Index of Symposium Speakers

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Speakers with Presentations (sorted by family name)

For the full listing of speakers at a symposium visit our Symposium history pages.
  

Quick Links - Speakers surnames in the range

-  A to C

-  D to G

-  H to K

-  L to T

-  U to Z

 


 

Aitken, Alicia Pic.jpgAlicia Aitken.

2017:  Project Management: Performance is mostly about people and culture.

This presentation takes you on her journey to the top of project management in Telstra, explaining why her role was created and what it does for her organisation.   It outlines Telstra’s view on critical factors in delivering project success and how they are helping Telstra deliver better project outcomes.  Download the Presentation.

 

 



Algeo_Chivonne.jpgDr. Chivonne Algeo.

2016:  Exploiting Project Knowledge to Enhance Project Governance and Control.

Managing intrinsic project knowledge has the potential to enhance project governance, and consequently the predictability of project outcomes. These control mechanisms can be mapped according to how knowledge is acquired and exchanged. Developing this map can minimise the potential for an overreliance on accidental opportunities to gather project intelligence, and deliver predictable project outcomes. However, an over-reliance on this systematic approach could drive mediocrity through conformity.  Download the presentation.

 


  

P1010870.JPGDCN, RADM van Balen.

2013:  The Customer’s Perspective.

The importance of effective project Governance and Controls in meeting the needs of the ‘customer’.
Download the presentation.

 

 


 

Blank-head.jpgDaniel Bamford.

2017: The ATO experience and lessons learned from improving project, program and portfolio performance.  

The ATO perspective on Professor Shergold’s “Learning from failure report …” and the ATO’s experiences and lessons learned from its P3M3 improvement and the Reinventing Tax organisational transformation program.  Download the Presentation.
 


 

Barker, Geraldine.jpgGeraldine Barker.

2016: The UK Perspective on the Approaches, Challenges, and Lessons Learned in improving Performance of Major Projects at Individual and Portfolio Levels.  

An independent and authoritative overview of the UK perspective and experience from the review of the Major Projects Authority undertaken by the presenter, on the approaches, challenges, and lessons to be learned in improving the performance of major projects at individual and portfolio levels.  Download the presentation.  
 


 

Robert Bolton.jpgRobert Bolton.

2017: Project Alliancing and Critical Chain Project Management Methods that INCREASE and ENSURE project collaboration.  

CCPM (Critical Chain Project Management) has significantly improve project performance without compromising on scope or quality. However, despite a few successful exceptions, the use of CCPM has not gained much traction in the capex or construction sectors. This presentation suggests that combining CCPM and a Project Alliance offers the industry a powerful approach to improvement. It will show how both methods by themselves have delivered significant benefits to project performance, and in combination, they offer a robust approach to delivering improved ROI for the clients and improved profitability for the supply base and contractors.    Download the Presentation.

 

2016: Complex Projects   -  how to reduce the schedule RISK and ensure the desired returns.  

Complex projects are now the new normal.  They are big ($500 million plus and over $6 trillion globally).  They have many dependencies, relationships and stakeholders creating a spider web of linkages.  They are generally late.  Often very late. And well over budget. This presentation shows how the CPM & CCPM methods compare.  Discuss the perils of multi-tasking plus explore the risk mitigations tools such as the fever chart.  It also discusses a number of case studies of complex projects in the infrastructure, building and defence industriesDownload the presentation.  

 


 

 

LaurieB.jpgLaurie Bowman.

2014: Effective Project Control of Construction Performance.  

The effective management and control of construction performance is a key determinant in overall project success. It is in the interests of both the contractor and the owner to plan, measure, monitor and control construction progress. Download the presentation.  

 

 

 


 

Yvonne Butler.jpgYvonne Butler.

2015:  Project Governance and Controls - The Australian Perspective, Challenges Initiatives and Opportunities.

Project and program management improvement initiatives supported by the PMI. Download the presentation

 


 

Bryant, Dave.jpgMr David Bryant.

2016:  ICT Project Success and the suitability of key persons.

