Index of General Symposium Papers by Topic

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General Topics:

 -  Controls

 -  One Defence

 -  Systems Engineering and Complexity

 -  Ungrouped papers

 

See also:

- Earned Value Management and Earned Schedule

- Scheduling and Risk

- Governance and Management

 

Note: Academic papers published in the PGCAR are available for downloading in our Published Papers section.

 

Controls

 

The future of project controls in an integrated world, BIM and beyond. 2021, Loretta Baylis. 

The technology and software available to support project and program managers is evolving at an ever increasing rate. This presentation will look at current developments and future trends and how they will affect our work as project managers.

Download the presentation

 

Joint Confidence Levels – combining project control artefacts to inform decision making. 2021, Andrew Butt.

You have a cost model, a project schedule and a great risk register, boxes ticked for sure, planning done, what's next? In this presentation I will guide you through my experiences of what happens when you combine these three basic project control artefacts using the Fully Integrated Cost Schedule Method. We will take a look at how it is done, consider some of the questions it might help you answer, and show you how it can be used to inform discussions around the probability of a project finishing both on time and within budget
Download the presentation.

 

2020 Webinar: True Innovation is Successful Implementation of Lessons Learned, Chris Carson.

This session provides the detailed roadmap that every Owner and Contractor should follow, and support the map directions with several case studies of actual projects, as well as identification of symptoms that provide key performance indicators to ensure the mapped path is followed.

View the Webinar.

 

2020 Webinar: The State of Project Controls – Implications for Cost Professionals, Sally Glen.

Independent Project Analysis Inc. (IPA) guides capital intensive organisations to establish the right combination of people, work process, and governance to maximise cost, schedule, safety, and operability performance. We conduct independent empirical research, benchmarking and consulting globally using a dataset of nearly 21,000 capital projects (including 1,200 projects executed in Australia). IPA conducted a study in 2020 that explored the current state of project controls. IPA routinely interviews project teams, collects data and rates the level of preparedness for project controls for capital projects. We further studied organisational, contract and work process factors and identified the barriers to improving the control function from the project controller's perspective. The study provides practical and implementable tips to effectively implement project control practices and improve capital project predictability. 

View the Webinar

 

Controlling Agile, 2019, Patrick Weaver. 

Is choosing an agile development methodology an invitation to anarchy? This session will canvass the options available to provide the 'gentle touch' needed to retain effective control whilst allowing the delivery team to be agile and creative. Agile is now a core component of the PMBOK® Guide and Practice Standard for Scheduling 3rd Ed. Based on these standards (and others) Patrick Weaver will look at the interface between Agile and 'traditional controls'.
Download the presentation

 

An Overview of the Schedule Compliance Risk Assessment Methodology (SCRAM), 2019, Shari Soutberg. 

The Australian Defence Capability Acquisition and Sustainment Group (CASG) Schedule Compliance Risk Assessment Methodology (SCRAM) provides a minimally disruptive, independent, non-attributional and non-advocate review process and framework for identifying root causes of schedule slippage and recommendations for going forward to senior and Executive-level management. SCRAM can be used at the commencement of a project to validate a proposal, pre-emptively identify issues and risks, provide assurance, or be used as a diagnostic tool to identify root causes and drivers of schedule slippage.
Download the presentation.

 

Utilising Artificial Intelligence and Machine Learning in Project Controls, 2019, Maisara Al Rais

Utilising of AI/ML technology in project Controls will be done in 2 stages;
1. historical data for similar projects in a different discipline; collected from As-Built Model, including 4D and 5D data and the validated previous stored projects' data.
2. Current project cost/time performance considering expected risks (EVM calculation with a risk factors algorithm), to predict real-time monitoring for time and cost at completion during the delivery stage.

The methodology of building ML application for any project will be the same as the following steps
1. Collect Date (depending on the project discipline, Business intelligence application to be used in data analysis)
2. Develop Multi-Objective Genetic Algorithm "MOGA" for CPM analysis and EVM calculation with Risk Factors
3. Train Model / Supervise learning (Neural Network to be considered)
4. Deploy Model / get the data back to Maintain and update the model
Download the presentation

 

PMOs by Design, 2019, Mark White. 

