For the full listing of speakers at a symposium visit our Symposium history pages.
Quick Links - Speakers surnames in the range:
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Jonathan Jacobs.
2021: Enterprise Portfolio Management: What good looks like based on TBH's cross-sector experience
This presentation aims to provide broad insights into what "good" looks like when developing and implementing an effective enterprise portfolio management solution. In so doing the following aspects will be considered:
- Understanding organisational, senior executive and stakeholder requirements;
- Understanding technical and structural requirements;
- Organisational processes for project and program prioritization including alignment to strategic objectives and benefits alignment and management;
- Organisational resource and demand management processes; Data quality and integration challenges;
- Behavioural and process challenges; Risks and opportunities; Project and program assurance mechanisms; and
- Integrated reporting requirements and systems..
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A/Prof Xiaohua (Sean) Jin
2022: Mental Health of Project Management Practitioners in Architecture, Engineering and Construction (AEC) Projects during the COVID-19 Pandemic
The novel coronavirus COVID-19 pandemic outbreak forced closure of construction sites across the states and people to work from home. The Architecture, Engineering and Construction (AEC) sector was mostly hit by the pandemic because of its engagement in complex projects that entails large supply chain and multiple parties in delivering construction projects. Disruption in supply chain of materials and workers to construction sites has introduced new management system in AEC projects. Remote management of multiple project parties sparked unprecedented challenges and project organizations struggled to transform into new forms of budget, quality and time management systems. These unprecedented changes and challenges due to the COVID-19 pandemic have introduced new psychosocial risks for mental health of project management (PM) practitioners in the AEC sector. This research is aimed at improving the mental health status of PM practitioners in AEC projects during the pandemic by exploring the pandemic-associated psychosocial risk factors, evaluating the stress level of PM practitioners, assessing organization-level interventions, and establishing a psychosocial risk management framework. These research objectives were attained through an expert forum, an industry questionnaire survey and a quantitative analysis based on structural equation modelling. The findings are expected to help organizations in the AEC sector to take effective measures to improve the mental health of their most valuable assets – PM practitioners.
Dr Keith Joiner.
2019: Solving Tensions of Overlapping Project Management and Systems Engineering with the Elegance of the Complex Systems Governance Approach
The Complex System Governance (CSG) model foundationally fuses these disciplines in new governance meta-functions. Further the associated pathological approach developed for CSG implementation provides a path of least resistance and thus greatest parsimony for such change management. In this presentation we overview research illustrating the CSG underpinnings with the concepts of parsimony, requisite saliency, minimum critical specification, power law, and requisite hierarchy; thereby providing more elegant organizational approaches to complex program management and systems engineering than re-integration overlays.
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2018: Case Study in new Project Governance Quantitative Techniques.
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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.
Val Jonas
2023: Leadership and Governance: are you steering or sitting in the back seat?
We all agree governance is a good thing, but what does it mean in practice? While definitions of governance focus on oversight and control, today's volatile environment requires an increasingly agile, far sighted and risk-intelligent leadership approach. And that all points to a new focus for governance: steering. Does your leadership have their hands on the wheel? Are your stakeholders confident of the future? Is your program/project team on board? Join me to explore some practical ways in which we can apply an intelligent approach to leadership and governance.
2022: Who needs luck? How innovators thrive on risk and opportunity, leading the way to success
For many years, opportunity was regard as the way to cancel out risk - the zero-sum game, that meant there was no need to fund risk mitigation. But thinking has matured to a degree since then. And pundits have long since stopped describing risk and opportunity as simply the flip side of the same coin. Sadly, however, little progress has been made on new, alternative thinking on how to systematically exploit opportunity. Which means that we are missing a trick, ignoring a key tool that could help us achieve our goals: innovation. This presentation takes a practical look at some of the key strategies and tactics you can employ to capture opportunities and tip the odds in your favour. Leading the way to success.
2021 Masterclass: Leading the way on risk intelligent decision making (risk vision, framework and engagement).
2020 Webinar: The art of Risk Intelligence and 20:20 Decision Making
In this webinar, we explore how to nurture risk intelligence in our organisations, from the top down, from the middle out, from the bottom up. By establishing risk vision, risk connectedness and risk engagement, we can turn risk from an unwanted foe to a welcome friend - a powerful force for good. Risk intelligent organisations navigate the future purposely, through sound decision-making that drives innovation, efficiency, effectiveness and successful outcomes.
View the webinar.
Ciril Karo
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Dr Yongjian Ke
Professor Charles B. (Chuck) Keating.
2021 Masterclass: A Practical Guide to implementing Complex Systems Governance Concepts on Projects
The purpose of this presentation is to provide a hands-on experience for Project Management (PM) professionals for application of Complex System Governance (CSG) concepts. CSG is a new and novel approach to improve performance through purposeful design, execution, and evolution of essential system functions. These functions sustain project performance in the midst of external turbulence and internal flux. CSG addresses the 'messes' and 'wicked problems' that are the by-product of modern projects and continue to overwhelm PM practitioners. Application of CSG for PM is examined to:
(1) appreciate and map the complex environment faced by modern PM,
(2) discover sources of 'deep system' project failure modes that ultimately produce schedule delays, cost overruns, and missed performance targets,
(3) explore the 'systems' basis for those failure modes, and
(4) develop responsive and feasible systems-based strategies to preclude failure modes in the design, execution, and development of complex projects.
