Index of Symposium Speakers E - L

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For the full listing of speakers at a symposium visit our Symposium history pages.

Quick Links - Speakers surnames in the range:

- A to D                                    - I

- E                                           - J

- F                                            - K

- G                                           - L

- H                                           - M to Z


Mahmoud Efatmaneshnik.jpgMahmoud Efatmaneshnik

2019: A Modelling Approach for Integration of Systems Engineering and Program Management

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.



RobElliott.jpgCDRE Robert Elliott.

2017: A Defence Perspective on Reform and Improving Project Performance.

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.



Elissa Farrow.jpgElissa Farrow.

2014: Harnessing the Power of Diversity.

This presentation covers: What are the benefits of diversity? How significant are diversity differences e.g. ethnicity, gender, age, location? How do we build project teams that bring out the strengths of our diverse workforce? How do you create a ‘rich communication’ environment and break down barriers? What the role of a leader is in diverse project teams? Download the presentation.



David Fox.jpgDavid Fox.

2015: Applying project controls including Earned Value and Earned Schedule to a Manufacturing Environment.

An overview of the application of project governance and controls using EVM and Earned Schedule in a manufacturing environment. Download the presentation.




Andrew Gee.jpgHon Andrew Gee, MP

2019: Opening keynote address.







Amit Ghildyal.jpgAmit. Ghidyal.

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.

- Download the Presentation.

- Download Amit's full paper.



Sally_Glen.jpgSally Glen

2020 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. 

View the Webinar



Mr Andrew Goodwin.jpgAndrew Goodwin

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.



Valdi 140531.jpgValdi Gravitis.

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.



Blank-head.jpgBrad Grey.

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.




Ms Li Guan.jpgLi Guan.

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 presentationDownload the PGCAR paper.





Gavin Halling.jpgGavin Halling

2020 Webinar: A Risk Management Journey

A risk management journey distils Gavin's 25 years' experience into three stops: process, toolsets and uncertain costs. It describes how each stop evolved from the experience of solving a client's challenge coupled with a focus on value (particularly efficiency and effectiveness). The journey includes some handouts that will enable you to reflect on your experience. It ends by asking you to consider where you are in your risk management journey and what you see as your desired destination.

View the Webinar


2019: Deriving Certainty from Uncertainty - Value from Project Risk and Contingency Management

The International Risk Management Standard ISO 31000 describes itself as a guide. Its application varies widely across organisations. This is to be expected when the context is substantially different (eg a compliance risk process will be different to one for projects). There is also the recent (version 2 Feb 2019) IEAus Risk Engineering Society "Contingency Guidelines". Both these documents tell you what is expected but do not give too much practical insight into HOW to undertake project risk and contingency management.
Project risk has two components that separate it from other risk processes:

1. A rapidly changing risk profile which requires a particularly dynamic process and
2. Consumption of precious capital

This presentation describes a well-honed process that will enable you to effectively manage risk.
Download the presentation.




Halton, Jane.JPGJane Halton.

2016: The Finance Transformation Program.

Speech to the Project Governance and Controls Symposium, by the Secretary of the Department of Finance, Ms Jane Halton AO PSM, Canberra, 12 May 2016. Download the speech.






Damon Hancock.jpg

Damon Hancock

2019: What makes for Successful Infrastructure Delivery

The issues faced by major infrastructure are not new, however many of the people dealing with them are. How do you overcome this 'churn' and maintain a learning perspective in high pressure constant tension environment? Come and hear Damon's view on what we do well, with the contracting market constantly evolving with some large local contracting firms up for sale, some projects are making unprecedented losses and foreign entrants lining up hoping to get a slice of the action. What will prevent them from succeeding and what will push them to success?


2018: The Challenges of Big Infrastructure.

Personal insights and reflections on why so many major projects fail to achieve their core objectives of: on time delivery, within agreed budget, and meeting their stated purpose - at least initially so. Lessons and pitfalls!
Download the presentation.


Louise Hart.jpgLouise Hart.

2014: A Failure of Governance: InterCity West Coast Franchise (UK).

In 2012 the UK Government announced that it would award £5.5 billion InterCity West Coast passenger rail services franchise to First West Coast Limited. Virgin Trains, the ousted incumbent, successfully challenged the decision. This presentation explains what went wrong and the lessons that can be learned in the context of project governance and control. Download the presentation.