Project Management Offices come in all shapes and sizes, and in my experience, are often established in a non-deliberate, and misguided manner. Through certain experiences in my career, presented here as two case studies, I describe how I discovered the concept of PMOs by design, and how this discovery ignited my late career entry into academic research which has also added to my knowledge on PMO establishment, improvement and performance measurement. I summarise my findings supported by sharing some of the research I have undertaken in project management education, competencies, knowledge, organisational project management and management theory.
Download the presentation

 

Project Benefits Realization- Academics Aspiration or Practitioners Nightmare, 2019, Saeed Munir.

Project Management (PM) literature increasingly calls for making project outcomes (benefits) rather than outputs as criteria for project success. Our findings show that there is widespread awareness about the significance of BR in the public sector and BR frameworks do exist but rarely used. This research also finds that Project governance does not play effective role in promoting BR. This research highlights the lack of adequate funding, human resources and skills that are haemorrhaging efforts for the implementation of BR. This research also points out that the top management is neither fully committed to the cause of BR nor ready to provide resources and leadership for the implementation of benefits realization in the public sector organizations.
Download the presentation.

 

Getting to Done (and some Issues along the Way), 2018, Glen Alleman.

The principles, processes, practices, and tools needed to increase the probability of successfully completing your project on‒time, on‒budget, and with the needed capabilities - an overview of the Masterclass.
Download the presentation.

 

Getting to done: the tools and techniques needed to successfully finish a project, 2018 Glen Alleman.

A Masterclass focused on the principles, processes, practices, and tools needed to increase the probability of successfully completing your project on‒time, on‒budget, and with the needed capabilities.
Download the handouts.

 

Combining Project Alliancing (PA) and Critical Chain Project Management (CCPM), 2018, Robert Bolton.

A practical look at the opportunities to effectively combine critical chain scheduling with alliance contracting to maximise profits and outcomes for everyone.
Download the presentation

 

Project Controls metrics and the contribution to the Project Management process, 2018, Lou Vidotto. 

The use of project control metrics in project management and project governance.
Download the presentation

 

Handling Uncertainties and Preparing for the Unexpected in Real-life Project Scheduling, 2018, Ripon Kumar Chakrabortty.

Research on resource constrind project scheduling has mostly considered fixed resource capacities and deterministic activity durations. In real-world environments, however, it is impracticable to obtain only deterministic information. This presentation investigates the issues and shows the effectiveness of RCPSP techniques over traditional methods by considering one real-life scheduling problem.
Download the presentation

 

Basic Project Control Metrics,  2017, Lou Vidotto.

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

 

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

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.

 

Implications of Location-based Planning for Defence and Government Projects.  2016,  Russell Kenley.

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.

 

Project Surveillance,  2016,  Lisa Wolf.

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 factorsDownload the presentation

 

Project Controls and the Implications for Enterprise Project Management,  2016, David Hudson.

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 maturityDownload the presentation.

 

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

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

 

A NSW Government Project Portfolio Improvement Initiative,  2015,  Valdi Gravitis.

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.  

 

Foundations for a Successful Project Controls System,  2015,  Joe Campbell.

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.

 

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

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

 

Project Governance and Controls - the Customer Perspective,   2014,  Col Thorne.

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

 

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

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

 

Effective Project Control of Construction Performance,  2014,  Laurie Bowman.

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.  

 

The Increased Importance of Project Governance and Controls in Lean Times,  2014,  Kym Henderson.

Project controls challenges with the Defence community. Download the presentation

 

Governance and Controls,     2013,    Patrick Weaver.

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

 

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One Defence 

 

Force Structure Plan 2020 costing methodology and outcomes.  2021, Dr Anh Pham-Waddell.

FSP20 has implemented a transformative process in costing that involves using a consistent methodology and costing tool that provides comprehensive cost assurance. The new parametric methodology for cost estimation and assurance aligns with First Principles Review that Defence needs to have cost estimation that factors in both acquisition and sustainment. This
methodology has the outcome of improved accuracy and completeness for total cost of ownership. In continuing the best practices of FSP20 it has significant strategic importance to Defence and its project portfolio
Download the presentation.

 

A View from the Function Lead in Capability Acquisition and Sustainment Group, 2019, Stephen McDonald

The Capability Acquisition and Sustainment Group (CASG) was formed following one of the recommendations of the First Principles Review (FPR). The FPR recommendation requires Defence to adopt more sophisticated contracting models to ensure that personnel in SPOs undertake predominately contracting, assurance, planning and governance activities, while industry partners focus on execution to support the delivery of capability.