View the Masterclass outline.
2020 Webinar: A Practical Guide to implementing Complex Systems Governance Concepts on Projects
The purpose of this presentation is to provide a hands-on experience for Project Management (PM) professionals for application of Complex System Governance (CSG) concepts. CSG is a new and novel approach to improve performance through purposeful design, execution, and evolution of essential system functions. These functions sustain project performance in the midst of external turbulence and internal flux. CSG addresses the 'messes' and 'wicked problems' that are the by-product of modern projects and continue to overwhelm PM practitioners. Application of CSG for PM is examined to:
(1) appreciate and map the complex environment faced by modern PM,
(2) discover sources of 'deep system' project failure modes that ultimately produce schedule delays, cost overruns, and missed performance targets,
(3) explore the 'systems' basis for those failure modes, and
(4) develop responsive and feasible systems-based strategies to preclude failure modes in the design, execution, and development of complex projects.
2019 Keynote: Complex Systems Governance: A New Approach for Addressing the 'Messes' and 'Wicked Problems' that are By-product of Modern Projects Which Overwhelm PM Practitioners
Complex System Governance is an advanced systems approach that offers project practitioners new and novel insights to improve complex project performance, including:
1. Identification of 'deep system' failure modes for projects beyond traditional cost, schedule, and performance deficiencies
2. Examination of systems based failures in design, execution, or development of critical system functions for projects,
3. Development of systems-based strategies to 'design out' system failures throughout the project life cycle.
Download the presentation.
2019: Responding to Complex Systems Challenges for Project Management
Managing complex projects is quite possibly the most difficult profession devised by man. Dealing with increasing complexity, uncertainty, and ambiguity while trying to maintain consistency in budget, schedule, and performance can challenge the most seasoned project and systems engineering manager. This presentation will examine several contemporary challenges facing project and systems engineering managers from a 'systems' perspective.
Download the presentation.
2019 Masterclass: A Practical Guide to Implementing Complex Systems Governance Concepts on Projects
The purpose of this workshop is to provide a hands-on experience for Project Management (PM) professionals for application of Complex System Governance (CSG) concepts. CSG is a new and novel approach to improve performance through purposeful design, execution, and evolution of essential system functions. These functions sustain project performance in the midst of external turbulence and internal flux. CSG addresses the 'messes' and 'wicked problems' that are the by-product of modern projects and continue to overwhelm PM practitioners.
Download the Masterclass handouts.
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.
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.
Chloe Kempster
2019: Earned Value Management in CASG
A correctly implemented Earned Value Management System (EVMS) will:
• Ensure better up-front planning by the contractor, leading to joint ownership of the Contract Performance Baseline, through an Integrated Baseline Review; and
• Provide the Commonwealth and company management with the same performance data that:
• reflects an objective measure of contract progress;
• aids in analysis of the future cost and schedule outcomes;
• aids in informed and timely decision making by providing early indication of possible problem areas; and
• allows management by exception by drawing management attention to critical variances from the plan.
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2019: Cost Estimation – Building Better Practice
First Principles Review (FPR) (1 April 2015) highlighted improvements required in Defence on how costs are estimated, contested and managed. Capability Acquisition and Sustainment Group (CASG) in the setup of Functions established the Project Controls Directorate under Program Management Function to improve all the disciplines of project controls (cost, schedule and risk).
*Assuring and enabling delivery of Defence Capability to the agreed scope, schedule, quality and cost.
*Providing competent skilled resources to enable ongoing Program, Project and Product delivery.
- Establishing standardised approach to lessons learned, Pre Gate 2, Program, Project and Product Management to improve capability delivery.
- Implementing standardised transparent Program, Project and Product performance management across the Capability Life Cycle to improve accountability, transparency and trust.
- Providing trusted internal independent assurance and compliance services to ensure Programs, Projects and Products have appropriate oversight and guidance throughout the Capability Life Cycle
In being able to deliver against each of these initiatives this talk will focus on cost estimation and the improvements that are currently being delivered and the roadmap for the future.
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Russell Kenley.
2018: Project Governance by Project Micro-Milestones: Location-Based Micro-Milestones and pre-registered payment distribution.
Options to effectively manage construction industry cash flows using project banks and payments based on achieving micro-milestones.
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2018: Progress in International Project Management Standards.
An overview on the progress of WBS and EVM standards being developed by ISO TC 258.
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.
Gordon Kranz
2023 Keynote: Adapting Systems Engineering from Waterfall to Agile
Agile methods are being used in all aspects of business and government to address the rapid change in the business and social environment. Historically systems engineering practices were used to help understand and define the problem before teams would start implementing solutions. Today changes in the need happen so rapidly the time to understand, define, and implement solutions needs to short and resilient to change. Based on the presenter's work, with NDIA and USA government agencies, this presentation will discuss how systems engineering is not only still relevant but is even more important in an Agile world, and highlight emerging best practices for using SE on Agile projects.
