Governance - See Keynote speakers page
PhD Candidate with UNSW
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. These include issues, such as 1) silo-based, heterogeneous, multiple-disconnected systems; 2) proliferation of manual based-data entry and reporting; 3) data quality and trust issues from multiple systems; and 3) lack of unified semantic interpretation and integration of data and information. 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.
Amit Ghildyal has a Bachelor’s degree in Engineering, a Master’s in Business Administration (MBA), and MCIPS – UK. He is currently enrolled as a PhD Candidate with UNSW. His research is on developing a model for IT Governance in Defence to address the impact of the rapidly changing digital services environment. This model will be aligned with recommendations of the FPR. Amit is currently with CASG, Defence. He earlier worked with large global corporations across several functions including supply chain engineering and management of large projects. He has presented his research at conferences and has several publications on IT Governance.
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.
The Project Management Body of Knowledge (PMBOK), an internationally recognized collection of processes and knowledge areas accepted as best practice for the project management profession, defines the critical path calculated using CPM as “the sequence of scheduled activities that determines the duration of the project.” It is the longest sequence of tasks in a project plan. If there is a delay in any task on the critical path, then the project will be delayed.
Developing and maintaining a schedule throughout the project lifecycle usually involves specific Project Management software, examples of which are Microsoft Project, Deltek Open Plan and Oracle Primavera. The data managed in the scheduling system is typically integrated with other software tools, examples of which would be an Earned Value system such as Deltek Cobra or an ERP system.
The session which is educational in nature is targeted towards beginners in the world of project management, controls and scheduling. It may also be suitable for experienced practitioners that are interested in the relationship between a schedule and Earned Value, as well as the use of Monte Carlo Simulation when three-point activity duration estimates are used.
Tony is the Professional Services Director of Connexion Systems responsible for facilitating growth, sales, and marketing strategy, the delivery of Deltek IPM consulting and training services, and is the ProjectChat Conference Director. He is one of the key people involved in the development of the project scheduling industry in Australia marketing OpenPlan and associated tools first as a Director of WST Pacific from 1990 and then Deltek from 2007.
Micro Planning International Pty Ltd
Peer Reviewing a Project Schedule
As an Owner, Contractor, Developer, or even a Financing Institution with a major project on hand it behoves management of the organisation 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.
Very few organisations carry out an independent Peer Review of the submitted schedule to provide in-depth reviews for acceptance. A Peer review and analysis will have focused on scope and critical path sequencing, can identify potential concerns and provide commentary on missing scope and scheduling issues, including but not limited to: omission of key contract and schedule information, issues with sequencing and logistics, resource management, and cash flow.
A baseline schedule should exist and have been signed off reviewing schedule updates, a peer review will analyse any changes against the baseline which may occur to the schedule including: logic changes, duration changes, changes in critical and near critical paths to identify the potential risks in the schedule.
A Peer review will establish that a methodology and project narratives exist and correspondence with sub-contractors associated with the schedule to assist with mitigation of potential delays or claims that could arise during the duration of the project due to contractual differences Typical Peer Review techniques services, would 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:
Raphael M Düa researcher, innovator and writer of Critical Path software, Forensic Project Controls and Governance as a project management practitioner, a long career that includes 20 years teaching at the School of Architecture, Planning and Building - University of Melbourne and 4 years a member of the Medicine, Health Sciences and Nursing Faculty - Monash University as well as three years with the Northern Ontario School of Medicine
With a proven record of accomplishment and performance on major defence projects spanning from Oberon and Collins Class submarines, Anzac frigates as well as F-111 maintenance over many years he has good team leadership qualities, complemented by excellent communication skills; committed, confident with determination to complete tasks successfully good at making tough decisions to the benefit of projects quickly and works to deliver on promises. Has pioneered a number of project management innovations, including the Ladder Methodology and Location Based Resource Planning, has written widely on the use of CPM in construction and in Earned Value Performance Management and Resource Scheduling.
Vidotto Group Pty Ltd
Basic Project Control Metrics
Project Controls is an integral component of any project or study 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 will look 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. Click to download Lou's Presentation.
Lou Vidotto is the Managing Director of Vidotto Group, a Brisbane-based consultancy specialising in Project Management support and training within the infrastructure, mining and resources industries. Vidotto Group provides support to Owners, Contractors and Constructors through all project phases.
Lou is an experienced Senior Executive, Project Manager, Project Controls Manager and Project Advisor, he possesses over 35 years’ experience within the industry, having worked on studies both here in Australia and Internationally. He has also developed a Project Controls training course, designed to equip project professionals with the skills and knowledge required to be an effective member of a project team including Estimating, Cost Engineering, Planning & Scheduling, and Project Controls Management. Lou is also a member of ACES national committee for education.