Functions are responsible for the professionalisation of the CASG workforce to meet its changing business needs. They will provide training assistance, career progression advice and information on policies and procedures to support individuals (APS and ADF staff) to do their job.

This will result in a more flexible and mobile workforce that will be better equipped to support delivery of the Integrated Investment Program and future capability requirements.
Download the presentation

 

Cost Estimation – Building Better Practice, 2019, Chloe Kempster.

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.
Download the presentation.

 

Big or Small: Managing Defence Projects, 2018, AIRCDRE Terry Saunders. 

An overview of the CASG project portfolio and management approaches.
Download the presentation.

 

A Defence Perspective on Reform and Improving Project Performance,  2017,  CDRE Robert Elliott.

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

 

An Update on the First Principles of Defence Review Implementation Project,  2016, Ms. Roxanne Kelley. 

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.

 

Key opportunities to achieve best practice in capability development,  2016,  Dr Keith Joiner.

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

 

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

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 of the reasons for the now accepted recommendations for change.  Download the presentation

 

 

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Systems Engineering and Complexity

 

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.
 

View the Webinar

 

Integrating Systems Engineering and Program Performance Management creates a Match Made in Heaven, 2019, Glen Alleman. 

Project (and program) management supported by project planning and control has overall responsibility for project delivery in accordance within the parameters of cost (budget), schedule (time) and a technically compliant "fit for purpose" solution.

Systems Engineering is responsible to project management for the specification, design, build and implementation of the technically compliant "fit for purpose" solution. SE use Measures of Effectiveness (MoE) and Measures of Performance (MoP) and their Technical Performance Measures (TPM) and Key Performance Parameters (KPP) for each end item deliverable to measure what "done" looks like. Each measure provides steering targets for the project work and the baseline for feedback needed to make corrective and preventive actions to keep the project moving toward to goals.
Download the presentation.

Integrating Systems Engineering (SE) and Program Performance Management (PPM) to Increase the Probability of Delivering the Needed Capabilities for Project/Program Success, 2019, Glen Alleman.  

This presentation examines the Systems Engineering (SE) management processes and Program Performance Management (PPM) processes both of which are required for project/program success. The intersections between the two process groups are reviewed highlighting the SE contributions to PPM and the benefits to both SE management and PPM of the SE inputs to PPM in contributing to overall project/program success.
Download the presentation

 

Integrating Systems Engineering and Project Management. The Match Made in Heaven Which Increases the Probability of Project Success, 2019, Glen Alleman. 

The 5 immutable principles that must be addressed to achieve project success.
Download the workshop handout

 

Complex Systems Governance: A New Approach for Addressing the 'Messes' and 'Wicked Problems' that are By-product of Modern Projects Which Overwhelm PM Practitioners,   2019,   Prof. Charles B. (Chuck) Keating.

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

 

Responding to Complex Systems Challenges for Project Management,   2019,   Prof. Charles B. (Chuck) Keating.

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

 

A Practical Guide to Implementing Complex Systems Governance Concepts on Projects,   2019,   Prof. Charles B. (Chuck) Keating.

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

 

The Game Changer in Large Scale Complex Projects, 2019, Colin Smith.

Complex projects need leaders with different skills. The 2018 International Centre for Complex Project Management (ICCPM) International Roundtable Series brought together senior practitioners and leading academics to explore Project Leadership: The Game Changer in Large Scale Complex Projects.
The outcomes report from this thought leadership initiative was launch on the 13 June 2019. It includes insights which help organisations stay at the forefront of successful complex project delivery. ICCPM CEO, Collin Smith will present the key insights from this report.
Download the presentation.

 

Solving Tensions of Overlapping Project Management and Systems Engineering with the Elegance of the Complex Systems Governance Approach, 2019, Keith Joiner and Dr Rani Yesudas

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.
Download the presentation

 

A Modelling Approach for Integration of Systems Engineering and Program Management, 2019, Mahmoud Efatmaneshnik 

Defence systems acquisition is fraught with all sorts of financial, technical and political risks. The most effective way of mitigating risks associated with acquisition of complex systems is through identification of these risks as early as concept examination phase. One possible avenue to de-risk complex acquisition projects is through the integration of program management and systems engineering views. In General terms, project/program management is concerned with timely and on the budget execution of projects where as Systems Engineering is concerned with complexity management and successful systems integration. This paper will outline an approach for risk and complexity evaluation and mitigation of capability concepts to be used, in risk mitigation planning, systems engineering planning and project control activities.
Download the presentation

 

Engineering Failures and Lack of Recognition of Complex Systems Parameters, 2019, Professor Vernon Ireland. 

