Papers - General Management

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General Management Topics:

 - Organizational management, including strategic alignment and change

 - Stakeholder engagement

 - Managing and motivating people

 - Education and training



Organizational management, including strategic alignment and change

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

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.
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A Navy Case Study – The Strategic Enterprise Approach to Combat System Development, 2018, CAPT James Nash.

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. 
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Stakeholder engagement

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? 
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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.
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The Customer’s Perspective,     2013,     DCN, RADM van Balen.

The importance of effective project Governance and Controls in meeting the needs of the ‘customer’.
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Managing and motivating people

The Sophisticated Problem Solver: Separating Idea Generation from Idea Evaluation.
2023 Webinar, Teresa Lawrence. 

In life and in work, we encounter problems, challenges, and opportunities. In this session, attendees learn ground rules, thinking tools and experience the power that comes when we separate idea generation from idea evaluation. This “dynamic balance” between divergent thinking (a broad search for many diverse and novel alternatives) and convergent thinking (focused and affirmative evaluation of alternatives) is the crux of critical thinking and creative problem solving. When teams commit to this balance, things like stakeholder engagement, stakeholder identification, risk assessment, requirements collection, Definition of Done and much MUCH more accurate, inclusive and reliable.

This webinar will cover:

(1) The need to separate idea generation from idea evaluation.

(2) The “dynamic balance” between divergent thinking and convergent thinking. 

(3) The ground rules and thinking tools needed for effective problem solving. 

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Manager AND Leader – balancing leadership and management for outstanding project success.  2022 Keynote, Mick Spiers. 

There are distinctive differences in the role of leader and the role of manager. This begs the question of whether one person can do both. How can you balance between the style and motivations of a great leader with that of a great manager? When these 2 disciplines are blended what results can you expect? In this presentation, Mick Spiers will present the differences between a leader and manager. Where do they align and where do they conflict? Spiers provides guidance on the negative consequences when these 2 approaches are not in balance and provides practical tips for bringing the two together in harmony for greater impact.

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Masterclass: High Performance Leadership 


Redesigning Project Management Around the Brain.  2022 Webinar Becky Winston. 

She provides consulting services in portfolio, program, and project management for various government agencies and private corporations in research and development, construction, information technologies, operations, environmental management, and other areas of management. This presentation considers:

A. Three Main Intelligences
i. Integration
ii. Current applications and why project management
B. Mindfulness to assist with integration

A. Need for redesign
B. Behavioral Project Management as a new foundation of PM science
C. Processing of information in complex, time-sensitive projects

A. Both areas of study use neuroscience
B. Both move the discussion from the old term 'soft skills' to science-based approaches
C. Both are relevant to time-sensitive and disruptive times in the management of projects.

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Mental Health of Project Management Practitioners in Architecture, Engineering and Construction (AEC) Projects during the COVID-19 Pandemic.  2022, Xiaohua (Sean) Jin. 

The novel coronavirus COVID-19 pandemic outbreak forced closure of construction sites across the states and people to work from home. The Architecture, Engineering and Construction (AEC) sector was mostly hit by the pandemic because of its engagement in complex projects that entails large supply chain and multiple parties in delivering construction projects. Disruption in supply chain of materials and workers to construction sites has introduced new management system in AEC projects. Remote management of multiple project parties sparked unprecedented challenges and project organizations struggled to transform into new forms of budget, quality and time management systems. These unprecedented changes and challenges due to the COVID-19 pandemic have introduced new psychosocial risks for mental health of project management (PM) practitioners in the AEC sector. This research is aimed at improving the mental health status of PM practitioners in AEC projects during the pandemic by exploring the pandemic-associated psychosocial risk factors, evaluating the stress level of PM practitioners, assessing organization-level interventions, and establishing a psychosocial risk management framework. These research objectives were attained through an expert forum, an industry questionnaire survey and a quantitative analysis based on structural equation modelling. The findings are expected to help organizations in the AEC sector to take effective measures to improve the mental health of their most valuable assets – PM practitioners.

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Operational issues in workforce management and their fit within the broader strategies in light of new challenges in internal and external labour markets. 2021, Dr Jan Drienko.

