Anticipation is increasingly at the heart of urgent contemporary debates, from climate change to economic crisis. As societies are less confident that tradition will provide an effective guide to the future, anticipatory practices are coming to the foreground of political, organizational and personal life.
The PGCS Library is a rich resource open to all. The three key sections are:
You are invited to make use of these resources - to start, click through to our resources page.
Professor Charles B. (Chuck) Keating is a Professor in the Engineering Management and Systems Engineering Department at Old Dominion University located in Norfolk, Virginia, USA.
His 2017 keynote presentation on complex system governance topic is highly relevant to developing strategies which can be implemented to improve project delivery outcomes in an environment of ever-increasing project complexity. Complexity is unavoidable in most major projects and programs and traditional modes of governance and management have been proven to be ineffective - a new paradigm is needed to effectively govern and manage complex projects and programs.
Chuck's research has looked at what makes projects complex. And he uses these insights to propose a fresh structure and processes to appropriately govern complexity which is not reliant on either a purely system engineering approach or exclusively on project management approaches.
Click here to view Chuck's keynote presentation: Complex Systems Governance, What it is and What it Offers for improving project performance.
Project management has taken another significant step towards becoming a profession. After several years of debate and decisions in the UK High Court, the Privy Council considered the application by the Association of Project Management (APM) at its meeting on 12 October 2016 and has now issued an Order of Grant, which has triggered a process which will see the association awarded a Charter.
This process combines a modern assessment of the ‘worth’ of an organisation and the members it represents, their value to society, with the traditions of the UK Crown going back centuries. In keeping with history, the Charter will be printed on vellum and have the Royal seal attached. In keeping with the modern age the APM will then need to reconfigure its structure, and how it qualifies project managers.
Once the Charter has been sealed APM will implement the procedural, legal and accounting transition to re-constitute itself as a Chartered body during 2017 including transferring the assets and liabilities of the existing charity to a new Chartered Body Corporate. The new body will then conduct a public consultation on the criteria for admission to its planned register of Chartered project professionals, placing project managers on the same professional level as other professions in the UK.
Achieving Chartered status on behalf of the project management profession is expected to:
Whilst this process is very UK centric, and based on the traditions of the Royal Courts, it has much wider implications. When the transition is complete in 2017, project managers, or at least the newly designated Chartered Project Managers will be on the same professional standing as Architects, Engineers and Surveyors.
Whilst there will still be on-going debate of the nature of ‘professionalism’ in the 21st century in at least one major jurisdiction the concept of placing project management in the same frame as other ‘modern professions’ is close to becoming an accepted fact. The challenge will be to drive the change in behaviours needed to allow project managers to live up to the code of behaviour and ethical standards expected of a professional – one of the themes PGCS is focused on.
In her keynote speech at PGCS 2016 Ms Jane Halton, AO PSM the former Secretary of the Department of Finance highlighted the importance of the need to improve project management, governance and controls.
Click here to download her speech.
The Prime Minister’s address focused on his commitment to digital transformation and the huge benefits this will bring to citizens and to the government. But achieving this transformation needs leadership backed up with effective project governance and controls capabilities. As a consequence of both this address, and the Shergold Report, programme management and project management disciplines should be of great interest to all SES officers involved in policy implementation or digital transformation.
For a report on the Prime Minister’s address see: http://www.tannerjames.com.au/_blog/Tanner_James_Blog.
The ‘just released’ Shergold Report emphasises the critical importance of effective governance and controls in the delivery of major projects and programs. The PGCS is the first forum to explore and provide insights to the challenges of effectively governing projects and programs. And, to offer practical options and solutions to the shortcomings identified in the report; particularly for “Part D” which is focused on enhancing project (and program) management and the underlying project governance and control arrangements.
Our program for May 2016 is taking shape: see Program Page.
Resources from previous symposiums focused on project governance and controls are available from our Library Page (no registration needed).
On the 22nd December, Karen Richey, GAO Assistant Director, and former PGCS Keynote released the USA government's Schedule Assessment Guide: Best Practices for Project Schedules (GAO-16-89G), which is available on-line. this final version is the result of five years work and presents 10 best practices for developing and maintaining a reliable, high-quality schedule.
For more information and to download the schedule see: http://www.gao.gov/products/GAO-09-3SP