Highlights:
The webinar series implemented to replace PGCS 2020 continued in 2021. This series of webinars were developed with the support of CASG and the Defence Program and Project Management Community.
To participate in future webinars click here.
2021 Lunchtime Webinar Program:
- EVM and Risk Management Indonesian Style - Tony Simmonds
- BAE's Journey with professionalising the Estimating & Pricing function/capability - Tracey Clavell
- A Risk Management Journey - Gavin Halling
- The State of Project Controls – Implications for Cost Professionals - Sally Glen
- Leadership Perspectives of Project Management - Lisa Mathews
February 2021
EVM and Risk Management Indonesian Style
Tony Simmonds, Director, Interlink Technology
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!
March 2021
BAE's Journey with professionalising the Estimating & Pricing function/capability
Tracey Clavell, Head of Estimating & Pricing, ASC Shipbuilding, BAE Systems Australia.
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
April 2021
A Risk Management Journey
Gavin Halling, Project Risk Management Integration Specialist, Risk Tools
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.
May 2021
The State of Project Controls – Implications for Cost Professionals
Sally Glen, Australian Director, Independent Project Analysis
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.
October 2021
Leadership Perspectives of Project Management
Lisa Mathews Executive Director, Head, Government Contract Compliance Division, Ethics and Compliance, KPMG, Washington, USA
What leaders need to know to establish a solid and successful PMO from corporate culture, structure and support, to staffing.