Index of Symposium Speakers M - Z

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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                              - R

- E to L                               - S

- M                                     - T

- N                                     - U & V

- O                                    - W

- P & Q                               - X, Y & Z

 


 

 

Mr Sandeep Mathur.jpgSandeep Mathur

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

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.

 


 

Phi McClure.jpgPhil McClure

2019 Keynote: Infrastructure Investment Program – Overview and Governance Arrangements

The Australian Government's $100 billion investment program is primarily delivered in partnership with the states and territories. This arrangement is governed through a package of legislation and individual agreements that address how and when projects may be approved, how the scope and costs of projects are developed, and they key requirements and milestones for delivering projects. The key components of this governance arrangement are the National Land Transport Act 2014, the Federal Financial Relations Framework and the National Partnership Agreement on Land Transport Infrastructure Projects, including its attached notes and cost estimation guidance. In this presentation Phil will discuss how these governance arrangements work in practice to ensure the Australian Government's policy objectives are met.
Download the presentation.

 




Blank-head.jpgStephen McDonald

2019: A View from the Function Lead in Capability Acquisition and Sustainment Group

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.

 


 

Dr Ralf Müller.jpgDr Ralf Müller

2021: Multi-level governance in inter-organizational project networks

Inter-organizational project networks are common in major programs involving governments and delivery partners working collaboratively. Management systems are typically designed as hybrid networks including hierarchical and non-hierarchical structures. This challenges traditional governance theories, which typically assume either a hierarchical or a network structure, but not a mix of it. This presentation will address the concept of MLG and provide empirical examples of its application to hybrid structures and the three organizational entities which provide the link between Type I and Type II governance in network structures.

Download the presentation.

 


 

Blank-head.jpgShoeb Ahmed Memon

2019: Exploring Project Teams' Collaborative Behaviour in Hong Kong's Relational Contracting Projects

This study aims to explore project teams' collaborative behaviour in Hong Kong's relational contracting projects. A qualitative approach was employed using interviews, which were guided by the theory of planned behaviour (Ajzen, 1991). Participants included ten mid-senior level professionals with active involvement in Hong Kong relational contracting projects. Later, the interviews were analysed using thematic analysis procedures suggested by Braun and Clarke (2006).
Download the presentation.

 


 

Saeed Munir.jpgSaeed Munir

2021 Walt Lipke Finalist: The role of benefits owner in effective Benefits Management.

This paper  looks at the role of the benefits owner in the PM literature, PM methodologies, impressions and observations of the PM practitioners in the PSOs and how this role can enhance benefits realization in the public sector.
Download the presentationDownload the PGCAR Paper. 

 

2019 Walt Lipke Finalist: Project Benefits Realization- Academics Aspiration or Practitioners Nightmare

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.
See more on the Walt Lipke Award.

 

 

 


 

Blank-head.jpgJames Nash.

2018: A Navy Case Study – The Strategic Enterprise Approach to Combat System Development.

Taking an enterprise approach to future naval combat systems is a demonstration of our commitment to a vibrant and innovative Australian defence industry for the long term.
Download the presentation.

 


 

PerryOren.jpgPerry Oren.

2017: Should I buy that Ferrari? The difficulties of cost-benefit analysis.

With a light-hearted example, this presentation illustrates 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. This example explores why standard financial analysis techniques do not always assist us in getting the best outcome from a project investment decsion, and why benefits realisation is often so difficult to accurately forecast. Download the Presentation.

 

 

 


 

Blank-head.jpgHarold Petersen.

2014: Governing project / programme / portfolio performance and ROI.

Designing a blueprint Portfolio, Programme, Project Management Office structure and implementing the blueprint into your organisation, resulting in greater programme, project success and measurable ROI. Download the presentation.

 


 

Penna, Melinda.jpgMelinda Penna.

2016: How to Turn Project Controls Data Into An Executive Level Presentation.

