Senior Exec. Keynote Speakers:
Academic Keynote Speakers
Western Sydney University
An Australian Perspective on the Need to Improve the Performance of Major Projects
Professor Peter Shergold’s Learning from Failure Report provided Government with an independent review of how to implement large public sector projects and programs successfully. The report includes 28 recommendations for improvement ranging from the provision of robust advice, creation of a positive risk culture, enhancing project and program management (including the education and qualifications of practitioners), learning from mistakes and changing APS culture to elevate the importance of roles “delivering results”.
This keynote is an opportunity to hear from the author of this report which will influence the future performance and practice of public sector project and program management, the careers of project and program managers and project support staff, and the way project and program management is implemented and assessed in both the public and private sectors. - Presentation not available for downloading -
Professor Peter Shergold AC has been the Chancellor of Western Sydney University since January 2011. Previously he had a distinguished career in the Australian Public Service, including five years as Secretary of the Department of the Prime Minister and Cabinet.
In August 2015 he presented to the Commonwealth Government a report Learning from Failure, which emphasised the need for greater project and program management capability in the public sector in order to avoid the repetition of past failures.
He is seeking to apply those principles in his role as NSW Coordinator General of Refugee Resettlement.
Professor, Engineering Management & Systems Engineering
Director, National Centers for System of Systems Engineering
Old Dominion University
Norfolk, Virginia, USA
A Fresh Look at What Makes Projects Complex and How to Deal With It
Professor Keating will be presenting 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). Click to download Chuck's Presentation.
Dr. Keating is a Professor in the Engineering Management and Systems Engineering department at Old Dominion University located in Norfolk, Virginia, USA. A faculty member since 1994, he also serves as the Director for the National Centers for System of Systems Engineering (NCSOSE) and focuses on teaching and research in the areas of Systems Engineering, System of Systems Engineering, Management Cybernetics, and Complex System Governance. He is one of only two faculty members in the Batten College of Engineering and Technology to receive both the Excellence in Teaching and Excellence in Research awards, annually awarded to the top performing faculty member in both of these college mission areas. He is a Fellow and Past President of the American Society for Engineering Management and in 2015 was awarded the society’s most prestigious award, the Sarchet Award, for his pioneering efforts in the field. He has published over 100 peer reviewed papers, generated over $20M in research, and graduated 23 Ph.D.s. He has performed research and collaborated with a variety of organizations spanning defense, security, aerospace, healthcare, R&D, and automotive. Prior to joining the faculty, Chuck served in leadership and technical engineering management positions for over 12 years in both the U.S. Army and private industry. His educational background includes a B.S. in Engineering from the United States Military Academy (West Point), a M.A. in Management from Central Michigan University, and a Ph.D. in Engineering Management from Old Dominion University. He is a member of the American Society for Engineering Management, the International Council on Systems Engineering, the Institute for Industrial Engineers, and the International Society for System Sciences.
Earned Value Management and
Purchasing Systems Focal Point for Booz Allen Hamilton
Washington DC, USA
USA Program Management Improvement and Accountability Act -
What it is, what it does, what it means and possible lessons for Australia
This presentation will offer some insights into the background to the US Congress passing the Project Management Improvement Accountability Act (PMIAA). Click to download Lisa's Presentation.
Lisa Wolf, MBA, EVP, PMP is the Earned Value Management (EVM) and Purchasing Systems Focal Point for Booz Allen Hamilton, responsible for ensuring proper deployment of compliant Business Systems through assessment, training, and proposal support.
Lisa is also responsible for ensuring, corporate-wide, that any and all projects requiring the application of solid project management practices are maintained in compliance with the best practices of Project Management and/or with the ANSI/EIA 748 and other standards. Lisa establishes the corporate-wide processes for periodic surveillance visits which include hands-on review and analysis of evidence of the value and effectiveness of the project management processes in place.
Lisa has a wealth of personal and access to extensive corporate experience in “project surveillance” conducted on behalf of US Government program client major acquisition programs (cross-agency including Defence) which will be the topic of her keynote address.
Chief Project Officer
Project Management: Performance is mostly about people and culture
Alicia will take 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. She will outline Telstra’s view on critical factors in delivering project success and outline how they are helping Telstra deliver better project outcomes.
Alicia is a critical part of Telstra’s changing project management culture: what are they doing, where is it taking them and how is the organisation responding?
