For the full listing of speakers at a symposium visit our Symposium history pages.
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2022: Building a Culture of Agile Governance
Organisations and ways of working are changing and adapting faster than ever before. The way we provide oversight and governance to projects is also being forced to change. How do make sure our program and project governance is fit for purpose in this new world? Robust, yet agile enough to support quick decision making. Detailed, but not bureaucratic. This presentation seeks to address some of the key factors in deciding how 'agile' project governance should be, and explores some of cultural elements that may be the key to picking the right point on the agile governance spectrum.
2019: Opening keynote address.
2017: Realising Value from IT Governance: Issues and Solutions.
As part of its Enterprise Information Management (EIM) 2015-2025 Strategy, Defence has embarked on a journey to implement an Enterprise Resource Planning (ERP) system. The key challenges with IT governance implementation are the IT risks, which hinder enterprise performance. The strategy for IT Governance through EIM using benefit realisation models is sound at the policy and process level, however, there is a need to build an implementation and evaluation framework to help ensure realisation of the benefits and the vision. This paper presents a practical implementation and evaluation framework for IT governance and benefits realization.
2021 Webinar: The State of Project Controls – Implications for Cost Professionals
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.
2021: An update on the significant developments in integrated project controls, EVM and project reporting within and external to CASG
Significant developments in integrated project controls and EVM have occurred both within CASG and externally following the 2015 First Principles Review of Defence. This presentation provides an overview of the various updates and changes. The focus is on both the opportunities offered for improvements to practice and project delivery outcomes along with the challenges to be faced to achieve these benefits within CASG and more broadly to Defence industry.
Download the presentation.
2019: Earned Value Management in Defence
The Directorate of Project Controls Services in CASG's Program Management Branch released updated EVM policy and guidance during 2018-19. The new guidance was born out of the SMART Buyer framework and aids project managers in selecting and tailoring EVM requirements to individual contracts based on an assessment of the contract's strategic significance and cost, schedule and technical risk. This presentation will give an overview of the updated policy and guidance, prefaced by a discussion of the historical driving factors that shaped it.
Download the presentation.
2015: A NSW Government Project Portfolio Improvement Initiative.
This case study is of a project portfolio improvement initiative, in the then NSW Department of Lands, that used Earned Value Management as a key strategy. Download the presentation.
2022: Using Objective Drive Logic to Create Resource Loaded Execution Plans
Every year $billions are lost as a consequence of poor project performance on one basis of calculation the rate of loss is $85,000/seconds! While improvement is obviously needed, most research on improving project performance is focused on improving the execution of the plan. However, project overruns are not always the consequence of a failure of execution, but always involves a failure of planning. Little has been done to improve planning of projects. This presentation introduces an improved process for creating effective project schedules. Object Driven Logic (ODL) is a practical approach to scheduling which focuses on identifying predecessors when planning projects. ODL schedules provides realistic data that compliments project methodologies such as Six Sigma, Agile and PRINCE2, and goes beyond simply spending money to resolves resource conflicts. The case study will show how implementing ODL using user-friendly tools and methods can take the complexity out of project planning, including critical path calculation. Quickly producing the most efficient plan, determining both sequential and parallel dependencies.
2014: Blue Poles: The Science and Art of Project Governance.
Using the painting as an analogy, this presentation explores the science behind project governance that turns chaos theory into control theory. Download the presentation.
2021: Modeling risk interdependencies to support decision making in project risk management: analytical and simulation-based methods.
This paper establishes three analytical methods-based project risk assessment models, namely, a Fuzzy Bayesian Belief Network-based risk assessment model, an Interpretive Structural Modeling-MICMAC analysis-based risk assessment model, and a Social Network Analysis-based risk assessment model. In addition, one simulation-based project risk assessment model, i.e., the Monte Carlo Simulation-based risk interdependency network model, is developed to capture the stochastic behavior of project risk occurrence.
Download the presentation. Download the PGCAR paper.