Project Controls is one of the most important aspects to supporting project success. The data consumed and information produced is vitally important for making the best possible decisions by those who lead us through the complex world of project delivery. However, all too often the voice of project controls is not heard clearly by those in the top positions. Melinda spoke about the challenge of bridging the gulf between raw project controls data and the executive view, what the executive perspective is on projects and project information and how Telstra is building the bridge that will ensure that our executive decisions on projects are able to use evidence derived from project controls data. Paper witheld from publication.

 


 

Dr Anh Pham-Waddell.jpgDr Anh Pham-Waddell.

2021: Force Structure Plan 2020 costing methodology and outcomes.

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.

 


 


Mark Phillips.jpgMark Phillips.

2014: Reinventing Project Communication: How to Design, Lead and Manage High Performing Projects.

Book review. Download the presentation.

 


 


Pyke, Andrew.jpgAndrew Pyke.

2016: The Challenges of and Potential Solutions to Scope Definition Issues on Complex Projects.

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.

 


Li Qiao.jpgLi Qiao

2019: Design Structure Matrix based Modular Analysis and its Applications

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.

 

 

 


 

 

Maisara Al Rais.jpgMaisara Al Rais

2019: Utilising Artificial Intelligence and Machine Learning in Project Controls

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.

 


Kaye Remington.jpgKaye Remington

2018 Keynote: Educating your Project Management Staff.

How do we better educate and prepare project managers, team members, sponsors, and others, to more effectively deliver complex projects within acceptable bounds of stakeholder requirements?
Download the presentation.

 

 


 


Karen_Richey_web.jpgKaren Richey.

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

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.

 

 


 

Belinda Robertson.jpgBelinda Robertson.

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

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.

 

 


 

Uzi Rubin.jpgUzi Rubin

2018 Keynote: Managing Developmental Projects for National Security: A Case Study of Israel’s Arrow Missile Defence Program.

Following the Iraqi missile attack on Israel during the 1991 Gulf War, the IMoD established a missile defense program office (IMDO) and authorized the development of an early warning/fire control radar. This presentation looks at the challenges of developing the Arrow Missile System.
Download the presentation.
 
 


Air Commodore Terry Saunders.jpgAir Commodore Terry Saunders

2018: Big or Small: Managing Defence Projects.

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

 

 
 

 

Shankar.jpg

Professor Shankar Sankaran

2019 Walt Lipke Award Winner: A Model for Organizational Project Management and its Validation

It is important that an organization selects the right projects and carefully manages and governs them to deliver their intended benefits. This paper will describe a model for Organizational Project Management (OPM) to help organizations to do that. OPM is the integration of all project management-related activities of an organization linking strategic decisions (where the project management-related activities are to be carried out) with business decisions (portfolio management and benefits realization) with their management (program and project management) and their governance at both the strategic and project levels. This paper will describe a seven-layered model of OPM with its 22 elements – spanning from the organizational level to the individual project level – derived by the authors using academic literature and their own experience in managing projects.
Download the presentation.
See more on the Walt Lipke Award.

 


 

Blank-head.jpgTony Scuteri.

2017: 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. Developing and maintaining a schedule throughout the project lifecycle usually involves specific Project Management software, the data managed in the scheduling system is typically integrated with other software tools, examples of which would be an Earned Value system. The session which is educational in nature.

Download the presentation.

 


 

Saeed Shalbafan.jpgSaeed Shalbafan

2019 Walt Lipke Finalist: A Framework to Manage Uncertainty in Early Planning of Projects, an ICT Project

Identifying sources of uncertainty and tailoring decision-making approaches to meet specific contexts, creates opportunities to reduce effort expended in the early planning phases of project planning. Practical application of these approaches in not yet being widely reported in research on Business Case and Decision-making Frameworks, so this paper seeks to fill the gap by describing an approach based on the Cynefin Framework which distinguishes between complicated and complex decision contexts based on the types of operational constraints (governing and enabling) and nature of practices involved (good and emergent), and ensures effective calibration of plans to meet required outcomes.
Download the presentation.
See more on the Walt Lipke Award.

