projects and their achievement of wider policy goals.

This article presents the dark side of projects, engaging project scholars and practitioners in discussions about sensitive, confusing, uncomfortable, challenging, and questionable phenomena, such as corruption, sexism, money laundering, modern slavery, waste of resources, and organizational politics. The dark side impacts people’s lives, questioning the legitimacy of projects as forms of work organization and the political and ideological systems shaping the projects’ context. Project scholars and practitioners need to be aware of the harm the dark side of projects may promote. Ultimately, we aim to build awareness, promote research, and help sensitize our community to the dark side of projects.

The United Nations’ (UN) Sustainable Development Goals (SDGs) aim to deliver an improved future for people, planet and profit. However, they have not gained the required traction at the business and project levels. This article explores how engineers rate and use the SDGs at the organisational and project levels. It adopts the Realist Evaluation’s Context–Mechanism–Outcomes model to critically evaluate practitioners’ views on using SDGs to measure business and project success. The study addresses the thematic areas of sustainability and business models through the theoretical lens of Creating Shared Value and the Triple Bottom Line. A survey of 325 engineers indicated four primary shortfalls for measuring SDGs on infrastructure projects, namely (1) leadership, (2) tools and methods, (3) engineers’ business skills in measuring SDG impact and (4) how project success is too narrowly defined as outputs (such as time, cost and scope) and not outcomes (longer-term local impacts and stakeholder value). The research study is of value to researchers developing business models that address the SDGs and also practitioners in the construction industry who seek to link their investment decisions to the broader outcomes of people, planet and profit through the UN SDGs.

Achievement of the United Nations’ 2030 Sustainable Development Goals (SDG) is of paramount importance for both business and society. Across the construction sector, despite evidence that suggests 88% of those surveyed want to measure the SDG impact at both the business and project levels, there continues to be major challenge in achieving this objective. This paper shares the results of a qualitative research study of 40 interviews with executives from the United Kingdom (UK) construction industry. It was supported by a text-based content analysis to strengthen the findings. The results indicate that SDG measurement practices are embraced in principle but are problematic in practice and that rarely does action match rhetoric. While the research was completed in the UK, the findings have broader applicability to other countries since most construction firms have extensive global business footprints. Researchers can use the findings to extend the current understanding of measuring outcomes and impact at project level, and, for practitioners, the study provides insights into the contextual preconditions necessary to achieve the intended outcomes of adopting a mechanism for the measurement of SDGs. The international relevance of this research is inherently linked to the global nature of the SDGs and therefore the results could be used outside of UK.