This presentation highlights the results of David's research. It seeks to answer questions such as: What are the behavioural roles of key members of successful ICT project teams?  Are these behavioural roles a cause of improved team effectiveness?  Is team effectiveness a cause of project success?  David draws on academic research, cases studies of PM Achievement Award finalists and personal experience to highlight opportunities for improvement in project team selection and developmentDownload the presentation

 


 

Joe Campbell.Joe_Campbell.jpg

2015: Foundations for a Successful Project Controls System.

The building blocks necessary to implement an accurate and useful Project Controls system, including:
-  The data necessary to build a complete view of project performance
-  Effective data integration to improve efficiency and speed to insights
-  Using project data to forecast and improve outcomes
-  Business and organizational considerations for implementing a project controls system.

Download the presentation.

 


 

Peter-C.JPGPeter Colquhoun.

2015: Extending EVM & scheduling best practice metrics.

An overview of Earned Schedule, which provides time based schedule metrics and schedule prediction using EVM data. Advanced techniques which build on from Earned Schedule is also discussed including the concepts of “Schedule Adherence” including the P factor measure and an explanation of how Schedule Adherence directly assists network schedule analysis by enabling the identification of tasks subject to “impediments and constraints” or “at risk of rework”. Download the presentation.  
 

2014: Earned Value: Taking the Next Step When Schedule is King.

Anecdotal experiences that trace project management issues around EV and then identifying how Earned Schedule (If known about) may have provided insights and confidence that could have lead to better outcomes in a fixed price environment. Download the presentation

 

 


 

AVM Deeble.jpgAir Vice Marshal Chris Deeble.

2015:  A Best Practices Project Governance and Controls Framework Using Joint Strike Fighter as the Case Study.

This presentation discusses the project governance and controls framework for the Joint Strike Fighter (JSF). The importance of the framework in enabling the achievement of successful outcomes from the strategic level down and the relevance of the governance and control considerations for projects and programs of all sizes and complexity is highlighted.  Download the presentation.  

 


 

MarkD.jpgMark Dickson.

2016:  Benefits Linkages - Creating connection between purpose, governance and controls.

Insights as to why benefits realisation should become a cultural movement within organisations and why linkages to Governance and Controls may hold the key to increasing successful project, program and strategic outcomes based on PMI’s 2016 Global Project Management Survey, the Pulse of the Profession®.  Download the presentation.

 


 

Rafd-ACS.jpgRaf Düa.

2017:  Peer Reviewing a Project Schedule.

 

Management is required to ensure that the project planning and schedule being offered up actually works and actually meets the requirements of the contract and will, in reality, deliver the project.  A Peer review will establish that a methodology and project narratives exist. Typical Peer Review techniques services include:

-  Schedule consistency with Contractual clauses and any constraints
-  Ensure KPI’s are met
-  Evaluation of project status with relation to the updated schedule
-  Earned Value Analysis
-  Schedule Pull Sessions and crash studies
-  Preparation of schedule narratives
-  Analysis of "what if" scenarios for change order impacts
-  Analysis of likely time extension requests

The presentation will illustrate how this can be achieved:

-  Download Raf's presentation.

-  Download the supporting White Paper.  

 

 

2015:  The Case for Governance and Controls.

The effect of statutory provisions mandating continuous disclosure by listed companies and recent enforcement activity on the governance of projects, programs and portfolios.  Download the presentation, or download the full paper.

 

2014: Using Cultural Change to Introduce Earned Value Performance Management into an Australian SME Rural Construction Company.

This paper howhow cultural change was introduced into a rural, small to medium, Construction Company, using EVPM to manage increasing workload and tight resources and market conditions for a low cost. Download the presentation


  

Elissa Farrow.jpgElissa Farrow.

2014:  Harnessing the Power of Diversity.

This presentation covers: What are the benefits of diversity? How significant are diversity differences e.g. ethnicity, gender, age, location? How do we build project teams that bring out the strengths of our diverse workforce? How do you create a ‘rich communication’ environment and break down barriers? What the role of a leader is in diverse project teams? Download the presentation.
  