 

2018: Optimize Project Performance with an Enterprise Portfolio Solution, with Mario Paglia.

Project-based organisations are able to cope with emerging properties in production and respond
flexibly to changing client needs, but the challenge for project-oriented organisations is, to lead the organisation so that the right projects are carried out, that these projects receive competent project managers and project staff. This paper defines a model for integrated PPM.
Download the presentation.

 


 

Steve Shinn.jpgSteve Shinn.

2018 Keynote: NASA Perspectives on Managing Big Projects: Sometimes project management is rocket science!

An overview of the National Aeronautics and Space Administration’s (NASA) Goddard Space Flight Center (GSFC) financial controls. Steve ensures the financial health of GSFC by leading and managing the development, implementation, and administration of all Center budgeting ($4B annual budget), finance, accounting, business systems, financial audits/internal controls, and cost-estimating activities that enable the effective management, control, and reporting of the government’s assets.

 


 

Peter Slay.jpgPeter Slay.

2017: 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. Download the Presentation.

Winner 2017 Essay Competition.

 


 

CollinSmith.pngCollin Smith.

2019: The Game Changer in Large Scale Complex Projects.

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.

 

2017: Contracting for Success in Complex Projects.

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.

 


 

John smyrk.jpgJohn Smyrk.

2015: The Project Governance Model.

Effective project governance models support project success and enhanced organizational performance. This presentation introduces a project governance model with a particular focus on the role of the project owner. Download the presentation.

 

 


 

Shari Soutberg.jpgShari Soutberg

2019: An Overview of the Schedule Compliance Risk Assessment Methodology (SCRAM)

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.

 


 

Melinda Smith.jpgMelinda Swift

2019: Competing Definitions and Differing Understandings: E-Procurement, A Physicist's Perspective

Many authors have examined e-procurement processes and attempted to define their applications within discrete categories and formulate precise definitions. This presentation outlines some problematic issues and addresses some perennial difficulties which inhibit the formulation of a holistic definition of e-procurement and e-commerce and considers the linguistic, temporal, societal, aspirational and philosophical dimensions of the problem in proposing a working solution. It poses the question "does a reliance on an ill-defined notion of what constitutes procurement and moreover e-procurement promote a false sense of security and/or foreseeable common misunderstandings?"
Download the presentation.

 


 

Tony_Simmonds.jpgTony Simmonds

2020 Webinar: EVM and Risk Management Indonesian Style

EVM is a new concept in the Indonesian Context and in particular the infrastructure space. The main challenge is a lack of understanding of what it is and what value it can add to their projects. I was contracted to develop a PM methodology for one of the state owned enterprises involved in the electrical infrastructure sector in North Sumatera. The work involved the construction of over 1000 high voltage transmission towers and 16 sub-stations across millions of hectares and several regions. Before embarking on the project controls framework there was a need to create a portfolio, program and project level offices; establish clear roles and responsibilities; manage a range of diverse (cultural and competence) stakeholders; and then project, program and portfolio performance measurement. The presentation will cover the challenges and choices that I had to make including what went wrong! 

View the Webinar

 

 


 

Hayden Thomas.jpgHaydn Thomas.

2018: Successfully Managing Sponsors.

The importance of sponsorship to project success is defined and a scoring system proposed.
Download the presentation.

 

2017: 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. 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

Download the Presentation.


 

Darrall_Thompson.jpgDr Darral Thompson.

2021: Integrating capability development: alignment of staff and organisational goals using software.

Many industries and government organisations face significant challenges in both recruitment and internal processes for integrating capability development. The benefits of aligning staff development and organisational goals require the ongoing application of assessment criteria that span both internal and external training, workshops and educational contexts.

ReViewTM software used at several large educational institutions applies capability-based frameworks at scale for educational assessment and capability development over time. Developed at the University of Technology Sydney the software has now become available to business and government for workforce capability development. This presentation will explore examples from high school and university contexts together with the methods for successful business and government implementation.