Have you wondered what an organisation like Telstra looks for when they hire new project staff? Alicia will outline the Telstra approach and explain how it works for them and their staff. Click to download Alicia's Presentation.
Dr Alicia Aitken is Telstra’s Chief Project Officer (CPO), responsible for ensuring successful project delivery across the capital investment programme. Alicia has worked extensively with organisations across the globe to assess and develop their organisational project management capability.
Prior to her role at Telstra Alicia held the position of CEO, Human Systems International now a PMI owned company. Her experience ranges through several industries including Telecommunications, Banking & Finance, Defence & Aerospace, Pharmaceutical, Engineering & Construction, Mining, Oil & Gas and Government.
Alicia is actively involved in several industry groups and peak bodies. Alicia holds a PhD in project management and psychology with a particular focus on how project managers cope with stress. Alicia is a regular keynote speaker at conferences around the world and contributes to academic programs at universities in both Australia and Europe.
Director General Surface Combatants and Aviation
A Defence Perspective on Reform and Improving Project Performance
Commodore Rob Elliott CSC, RAN has been a member of the Royal Australian Navy since 1988. He is a graduate from the University of New South Wales with a Masters of Management Studies (Project Management – through Defence’s Capability Technology Management College) and the University of Adelaide with Honours in Electrical and Electronics Engineering. He is a Fellow and a Charted member of Engineers Australia and is a certified Practicing Project Director with the Australian Institute of Project Management (AIPM) as well as the AIPM ACT Chapter Vice President.
Before his current appointment as Director General Surface Combatants and Aviation (Navy’s Capability Program Sponsor for Surface Combatants and Aviation) Rob was the Director General Maritime Development in the Capability Development Group from late 2011 to early 2016.
PMO Manager ATO Reinvention program, now
Manager ATO Portfolio Management Branch
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. Click to download Daniel's Presentation.
Mosaic Project Services Pty Ltd
Update on Progress with Development of ISO Project Management
International Standards and 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 a common understanding and vocabulary with which to practice these management disciplines. The presentation will provide an overview of all developments to date and then focus on ISO 21505 (Governance – publication due early May) and the on-going development of ISO 21511 - WBS and ISO 21508 – EVM.
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. This is not an officially sanctioned presentation – you will need to be in the room to hear our thoughts. - Presentation not available for downloading -
Patrick has worked as a project management consultant, specialising in scheduling since 1985. He is the Managing Director of Mosaic Project Services Pty Ltd and the business manager of Stakeholder Management Pty Ltd. His consultancy work encompasses: developing and presenting project management training courses, developing and advising on project schedules and project control systems, and the forensic analysis of project data. He has been the PMI national representative on the Australian Standards 'mirror committee' MB12 since 2006, initially involved in the development of ISO 21500 then taking the Australian lead in the development of 21505, he is currently the Australian lead to WG3 focusing on developing a common vocabulary for the TC and wider project management community.
Deputy CEO, ICCPM
Contracting for Success in Complex Projects
In the 10 years since the inception of ICCPM, we have witnessed an increased emphasis on improving the delivery performance of complex endeavours. The management of complex projects is now established as a practitioner reality and professional field with an institutionalised competency standard and body of knowledge, career/talent management pathways, and educational programs in multiple jurisdictions including Australia, Canada, Norway, UK and USA. Empirical evidence now exists that implementing approaches and methods appropriate for dealing with complexity, professionalising project teams, and assuring front-end project quality assurance assist in lifting the delivery performance of large/major/complex endeavours; this is encouraging. Studies and testimonials from the UK, Norway and Australia suggest that performance gains in the 5%-10% range are being achieved. However, this still falls short of the 40%-60% performance gap observed across industries and jurisdictions. We must recognise that the benefits of achieving greater levels of success should not only be measured in marginal cost savings but also in the avoidance or minimisation of issues that result from our failure to recognise and therefore manage the complexities in our environment. Given this context, contracts as a major driver of complex project governance have a significant contribution to make on delivery performance. Too often, contracts have been identified as contributing to the challenges of successfully delivering complex endeavours, rather than enablers of success. Therefore, it was timely for ICCPM and IACCM to bring together their members to reflect constructively on how improvements could be identified and barriers overcome in order to achieve further gains in delivery performance. Click to download Collin's Presentation.