 


 

RobElliott.jpgCDRE Robert Elliott.

2017: A Defence Perspective on Reform and Improving Project Performance.

This presentation looks at the role of program sponsorship within the 'one defence' reform program and how the structure of accountability is enhancing program delivery and sustainment. Download the presentation.

 


 

David Fox.jpgDavid Fox.

2015: Applying project controls including Earned Value and Earned Schedule to a Manufacturing Environment.

An overview of the application of project governance and controls using EVM and Earned Schedule in a manufacturing environment. Download the presentation.

 

 


 

Amit Ghildyal.jpgAmit. Ghidyal.

2017: Realising Value from IT Governance: Issues and Solutions.

As part of its Enterprise Information Management (EIM) 2015-2025 Strategy, Defence has embarked on a journey to implement an Enterprise Resource Planning (ERP) system. The key challenges with IT governance implementation are the IT risks, which hinder enterprise performance. The strategy for IT Governance through EIM using benefit realisation models is sound at the policy and process level, however, there is a need to build an implementation and evaluation framework to help ensure realisation of the benefits and the vision. This paper presents a practical implementation and evaluation framework for IT governance and benefits realization.  

-  Download the Presentation.  

-  Download Amit's full paper.


 

Valdi 140531.jpgValdi Gravitis.

2015: A NSW Government Project Portfolio Improvement Initiative.

This case study is of a project portfolio improvement initiative, in the then NSW Department of Lands, that used Earned Value Management as a key strategy. Download the presentation.  

 


 

Blank-head.jpgBrad Grey.

2014:  Blue Poles: The Science and Art of Project Governance.

Using the painting as an analogy, this presentation explores the science behind project governance that turns chaos theory into control theory. Download the presentation.

 

 

 


 

Halton, Jane.JPGJane Halton.

2016:  The Finance Transformation Program.

Speech to the Project Governance and Controls Symposium, by the Secretary of the Department of Finance, Ms Jane Halton AO PSM, Canberra, 12 May 2016. Download the speech

 

 

 

 



Louise Hart.jpgLouise Hart.

2014:  A Failure of Governance: InterCity West Coast Franchise (UK).

In 2012 the UK Government announced that it would award £5.5 billion InterCity West Coast passenger rail services franchise to First West Coast Limited. Virgin Trains, the ousted incumbent, successfully challenged the decision. This presentation explains what went wrong and the lessons that can be learned in the context of project governance and control. Download the presentation

 


 


SHayes.jpgStephen Hayes
.

2014:  The management of projects in a complex environment.

The need for research and the work of the ICCPM.  Download the presentation.

 

 

 


 

Deb_Hein.jpgDeb Hein.

2015:  An Overview of Complex Project Management and ICCPM Initiatives and Research.

An overview of complex project management, why it is different to regular project management and what this means for the manager responsible for delivering outcomes.  An overview of ICCPM initiatives and research activities is also covered. Download the presentation

 


 

 

Kym_H_big.jpgKym Henderson.

2015: Establish the Project Baseline + Integrated Baseline Reviews.

The project baseline provides the foundation for effectively managing a project and measuring progress against plan. This presentation looks at the Earned Value Project Management (EVPM) processes used to establish a project baseline and provides an overview of the conduct of the Integrated Baseline Review (IBR) that confirms the viability and approves the Performance Measurement Baseline.  Download the presentation.

 

2014: The Increased Importance of Project Governance and Controls in Lean Times.  

Project controls challenges with the Defence community. Download the presentation
  

2013: Earned Schedule In Action.

Case study: The application of Earned Schedule on two IT projects, demonstrating quantifiable cost and
schedule performance improvements. Download the presentation.
  


 

Hudson, David.jpgMr David Hudson.

2016:  Project Controls and the Implications for Enterprise Project Management. 

This presentation discusses the wider implications of project controls in the context of an Enterprise Project Management framework and the overlaps between project controls and organisational project management maturity. Download the presentation.

 


 

Yiding.jpgMr Yiding Hu.

2016:  Can We Improve Project Risk Management?