Download the presentation.


 

Blank-head.jpgCol Thorne.

2014: Project Governance and Controls - the Customer Perspective.

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

 

 


 


Gary Troop.jpgGary Troop.

2013: Earned Value and Integrated Performance Management – The International Perspective.

The importance of effective project Governance and Controls regimes and the role of EVM and Integrated Performance Management in achieving successful project outcomes. Download the presentation.

 


 


Kim Terrell.pngKim Terrell.

2016: Going the extra mile.....

This presentation looks at the department’s approach to programme and project management, focusing on how the department manages its portfolio of programmes and projects in a large, complex and fast moving environment, and the controls and approaches that lead to the successful delivery of new services for Australians. It also covers some of the lessons the department has learned over the past five years in tackling large business and ICT transformational programmes.  Download the presentation.

 

 

 


 

Ms Roksana Jahan Tumpa.jpgRoksana Jahan Tumpa.

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

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.   Download the PGCAR paper

 

 



stephan-vandervoorde.jpgStephan Vandevoorde.

2014: If Time is Money, then Accuracy is Important.

An evaluation of the benefits of applying Earned Schedule to airport construction works. Download the presentation.

 

2014: Commercial Sector EVM / ES Implementation in Europe at Fabricom Case Study.

A commercial validation of the use of EV and ES to enhance project performance. Download the presentation.

 


 

Simon Vaux.jpg

Simon Vaux

2019: Transforming Infrastructure with Digital Engineering

Digital Engineering (DE) is currently transforming the way projects are planned and delivered, and in future will enable the vision for smart infrastructure and integrated digital twins. For DE to provide the greatest benefits, asset data and information must be created and managed using consistent standards and digital processes. Transport for NSW has committed to realising the broader benefits of DE by forming a dedicated team to develop and roll-out the DE Framework. This presentation will describe the journey so far and the exciting opportunities ahead for DE and transport infrastructure.

 


 

LouVidotto.jpgLou Vidotto.

2018: Project Controls metrics and the contribution to the Project Management process.

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

 

2017: Basic Project Control Metrics.

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.

 


 


Roger Vodicka.jpgRoger Vodicka

2019: Management of the Defence Science and Technology Research Portfolio in a Dynamic Strategic Environment

Research and development (R&D) and innovation projects are high-risk endeavours and the decision to modify, postpone or cease investment is an ongoing and dynamic process. This process becomes even more challenging where the strategic environment is subject to rapid change. This paper examines a number of practical approaches used to re-align a R&D portfolio in response to a shift in strategic direction. In a portfolio with fixed resources, this often means that difficult decisions need to be made regarding the re-allocation of a significant amount of financial and human resources.

 

 


 

Steve Wake photo.jpgSteve Wake.

2015: Project Governance and Controls, The UK Perspective, Challenges and Initiatives.

Project and program management improvements initiatives being undertaken by the UK Government in which the APM is a major contributor and the ability of APM to confer chartered professional project management qualifications Download the presentation.

2015: Project Control Metrics.

Project metrics provide the vital window that allows us to gain visibility on how a project is performing as it progresses. This presentation looks at both traditional and improved / emerging EV metrics. Download the presentation.


 

Weaver_Low.jpgPatrick Weaver.

2021: The Origins of Earned Value Management

The concept of using performance data to empirically predict project completion seems to be a remarkably recent innovation. This presentation traces the development of EVM from its foundations, through to ISO 21508.
Download the presentation.

2019: Controlling Agile

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.

2019: The Extreme Cost of Technical Debt

Technical debt refers to the costs of having to go back and resolve problems that arise because an earlier decision was made to take an easy option, instead of the best one. Based on two major rail projects in London. The £14.8bn Crossrail project will finish more than 2 years late and 20% over budget. The £7.bn Thameslink project is running to plan and nearing completion. This paper will look at three factors causing the difference:

1. The physical structure of the projects and their relative complexity.
2. The insidious effect of Technical Debt on the delayed opening of Crossrail.
3. The governance factors leading to the 'Crossrial disaster' and how Crossrail messaging largely caused the 'disaster'.