This presentation uncovers some of the most pressing operational issues in workforce management and their fit within the broader strategies in light of new challenges in internal and external labour markets. Based on an approach that is not only targeted at investigating impacts of policy changes (including current and future impacts of COVID), evaluating regional labour markets and their limitations, internal workforce structures and designing transition plans to address functional changes but also testing various models of engaging Australian industry and internal communications to support workers through future changes as well as implementing innovative approaches impacting social behaviours and improving workforce motivation. 
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Integrating capability development: alignment of staff and organisational goals using software. 2021, Mr Danny Carroll & Dr Darral Thompson 

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.

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Exploring Project Teams' Collaborative Behaviour in Hong Kong's Relational Contracting Projects, 2019, Shoeb Ahmed Memon. 

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).
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ICT Project Success and the suitability of key persons,  2016,   David Bryant.

This presentation highlights the results of David's research. It seeks to answer questions such as: What are the behavioural roles of key members of successful ICT project teams?  Are these behavioural roles a cause of improved team effectiveness?  Is team effectiveness a cause of project success?  David draws on academic research, cases studies of PM Achievement Award finalists and personal experience to highlight opportunities for improvement in project team selection and development
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Project Management: Performance is mostly about people and culture,  2017, Alicia Aitken.

This presentation takes you on her journey to the top of project management in Telstra, explaining why her role was created and what it does for her organisation.   It outlines Telstra’s view on critical factors in delivering project success and how they are helping Telstra deliver better project outcomes.  
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Harnessing the Power of Diversity,  2014,   Elissa Farrow.

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 is the role of a leader in diverse project teams? Download the presentation.


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

Book review.  Download the presentation.

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Education and training

Evolution of Projects and Project Management - Reframing competency for the modern world.  2023, Rob McMartin. 

Over the last 50 years, there has been a substantial shift in project management, an evolution. Project have gone from being the Simple/Complicated projects that humans have worked on for thousands of years, evolving in both complexity and size. In order to understand the future of project management, it is important to understand the past and the reasons for so many project failures. Various groups have reported on the high level of project failures, depending on the type of project it can range from 73% (low end) through to 91% of projects fail. If we have been doing projects for so long, why are there so many failures? The evolution of project management is inextricably linked to the evolution of humans. As humans have progressed in technology, project management has been there, not just riding the coat tails, but in some cases leading humanity. This presentation will discuss the current state of project management and what needs to be done to improve the success rate of the industry. It will highlight that most projects are in the Simple to Complicated range, and that most project managers and organisations doing project management are ill equipped to deliver projects beyond the simple/complicated and what needs to be done to improve project delivery.

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Critical Themes on Group-based Assessments to Improve the Job-readiness of Project Management Graduates. 2022, Roksana Jahan Tumpa. 

Being able to work efficiently with others is considered one of the critical skills demanded by project management employers once graduates enter the labour market. Assisting students to construct knowledge and skills with alternative viewpoints, improving communication skills and developing generic skills are some of the many reasons for including teamwork as a graduate attribute within the higher education curricula. Despite the emphasis exerted on developing teamwork skills, project management employers are often dissatisfied with graduates' ability in working effectively in groups. Group-based assessments if designed appropriately have been widely recommended as a means to develop skills required for the world of work. However, group assessments are perceived as a challenging task for both students and educators. This systematic literature review aims to identify best practices for designing and administering group-based assessments in higher education. The paper undertakes a systematic analysis of 71 relevant and available studies on group-based assessments in higher education. Some of the critical themes that emerged from the results included group formation process, group size, team diversity, and inclusion of self and peer evaluations. Academics should be actively involved in giving regular feedback, training students about teamwork, and communicating their expectations to students. The study findings are useful to inform project management academics about process-related aspects that need to be considered to achieve the ultimate purpose of group-based assessments in polishing the job-readiness attributes of project management graduates.

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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.  
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Information is Subjective. Knowledge is Creative (is KM really a thing?), 2018, Lynda Bourne.

This presentation looks at the role of communication in the transforming of data into information and then information into knowledge.  Knowledge Management’ is the link between ‘what people know’ and how that knowledge is made available to others using effective communication.
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Educating your Project Management Staff, 2018, Kaye Remington.

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?
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