Risk management of a Defence acquisition project requires the identification and mitigation of risks from initial project planning to the end of service life.  When dealing with long-term system or capability development, project risk management is a dynamic process.  This leads to a need for the effective management approaches outlined in this presentation

Download the presentation.

 


 

Tom Ioannou.jpgDr. Tom Ioannou.

2016:  The Australian Perspective.  Download speaking notes

 

2014:  Project Governance and Controls - the ANAO Perspective.

This presentation covers an outline of the ANAO’s role, structure and audit approach; a discussion of their general perspective on policy and project implementation, and includes lessons learned from some recent audits. Download the presentation.

 


 

Joiner_Keith_400px.jpgDr Keith Joiner.

2016:  Key opportunities to achieve best practice in capability development 

Recommendations from the Defence First Principles Review are wide-ranging but will in most instances be judged by the success of reform of capability development. This paper proposes two key measures on which to judge the early success of Defence’s capability development reforms. First, the author proposes the formation of an industry-standard program management office (PMO) to oversee the life cycle of all acquisition projects from inception to final operational capability as part of comprehensive and balanced programs. Second, the author proposes the creation of a robust centralised branch to manage all test and evaluation (T&E), so that all projects have credible test results that underpin the PMO’s decision-making throughout the development and fielding of new capabilities.   Download the presentation

 

 

2015:  Best Practices in Capability Delivery - Test and Evaluation.

The Australian Senate Inquiry into Defence Procurement found that over the decade from 2000 to 2010 that some ten percent of projects by value ($7.6 billion) had failed to deliver the capability sought and that inadequate test and evaluation was a significant factor in the risks not being determined early enough for them to be mitigated. This presentation describes the new T&E policy, gives examples of how and when it has been applied.  Download the presentation

 
 

 

Keating, Charles (Better Pic).JPGProfessor Charles B. (Chuck) Keating.

2017: A Fresh Look at What Makes Projects Complex and How to Deal With It

This presentation focuses on complex system governance. His research has looked at what makes projects complex. He uses this to propose a fresh structure and process to appropriately govern complexity - one that is not reliant on either a purely system engineering approach (e.g. increased modelling & simulation) or exclusively on project management approaches (e.g. P30).  Download the presentation.

 


 

roxanne-kelley-june.jpgRoxanne Kelley.

2016: An Update on the First Principles of Defence Review Implementation Project

The First Principles of Defence Review Implementation project is approaching its first year anniversary. This presentation focuses on the achievements to date, lessons learned and the challenges which need to be overcome to achieve success on this very large and significant organisational change project.  Download the presentation

 

2015:  "One Defence", The Reasons For Change and Way Forward Focusing on the Challenges and Opportunities for the Defence and Project Governance and Controls Community. 

A first hand insights into what the First Principles Review means for the future of project governance and controls and project management in Defence, including an overview on the reasons for the now accepted recommendations for change.  Download the presentation


 

Kenley, Russell.jpgRussell Kenley.

2016: Implications of Location-based Planning for Defence and Government Projects

This paper describes a new project management model, the location-work breakdown matrix. It represents a fundamental shift in the way location is handled in project breakdown structures. This can improve efficiency in establishing projects, in scheduling and managing projects and can provide better control and earlier warning of problems in project control. The model has application for all physically located projects.  Download the presentation.

 

2015: Redefining the role for location in project controls. 


 


Walte Lipke.jpgWalte Lipke.

2017:  Evolution – Earned Value Management, Earned Schedule, and Science.

Advances in science have been made through the practice of the scientific method; that is, through the proposition of theory followed by experimental testing to either, support and validate the proposition, or refute it. The common denominator in this process is the use of measures. This presentation discusses specific advances in measures and practice, making comparisons between science, Earned Value Management, and Earned Schedule. It is shown that measures intended and used for project control can lead to organizational improvement, improving both product quality and process efficiency. The objective of the presentation is to inspire attendees to initiate an improvement in their own project group or company.    Download the Presentation.

 

2013:  Earned Schedule - Ten Years After.