2022 Keynote: Integrating Project controls with Agile development
The pace of technology deployment is offering new opportunities and challenges for both commercial and government organizations. Commercial companies are trying to stay ahead of the competition, and government organizations adapting to the changing global economy and threats. Agile development methods are providing mechanisms to address these emergent and everchanging problems. We will discuss issues project controls professionals have with defining a baseline plan and tracking progress on Agile projects. Agile is a disciplined set of methods that should offer transparency with planning, status, and program objectives. If Agile methods are done correctly the plan, progress, and retrospective is clear. Understanding and mapping Agile methods and artifacts to traditional project controls is critical to being able to manage Agile programs.
Teresa Lawrence
The Sophisticated Problem Solver: Separating Idea Generation from Idea Evaluation
In life and in work, we encounter problems, challenges, and opportunities. In this session, attendees learn ground rules, thinking tools and experience the power that comes when we separate idea generation from idea evaluation. This “dynamic balance” between divergent thinking (a broad search for many diverse and novel alternatives) and convergent thinking (focused and affirmative evaluation of alternatives) is the crux of critical thinking and creative problem solving. When teams commit to this balance, things like stakeholder engagement, stakeholder identification, risk assessment, requirements collection, Definition of Done and much MUCH more accurate, inclusive and reliable.
This webinar will cover:
(1) The need to separate idea generation from idea evaluation.
(2) The “dynamic balance” between divergent thinking and convergent thinking.
(3) The ground rules and thinking tools needed for effective problem solving.
Click through to view the webinar.
Professor Kerry London
2019 Keynote: Designing for Project Success - The Power of Many and the Undoing by Multitudes
Much of the research in relation to major capital acquisition projects or mega projects in recent years has tended to focus on the theme that we have such massive time and cost overruns because we don't spend enough time in the beginning of a project to develop realistic planning schedules and realistic budgets. Realisation of this in Australia has resulted in the development of targeted approaches to the pre-planning budgeting. What is the next step then in designing for project success?
Download the presentation to find out.
Walte Lipke.
2022: Earned Schedule: Project Duration Increase from Rework
The introduction of Earned Schedule (ES), as an extension of Earned Value Management, led to the discovery of schedule adherence (SA). With SA, project managers can observe how closely the project execution follows the planned schedule, by monitoring the Schedule Adherence Index (SAI). SA provides methods for identifying tasks that may have performance restricted by impediments or process constraints, and other tasks that may experience rework in the future. As well, calculation methods have been created, utilizing SAI, for determining the rework generated from performing tasks out of their planned sequence. Thus, project managers have facility to assess the cost impact of rework. Rework obviously impacts project cost, but it must, also, increase project duration. This paper takes another step in the evolution of ES. A method is developed for determining the duration increase caused by rework.
2021 Earned Schedule – application of the To Complete Schedule Performance Index
This presentation details recent analysis using real data that has shown that the value 1.10 for TCPI and the To Complete Schedule Performance Index (TSPI) from Earned Schedule is a definitive and reliable performance threshold. This presentation describes the use of Earned Value Management/Earned Schedule project performance measures with the established threshold to compute the probability of cost and schedule recovery. Utilizing the computed probability, a schedule performance improvement strategy is discussed for achieving project recovery. The application of the recovery probability and strategy enhances the likelihood for having a successful project..
Download the presentation. Download the PGCAR Paper.
2018 Keynote: “The Earned Schedule Journey”
An overview of the impetus for creating Earned Schedule, the process and the challenges.
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2018: Managing out of Sequence Project Tasks
Understanding, and calculating the effect of out-of-sequence work on the reliability of Earned Schedule data. Defining the P-Factor'.
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2018 Masterclass: Predicting project outcomes – Earned Schedule is just the beginning!
The role of Earned Schedule in a comprehensive project controls system.
Download the handouts.
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
Alex Lyaschenko
PredAptive delivery: Predictive + Adaptive
Predictive and adaptive project delivery approaches have their own set of advantages and challenges, leading organizations to explore a hybrid model. This presentation investigates the effectiveness of hybrid project delivery in mitigating existing drawbacks and identifying potential new challenges. While some project management experts argue that debates between Agile and Waterfall delivery are irrelevant and all projects are inherently hybrid, the significance of hybrid projects comes into question. However, the consensus remains that all projects require agility. The integration of Waterfall and Agile methodologies into a hybrid approach goes beyond a simple combination of methods and techniques. It necessitates the adoption of fresh philosophies, standards, and tools. Predaptive delivery requires an effective solution to address the complexities of dynamic and unpredictable environments, as well as the demands of the competitive labour market. It achieves a balance between predictability and adaptiveness, optimizing value creation while navigating these challenges. To uncover innovative strategies for enhancing project portfolio delivery, it is vital to delve into the fundamental elements of project management DNA. This includes understanding the distinct characteristics, complexities, and uniqueness of projects, as well as identifying the most critical challenges within project portfolios that require resolution. By exploring these foundational aspects at a profound level, new insights and approaches can be uncovered to improve project portfolio performance, leveraging AI-based methods and tools.