Mosaic Project Services Pty Ltd
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. 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.
The course is based on AS4817, Project performance measurement using Earned Value (the first international EV standard designed explicitly for use by the general business community). Using Earned Value techniques in a practical business-oriented manner adds significant additional information and power to project control process. This course outlines the techniques and processes needed to implement EVBM in an effective and practical manner. Click to download Patrick's Presentation.
Facilitator: Patrick Weaver PMP PMI-SP
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 is a graded Arbitrator, a trained Mediator and an experienced Negotiator.
Project Partners Pty Ltd
“Should I buy that Ferrari”
The difficulties of cost-benefit analysis
With a light-hearted example, Perry will illustrate 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. With this example we will explore why standard financial analysis techniques do not always assist us to get the best outcome from a project investment, why they do not always assist the project manager to initiate a project, and why benefits realisation is often so difficult to accurately forecast. Click to download Perry's Presentation.
Perry Oren is a project manager and planner with over 30 years of project management and planning experience. He has worked in a range of industries including Defence, telecommunications, construction and irrigation, on a wide range of projects from projects with budgets of ~A$1m to multi billion $ projects and portfolios.
BreakThrough Project Management
Project Alliancing and Critical Chain Project Management
Methods that INCREASE and ENSURE project collaboration
In 1997 the book “Critical Chain” was published, introducing the world to CCPM (Critical Chain Project Management). Since then project managers in all fields have used it to 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. It is not because the method doesn’t work in construction. It does, and has been use in construction across the world.
I believe that the main reason for the lack of take up of CCPM is that it requires a collaborative project team, involving all the main players on a project. Since the 1990’s when in the UK Latham and Egan encouraged the construction industry to work in a more collaborative way, the results have been mixed. Many in the industry still see collaboration as a premium price option, something we do only when we can afford it.
Project Alliancing (PA) is a collaborative contracting strategy that removes the major barriers to collaboration in a project team. Like CCPM, it was used with great success in the UK and Australia in the 1990’s. But since then has only been marginally used elsewhere.
The presentation will suggest 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, highlighted by several case studies. Delegates will learn how in combination they offer a robust approach to delivering improved ROI for the clients and improved profitability for the supply base and contractors. Click to download Robert's Presentation.
Robert is a leader in complex projects and project management. He has over 20 years of board, executive and project management experience. The sectors in which he has impact the projects include the infrastructure, oil and gas, mining, construction, financial services, IT and consulting sectors. He is well known as project thought leader and execution expert.
He is currently engaged in developing Critical Chain based solutions commercial innovation projects for WiseTech Global. WiseTech Global is an innovative, multi-award winning global developer of cloud-based software solutions for the international and domestic logistics industries. WiseTech is an innovative software company which listed on the ASX: in April 2016 for over $1 billion market valuation. Robert is a pioneer in the Critical Chain Project Method (CCPM) approach. He worked with Dr Eli Goldratt, his team and network in the development of this method.
He has co-authored with Ian Heptinstall, “The Executives Guide BreakThrough Project Management”. Breakthrough Project Management is our prescription for managing major capex and construction projects. It overcomes the difficulties in delivering projects by using improved and proven methods to planning, execution management, and project procurement.
He holds a Bachelor of Engineering (Civil) from the University of Sydney and a MBA from Ashridge, City University in London.
Mindavation Pty Ltd
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. After managing successful projects I was continuously perplexed why “others” did not believe that was the best project in history. 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
Haydn Thomas is a proud Director of Mindavation Pty Ltd in Australia and Vice-President of Mindavation, Inc. in the United States. Both of these consultancy organisations focus on increasing business’ capabilities in the portfolio management, program and project management and Business Analysis space by providing delivery consultants, basic through advanced training workshops and coaching. Haydn has over 20 years of real world experience in management, portfolio, program and project management, business analysis and business consulting. He has worked extensively in large international and domestic companies, government organisations, solution providers. In addition Haydn has worked with start-up companies in defining and implementing structure, business solutions, leadership, change management, competencies and efficiencies. Haydn has provided services to clients across Australia, New Zealand, Asia, Middle East & North America. Haydn’s record of achievement with developing and negotiating structured programs are based on his excellent creative direction, passion for quality, delivering on promises and professional approach. Coupled with his outstanding communication skills and the ability to influence decisions, these provide the basis to delivering successful outcomes. His skills are leveraged and derived from various industry experiences. In recent years, Haydn is following his passion of sharing his experiences through course facilitation, consulting, coaching, capability maturity and national speaking engagements.