Earned Schedule is an extension to Earned Value Management (EVM) which provides accurate time based metrics. This presentation includes an overview of the history of the global collaboration, the capabilities, benefits and challenges of the method, and its present status in global project management practice. Download the presentation

 


 

PerryOren.jpgPerry Oren.

2017:  Should I buy that Ferrari?  The difficulties of cost-benefit analysis.

With a light-hearted example, this presentation illustrates why it is so difficult to determine the value of a project at initiation or determine whether it will be a success, taking the audience through the conception of the project, the analysis of the costs, the estimate of the benefits, and the possible outcomes.  This example explores why standard financial analysis techniques do not always assist us in getting the best outcome from a project investment decsion, and why benefits realisation is often so difficult to accurately forecast.    Download the Presentation


 

Blank-head.jpgHarold Petersen.

2014:  Governing project / programme / portfolio performance and ROI.

Designing a blueprint Portfolio, Programme, Project Management Office structure and implementing the blueprint into your organisation, resulting in greater programme, project success and measurable ROI. Download the presentation

 


 

Penna, Melinda.jpgMelinda Penna.

2016:  How to Turn Project Controls Data Into An Executive Level Presentation.

Project Controls is one of the most important aspects to supporting project success. The data consumed and information produced is vitally important for making the best possible decisions by those who lead us through the complex world of project delivery. However, all too often the voice of project controls is not heard clearly by those in the top positions. Melinda spoke about the challenge of bridging the gulf between raw project controls data and the executive view, what the executive perspective is on projects and project information and how Telstra is building the bridge that will ensure that our executive decisions on projects are able to use evidence derived from project controls data. Paper witheld from publication. 

 


 


Mark Phillips.jpgMark Phillips.

2014:  Reinventing Project Communication: How to Design, Lead and Manage High Performing Projects.  

Book review.  Download the presentation.

 


 


Pyke, Andrew.jpgAndrew Pyke.

2016:  The Challenges of and Potential Solutions to Scope Definition Issues on Complex Projects.  

This presentation explores some of the vexing problems in defining scope on complex projects, including the Richardson Effect, which found in measuring coastlines that the smaller the ruler, the longer the resulting coastline. As we try to bound project scope in more and more detail, could we be victims of the Richardson Effect, increasing the effort and schedule without limit?

The presentation will explore the possibility that there may be many different answers to a project scope boundary and how we can extract projects from the problems created by issues of scope definition.  Download the presentation.

 


 


Karen_Richey_web.jpgKaren Richey.

2014:  Lessons Learned from Federal Agency Reviews of Capital Acquisition Programs and GAO Improvement Initiatives in the USA,  2014,  .

A review of the implementation of high quality project controls by the USA Government Accountability Office, including the GAO Cost and Schedule Guides. Download the presentation

 

 


 

Belinda Robertson.jpgBelinda Robertson.

2015: Right Projects, Right Way, Right Results – A Case Study on Building Project and Portfolio Management Capabilities in the Australian Taxation Office. 

The ATO's journey from output to outcomes thinking, including the cultural change within the ATO - moving from uncoordinated, organisational unit focused project demand to a strategically driven portfolio prioritised to deliver business value and the Reinventing the ATO outcomes.  Download the presentation

 


 

Blank-head.jpgTony Scuteri.

2017:  Introduction to Project Scheduling. 

A schedule is fundamentally the decomposition of a project Work Breakdown Structure (WBS). The most widely used scheduling technique is the critical path method (CPM). CPM is mathematical analysis, which can be used on all types of projects that can be represented as a list of activities, each with an estimated duration, single or three-point. In addition, the dependencies between activities need to be defined, as do the resources required to deliver the scope of each activity. Developing and maintaining a schedule throughout the project lifecycle usually involves specific Project Management software, the data managed in the scheduling system is typically integrated with other software tools, examples of which would be an Earned Value system. The session which is educational in nature.

Download the presentation.


 

Peter Slay.jpgPeter Slay.

2017:  Failure of Public Sector Programs: A Framework to Manage Success Criteria. 