A group of engineering projects are examined, all o which failed in a disastrous way, leading to deaths, or failed in spectacularly exceeding the proposed budget. The projects include two NASA projects which had deaths, The Fukushima Daiichi Nuclear plant, BP's Deepwater oil platform in the Mexican Gulf and the Boston Big Dig project. All projects have been shown to have neglected to recognise a group of complex systems parameters, which, if recognised, would have led to avoiding the project failure. The complex systems parameters are examined, some of which are not recognising: Complex rather than complicated; Requisite Variety; Dynamic systems; Beer's Viable Systems Model; We don't know what we don't know; Cascading risk; Systemic risks; Mindfulness; Not dumbing down including reluctance to simplify; Preoccupation with Failure; Normalising deviance; Causal loops; Reference class Forecasting; Generate open communications, clear boundaries and a strong value system.
Download the presentation.

 

Bring Organisational Agility through Improved Alignment to deliver Greater Capability and Value in Large and Complex Organisations, 2019, James Bawtree.

This presentation explores how a hybrid of global best practice standards such as AgileSHIFT, MSP, PRINCE Agile and P3O should be leveraged along with techniques such as Design Thinking, Earned Value and systems of system thinking to enhance transition and operations management improving adoption rates and the time it takes for new resources to come up to speed. We will also run through how all these new practices should be reinforced by using a standard set of fit for purpose tools, resulting in improved transparency, accuracy and ultimately trust, in the decision making information, by organisational leaders.
Download the presentation.

 

Design Structure Matrix based Modular Analysis and its Applications, 2019, Li Qiao 

Modular analysis is a mean to manage complexity in system design processes in order to achieve competitive advantage. It identifies highly interactive groups of components and/or functions which can potentially form good modules. Among various modular analysis approaches, Design Structure Matrix (DSM) method has proved to be an efficient matrix-based modelling and modularity analysis approach. It is a highly flexible, network modelling method with extensive applications in engineering management and many other fields. 
Download the presentation

 

A Fresh Look at What Makes Projects Complex and How to Deal With It,   2017,   Prof. Charles B. (Chuck) Keating.

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.

 

Contracting for Success in Complex Projects,  2017, Colin Smith.

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

 

The Challenges of and Potential Solutions to Scope Definition Issues on Complex Projects,  2016, Andrew Pyke. 

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

 

An Overview of Complex Project Management and ICCPM Initiatives and Research,  2015,  Ms. Deb Hein.

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

 

The management of projects in a complex environment,   2014,   Stephen Hayes.

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

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Ungrouped Papers

 

Social media use in project management – an exploratory study of multiple transport projects, 2021,  Dr Yongjian Ke

 
202 Research Grant winner: This presentation focuses on how social media can provide an opportunity to evaluate benefits and public values qualitatively. In particular, two questions are addressed: How will social media data help us to take into account and monitor public value creation and benefits realization in infrastructure projects? And what are the barriers and opportunities for using social media data in project management? 
Download the presentation.  
 

Using Data Science Initiatives to deliver smart infrastructure and improve customer experience – a Transport for NSW case study, 2021 Sandeep Mathur  

This presentation covers some use cases of how Transport for NSW is using data and Data Science Initiatives (DSIs) to deliver smart infrastructure and improve customer. It also covers how data is enabling better investment decisions specifically in the Active Transport area to promote Walking & Cycling.
Download the presentation.

 

2021: Walt Lipke Award Winner: Developing employability attributes of higher education project management graduates: a scoping review.  2021, Roksana Jahan Tumpa.

This scoping review aims to explore the status quo of research on the employability of graduates within the context of project management education. More specifically, the study will capture and investigate the different approaches adopted by of higher education institutions in developing job-ready project management graduates. The paper contributes to the literature by providing insights into project management graduates' job-readiness in order to inform higher education institutions, policymakers and future research.  
Download the presentation.

 

2020 Webinar: BAE's Journey with professionalising the Estimating & Pricing function/capability.

Presentation outline:

- Journey to date including how this interfaces with the holistic approach to People, tools, strategy and process
- Lessons learnt
- Reach Back into Academia, Professional organisations & the global company networks
- Linkages to ASC Shipbuilding mobilisation & Long Term plan for Suitably Qualified and Experience Personnel (SQEP)
- Next Steps

View the Webinar.