There are powerful lessons to learn particularly when scoping major projects.
Download the presentation.

 

2018: An Overview of Earned Value Management.

A brief outline of Earned Value Management and the processes required to implement EVM in a business.
Download the presentation.

 

2017: Update on Progress with the Development of ISO Project Management Standards and the 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 with a common understanding and vocabulary with which to practice these management disciplines. 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.

2017: 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 and is based on AS4817. 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. Click to download Patrick's Presentation.

 

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

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. Download the presentation.

 

2015: Stepping up to Governance, the development of ISO 21503.

The Governance of projects and programs to create value requires a holistic, integrated approach. This paper looks at the management challenges involved in moving from traditional ‘project management’ to the effective ‘management of projects’ and shows how the Draft International Standard ISO2503 can help achieve these objectives. Download the presentation.

 

2015: Establish the Project Schedule.

Developing an effective schedule is key to effective Earned Value. This session will look at how to develop a schedule that works covering:
- Planning, strategy and scheduling.
- Planning the schedule development.
- Linking the schedule to the WBS and work packages.
- Rolling Wave - adding detail at the right time.
- Keeping the schedule relevant, its value and its limitations (including the roles of ES, SCRAM and validation tools). Download the presentation.

 

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

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

2013: Governance and Controls.

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

 


 

Sean Whitaker.pngSean Whitaker.

2015: Project Governance and Controls - The PMI Perspective, Challenges, Initiatives, and Opportunities.

Project and program management improvement initiatives supported by the AIPM. Download the presentation.

 

 


 

Mark White.jpgMark White

2019: PMOs by Design

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.

 


 

Wolfe, Lisa.jpgLisa Wolf.

2017: USA Program Management Improvement and Accountability Act -
What it is, what it does, what it means and possible lessons for Australia.

This presentation offers some insights into the background to the US Congress passing the Project Management Improvement Accountability Act (PMIAA). Download the Presentation.

 

2016: Project Surveillance.

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 factors. Download the presentation.

 


 

Dr Bob Wylie.jpgRobert Wylie

2018: Managing Projects for Innovation: A competency perspective

This paper uses military technological innovation to illustrate how a competence perspective
can inform efforts to improve the capacity of project oriented organisations to handle the
uncertainty that characterises the innovation process. Incorporating innovation-related competencies in project management practice has significant implications for the project management body of knowledge.
Download the paper.

 


 

raymondyoung.jpgDr. Raymond Young.

2019: For Boards and their 'Accidental Sponsors' - Guiding Questions to Implement Policy, Strategy and Create Value through Projects

This presentation will raise the question of whether there is a dysfunctional relationship between top managers and projects to implement their business strategy. Evidence will be presented to suggest that projects are not contributing much to strategy and a project governance mechanism will be presented as a possible solution. The proposed governance solution has been recognised by Wiley as leading edge and they have commissioned Dr Raymond Young (UNSW) and Dr Vedran Zerjav (UCL) to publish their ideas as a book for 'accidental project sponsors'. Attendees at the presentation will be invited to provide feedback on the solution and suggest how the book initiative might have maximal impact on project governance practice internationally.
Download the presentation.

 

2018 Walt Lipke Award Winner: Strategic management of the Defence S&T Portfolio: Are we there yet?

Case Study: Defence Science & Technology Group. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges. This paper looks at the next phase of the DSTO migration to an integrated portfolio management system aligned to strategy.
Download the presentation.

 

2017: 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 has confirmed that P3M and benefits management are necessarily organisation wide initiatives, but found implementation can be demanding. Senior management support is important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important.
Download the Presentation.

 

Runner up 2017 essay competition. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges, this presentation looks at the group's migration to a structured portfolio management approach aligned to strategy.
Download the presentation.