Public sector programs are commonly criticised for having poor outcomes.  One reason may be that such programs have multiple key stakeholders each with differing opinions regarding what would represent a successful outcome. This paper presents a framework to assist project managers to develop a broad-based success criteria review in consultation with key stakeholders and to manage perceptions of program success throughout the implementation period.    Download the Presentation

Winner 2017 Essay Competition.


 

CollinSmith.pngCollin Smith.

2017:  Contracting for Success in Complex Projects. 

This presentation covers the 10 years since the inception of ICCPM, and improvements in the delivery of complex projects. However, the role of contracts has been identified as contributing to the challenges of successfully delivering complex endeavours. Findings from a series of 'roundtable discussions' between ICCPM and IACCM members suggest how improvements could be identified and barriers overcome in order to achieve further gains in delivery performance.    Download the Presentation

 


 

John smyrk.jpgJohn Smyrk.

2015:  The Project Governance Model. 

Effective project governance models support project success and enhanced organizational performance. This presentation introduces a project governance model with a particular focus on the role of the project owner.  Download the presentation.  

 

 


 

Hayden Thomas.jpgHaydn Thomas.

2017: Stacking the Odds for Project Success.  

Projects are successful, challenged or failed and dependant on where you are sitting, they can be all three at the same time. As Project Professionals we are constantly striving for that elusive successful project and in this presentation we will discover the thoughts, stages, roles, concerns and tricks/actions that will assist you on the way to Project Immortality.  Learning Objectives

-  Learn why organisations don’t care what role you are playing
-  Pre-Determine the definitions of successful projects
-  Increase your Tool Kit to effect successful and sustainable change

  Download the Presentation


 

Blank-head.jpgCol Thorne.

2014: Project Governance and Controls - the Customer Perspective.  

A review of the DMO project controls environment and requirements. Download the presentation

 

 


 


Gary Troop.jpgGary Troop.

2013:  Earned Value and Integrated Performance Management – The International Perspective.

The importance of effective project Governance and Controls regimes and the role of EVM and Integrated Performance Management in achieving successful project outcomes. Download the presentation.

 


 


Kim Terrell.pngKim Terrell.

2016: Going the extra mile.....

This presentation looks at the department’s approach to programme and project management, focusing on how the department manages its portfolio of programmes and projects in a large, complex and fast moving environment, and the controls and approaches that lead to the successful delivery of new services for Australians. It also covers some of the lessons the department has learned over the past five years in tackling large business and ICT transformational programmes.. Download the presentation.

 

 


 


stephan-vandervoorde.jpgStephan Vandevoorde.

2014: If Time is Money, then Accuracy is Important.

An evaluation of the benefits of applying Earned Schedule to airport construction works. Download the presentation

 

2014: Commercial Sector EVM / ES Implementation in Europe at Fabricom Case Study.

A commercial validation of the use of EV and ES to enhance project performance.  Download the presentation

 


 

LouVidotto.jpgLou Vidotto.

2017:  Basic Project Control Metrics.

Project Controls is an integral component of any project team.  From the initial concepts development to the options analysis, right through implementation to handover to the operators. It provides the framework for project documentation linked by a comprehensive Work Breakdown Structure to enable the development of the project baseline documents.  This session looks at the makeup of a well-functioning project team and the metrics that a project controls team is expected to establish, monitor, analyse, and report on to enable the project manager to make informed decisions for a successful project.     Download the Presentation


 

Steve Wake photo.jpgSteve Wake.

2015:  Project Governance and Controls, The UK Perspective, Challenges and Initiatives.

Project and program management improvements initiatives being undertaken by the UK Government in which the APM is a major contributor and the ability of APM to confer chartered professional project management qualifications Download the presentation
  

2015: Project Control Metrics.

Project metrics provide the vital window that allows us to gain visibility on how a project is performing as it progresses.    This presentation looks at both traditional and improved / emerging EV metrics. Download the presentation


 

Weaver_Low.jpgPatrick Weaver.

2017:  Update on Progress with the Development of ISO Project Management  Standards and the Consequences for Australia!