SHayes.jpgStephen Hayes.

2014: The management of projects in a complex environment.

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





Deb_Hein.jpgDeb Hein.

2015: An Overview of Complex Project Management and ICCPM Initiatives and Research.

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.



Kym_H_big.jpgKym Henderson.

2019: Implementing AS/ISO 21508 Earned Value in Project and Programme Management

Kym Henderson was one of the key contributors to the development of ISO 21508 and ISO 21511 (WBS) and lead the Standards Australia project to adopt 21508, upgraded to include a normative annex customised to the needs of Australian contract managers. This is a unique opportunity to understand the practical implications of how AS/ISO 21508 will affect your projects in the future from the person who literally 'wrote the book'.

Download the presentation.


2018: Progress in International Project Management Standards.

An overview on the progress of WBS and EVM standards being developed by ISO TC 258.
Download the presentation.


2015: Establish the Project Baseline + Integrated Baseline Reviews.

The project baseline provides the foundation for effectively managing a project and measuring progress against plan. This presentation looks at the Earned Value Project Management (EVPM) processes used to establish a project baseline and provides an overview of the conduct of the Integrated Baseline Review (IBR) that confirms the viability and approves the Performance Measurement Baseline. Download the presentation.


2014: The Increased Importance of Project Governance and Controls in Lean Times.

Project controls challenges with the Defence community. Download the presentation.

2013: Earned Schedule In Action.

Case study: The application of Earned Schedule on two IT projects, demonstrating quantifiable cost and
schedule performance improvements. Download the presentation.



Ms Mandy Hill.

Ms Mandy Hill.jpg2021: Knowing how and when to apply an Agile approach.

This presentation outlines a road map for navigating the complex decisions needed to balance a fully agile approach with the need to work within prescribed budgets. These insights are based on successfully delivering many projects across government navigating between a prescribed agile approach to project delivery, and the Government's push for the delivery of value.. 
Download the presentation.



Hudson, David.jpgMr David Hudson.

2016: Project Controls and the Implications for Enterprise Project Management.

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 maturity. Download the presentation.



Yiding.jpgMr Yiding Hu.

2016: Can We Improve Project Risk Management?.

Risk management of a Defence acquisition project requires the identification and mitigation of risks from initial project planning to the end of service life. When dealing with long-term system or capability development, project risk management is a dynamic process. This leads to a need for the effective management approaches outlined in this presentation.

Download the presentation.



Vernon Ireland.jpgProfessor Vernon Ireland

2019: Stream Keynote: Engineering Failures and Lack of Recognition of Complex Systems Parameters

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.



Tom Ioannou.jpgDr. Tom Ioannou.

2016: The Australian Perspective. Download speaking notes.


2014: Project Governance and Controls - the ANAO Perspective.

This presentation covers an outline of the ANAO’s role, structure and audit approach; a discussion of their general perspective on policy and project implementation, and includes lessons learned from some recent audits. Download the presentation.





Jonathan Jacobs.jpgJonathan 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..
Download the presentation.



Joiner_Keith_400px.jpgDr 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.
Download the presentation.


2018: Case Study in new Project Governance Quantitative Techniques.

This paper looks at why we need better quantitative test & evaluation techniques for project governance, the six-sigma test techniques used by U.S. DoD & major industries, and the building competencies in test design & analysis using the techniques.
Download the presentation.


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.jpgVal Jonas

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.jpgCiril Karo

2021 Keynote: Conference summary and the way forward.
Download the presentation
2019 Keynote: Contestability across the Capability Life Cycle


Dr Yongjian Ke.jpgDr Yongjian Ke

2021 Social media use in project management – an exploratory study of multiple transport projects
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? 


Keating, Charles (Better Pic).JPGProfessor Charles B. (Chuck) Keating.

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


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-june.jpgRoxanne 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.


Blank-head.jpgChloe 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.
Download the presentation.

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.
Download the presentation.


Kenley, Russell.jpgRussell 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.
Download the presentation.


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.

Kerry London.jpgProfessor 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.jpgWalte Lipke.

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 presentationDownload the PGCAR Paper


2018 Keynote: “The Earned Schedule Journey”

An overview of the impetus for creating Earned Schedule, the process and the challenges.
Download the presentation.


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'.
Download the presentation.


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