Collin has over 23 years of commercial and management experience in a variety of senior roles across various industry sectors. Before moving to Australia, Collin spent 8 years as a Director and Principle Consultant at a boutique Business Transformation consultancy in South Africa with a particular focus on strategy development and change management. Collin’s Australian experience includes working for Queensland University of Technology where his responsibilities included the program management of QUT’s Executive MBA in Complex Project Leadership in Canberra as well as a series of customised customer specific and public executive education courses. More recently, he was a Principle Consultant and Business Transformation practice lead for a local Canberra based consulting firm before joining ICCPM.
Collin holds a Bachelor of Business Administration degree (Marketing Management) and a Master of Business Administration degree (General Strategic Management) and is a past member of the Institute of Directors Southern Africa (IoDSA), The Southern African Institute of Management Scientists (SAIMS) – Nelson Mandela Metropolitan University, The Institute of Management Consultants and Master Coaches of Southern Africa (IMCSA). He enjoys learning and sharing his knowledge with others. He brings multidisciplinary experience, leadership, and decision-making skills to ICCPM.
Independent Instructor and Advisor
Project Management Training Institute
Evolution – Earned Value Management, Earned Schedule, and Science
Advances in science have been made, over many generations, 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. Click to download Walt's Presentation.
Walt Lipke retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base in the United States. He has over 35 years of experience in the development, maintenance, and management of software for automated testing of avionics. During his tenure, the division achieved several software process improvement milestones, including the coveted SEI/IEEE award for Software Process Achievement. Mr. Lipke has published several articles and presented at conferences, internationally, on the benefits of software process improvement and the application of earned value management and statistical methods to software projects. He is the creator of the technique Earned Schedule, which extracts schedule information from earned value data.
Mr. Lipke is a graduate of the USA DoD course for Program Managers. He is a professional engineer with a master’s degree in physics, and is a member of the physics honor society, Sigma Pi Sigma (SPS). Lipke achieved distinguished academic honors with the selection to Phi Kappa Phi (FKF). During 2007 Mr. Lipke received the PMI Metrics Specific Interest Group Scholar Award. Also in 2007, he received the PMI Eric Jenett Award for Project Management Excellence. The award honored his leadership role and contribution to project management resulting from his creation of the Earned Schedule method. At the 2013 EVM Europe Conference, he received an award in recognition of the creation of Earned Schedule and its influence on project management, EVM, as well as schedule performance research. The College of Performance Management awarded Mr. Lipke the Driessnack Distinguished Service Award, their highest honor, in 2014.
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 is exploring the barriers to the uptake of benefits management. It has confirmed that P3M and benefits management are necessarily organisation wide initiatives and found implementation can be demanding. Difficulties include: inconsistencies between strategy documents; the need for insider knowledge; a lack of organisational understanding; a requirement to undertake extensive communication and technical training; and the need to reuse and integrate existing data. Senior management support was also found to be important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important. Click to download Raymond's Presentation.
Raymond Young is an international authority in the area of project governance. My research has been published by Standards Australia as HB280 a handbook explaining how boards and top managers influence business projects to succeed. My career objective is to help clients realise strategic business benefits from their projects rather than to simply come in on-time on-budget. His career alternates between consulting, industry and academia. He is currently a Senior Lecturer at the University of NSW - Canberra. He has a decade of management consulting experience culminating in a CIO role within Fujitsu Australia. Significant clients have included Colgate-Palmolive, BHP, Commonwealth Bank of Australia, Telstra, Department of Health, Electricity Trust of South Australia and Prospect Electricity. Most recently he has been advising Federal Government agencies on how to improve their project, programme and portfolio management practices. I worked closely with both DEEWR and the Department of Social Services to improve their PMOs and I am preparing case studies of how ComSuper and the Australian Tax Office achieved the highest levels of portfolio management maturity in the public sector.
School of Engineering & Information Technology,
Mr Peter Slay (presenter), Dr Alizera Abbasi, Dr Ahmed Imran, Professor Chi King Lee.
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. Click to download Peter's Presentation.
Peter Slay is studying a PhD in Project Management at the School of Engineering and Information Technology, UNSW Canberra. He holds an M.Sc (Research) 2003 (with 2 associated publications), Grad Dip (Business Admin) 1996 and B.Sc (Civil Engineering) 1975. He has approximately 38 years of professional experience working for Consultants and Government Agencies in a broad range of Civil Engineering disciplines in four continents with the last 20 years specializing increasing in project management roles.