The mission of Technical Committee 258 (ISO/TC 258) is to develop and maintain guidance standards and other ISO documentation regarding the management and governance of projects, programmes, and portfolios. The objective of the TC is to provide the global marketplace with a common understanding and vocabulary with which to practice these management disciplines. Australia is a key participant in this work and this report will provide PGCS delegates with a firsthand account of the work accomplished and in progress, based on the presenter’s personal involvement over the last 10 years. 

 

2017:  An Overview of Earned Value Management.

This workshop is designed for Business Managers and planners moving to introduce Earned Value Business Management into an organisation and is based on AS4817. At the end of the session, trainees will understand the power of using Earned Value as a practical control and monitoring technique designed to provide added value and insight to their overall project control process and appreciate the steps necessary to implement an effective EV system in their organisation.    Click to download Patrick's Presentation

 

2016:  The art of predicting project completion. A good baseline schedule is not enough!

A standard CPM schedule is a highly optimistic assessment of the likely project completion date!  This 1-hour practical workshop identified the limitations of a CPM schedule (and why this is a good thing for managing the work).  Plus the steps necessary to move from a standard CPM schedule to a P80 prediction of likely completion based on the GAO guidelines.  Download the presentation

 

2015:  Stepping up to Governance, the development of ISO 21503.

The Governance of projects and programs to create value requires a holistic, integrated approach. This paper looks at the management challenges involved in moving from traditional ‘project management’ to the effective ‘management of projects’ and shows how the Draft International Standard ISO2503 can help achieve these objectives. Download the presentation

 

2015:  Establish the Project Schedule.

Developing an effective schedule is key to effective Earned Value.  This session will look at how to develop a schedule that works covering:
- Planning, strategy and scheduling.
- Planning the schedule development.
- Linking the schedule to the WBS and work packages.
- Rolling Wave - adding detail at the right time.
- Keeping the schedule relevant, its value and its limitations (including the roles of ES, SCRAM and validation tools).  Download the presentation

 

2014: Governing Agile – The changing role of project controls in an ‘Agile’ environment.  

Adapting traditional 'governance and controls' to support 'Agile' project developments. Download the Presentation
  

2013: Governance and Controls.

The interaction between governance, control systems and organisational maturity in the creation of value from investments in projects and programs. Download the presentation.

 


 

Sean Whitaker.pngSean Whitaker.

2015:  Project Governance and Controls - The PMI Perspective, Challenges, Initiatives, and Opportunities.

Project and program management improvement initiatives supported by the AIPM. Download the presentation

 

  


 

Wolfe, Lisa.jpgLisa Wolf.

2017:  USA Program Management Improvement and Accountability Act  -  
What it is, what it does, what it means and possible lessons for Australia.

This presentation offers some insights into the background to the US Congress passing the Project Management Improvement Accountability Act (PMIAA).  Download the Presentation.

 

2016:  Project Surveillance.

The term surveillance is derived from the French word ‘surveiller’ and has a military pedigree. It refers to keeping watch on a location or person. In project management, the notion of surveillance begs the question, “What do you watch?” Observing a project manager first hand is overbearing and may not be warranted. What you can watch is a project manager’s outputs from baseline establishment through project execution, as well as the people, processes, and tools being used to ensure appropriate monitoring and control processes are in place. This presentation focuses on practical approaches which will build solid surveillance processes and functions that can help significantly improve key project performance factors. Download the presentation


 

raymondyoung.jpgDr. Raymond Young.

2017:  Implementing Strategy through P3M and Benefits Management:  A Case Study of the Defence Science and Technology Group.

The Australian Defence Science and Technology Group (DSTG) is implementing a project, program and portfolio management (P3M) approach for investment prioritisation based on strategic alignment and delivery of benefit (outcome, value or impact) to Defence research goals or needs. As part of this approach an action-research case study has confirmed that P3M and benefits management are necessarily organisation wide initiatives, but found implementation can be demanding.  Senior management support is important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important.    

Download the Presentation

Runner up 2017 essay competition