This summit will kick-off with two presentations from project practitioners focusing on complexity in projects, followed by a facilitated workshop to frame the future of the newly established (and national) Complexity - Community of Practice (CoP). The idea behind a CoP is that learning occurs in social contexts that emerge and evolve, when people who have common goals interact as they strive towards achieving these goals. As part of this workshop, Ian & Collin will take the opportunity to record your thoughts and views which will set the baseline for a 12 month agenda - with these topics discussed quarterly. This is a great opportunity to assist in framing this CoP and to benefit from White Papers and other informative information that are produced as a result.”
Complex Project Management - Learning from the Past to go Forward Rob McMartin MAIPM
PMO Manager Protected Vehicles, Thales Complex Project Management
Complex Project Management - Learning from the Past to go Forward
"Last year, at this conference. I discussed what would the future of Project Management look like for Complex Projects. I explained how the very nature of being unable to define accurately what the problem was, let alone develop a Project Management Plan to capture how you would deliver it.
This year, I am going to look to the past to define the future of Complex Project Management.
One of the true statements about project management is that nothing is new, Complex Project Management is not new, in fact, I will be talking about one of the greatest projects ever undertaken by mankind. One project that not only changed humanity as a people, but ushered in a new era of human development.
One project that when it was conceived, the science behind it was unknown, not invented, or even if it was possible.
A simple sentence, so short, yet so powerful that started the most complex and complicated project ever undertaken.
From that simple equation would start the most complex project in history and lead to where we are today, and we will look at the process of this project and how this relates to modern project management."
Principal, Synchrony Making Complex Projects more Profitable and Predictable Laurie Bowman MAIPM
This paper will provide an overview of some of the key challenges to
achieving project success on complex projects and will outline some proposed
solutions for discussion and consideration. Key problem areas and proposed
1) Supporting strategic decision making and risk management with improved use of
2) Achieving improved performance and profitability through effective project
3) Managing the transition to a performance culture
These processes help ensure that;
- the right projects are being selected,
- uncertainty is being management in accordance with the your organisations risk
- teams are accountable for performance and supported by management,
- a pathway is provided for transitioning to higher maturity in project controls.
Great Leaders Improvise Be ready to see what needs to be done in an unforeseen world
Uncertainty, lack of trust and fear of change are the biggest reasons why organisations have build complex & log systems and procedures in an attempt to control the unpredictable future. This leads to a negative spiral of disengaged employees, more mistakes and even more procedures & complex systems.Next to an intensive web research into the domain of innovative organisations, Cyriel has interviewed many leaders with different functions and coming from a very broad range of industries - spread all over the world - to gather concrete examples & tips how they are handling these challenges. The goal is to inspire you as a leader with language, tools and refreshed energy to tackle the VUCA challenges your organisation is facing.In times of disruptive change, we need leaders with an agile mindset. Learn to be ready to see what needs to be done in an unforeseen world. Seize opportunities by being in the moment. Build relationships on trust rather than on control. Create a culture where you allow your employees to experiment and learn from mistakes.
11.00 – 11.25am
Strategic planning and prioritising Concurrent Session 1A Hamed Sarbazhosseini
Lecturer at the University of Canberra Raymond Young
Senior Lecturer at the University of NSW PPM Software – Advice beyond the magic quadrant Academic
PPM Software – Advice beyond the magic quadrant
The market for project portfolio management (PPM) software is growing rapidly. However, there are few sources of advice to help organisations choose the most appropriate software for their needs. Many organisations turn to research from Gartner or Forester to identify the PPM software leaders. Gartner and Forester tend to present their research in the form of a ‘magic quadrant’ with leaders identified in the top right as vendors that “execute well against their current vision and are well positioned for tomorrow”. This type of recommendation may turn out to be unhelpful because it is self referential and reports against the vision of the vendor. Wouldn’t it be more useful to report against how well the software helps clients meet their strategic goals?
This research analyses the stated goals of 91 PPM software vendors and compares them with the PPM goals found in the academic and industry literature. The research then goes on to suggest what goals PPM software should be helping organisations to achieve, and identifies the PPM software that is most likely to support strategic goals in the public and private sectors.
Resilience Concurrent Session 1B Waterfall to Bi-modal; A Government case study of the challenges of service and cultural transformation. Isabel Gray-Garraway MAIPM CPPM
ITC Change, Manager Department of Planning and Environment
Waterfall to Bi-modal; A Government case study of the challenges of service and cultural transformation.
"Government is traditionally conservative in its approach to change. Now that Agile development has been proven in the Private Sector, Government is now moving to bi-modal service delivery (both Waterfall and Agile) to provide the best, and most efficient development solutions possible.
Within Government, there will always be the requirement for Waterfall practice – which is well suited for enterprise and infrastructure developments that provide a platform for new business applications and services. Less clear, is how these technology organisations transform from Waterfall organisations to being Agile capable and proficient. Transforming the Service Provider mode represents only one half of the challenge – transforming the Service Provider and Customer culture poses the other half.
It is naïve to believe the transformation from mono-modal to bi-modal service delivery is an easy one, led bravely from the front by PMs who have mastered the Scrum – particularly in the government space, where technology reform has typically been slow, and cultural transformation even slower.
Cultural transformation remains the second challenge, requiring significant changes to understanding and treatment of; risk and financial planning, of project management, resource planning and management, and of the way the Service Provider engages with the Customer. Such transformation involves challenging a conservative and risk-averse culture where an Agile minimum viable product may not sound as solid as a confirmed deliverable via a traditional functional specification.
This case-study looks at the challenges faced within a government technology service organisation as it moves from a Waterfall delivery model, to a bi-modal Waterfall and Agile service delivery model. Discussion will include;
* Challenges associated with required technical and cultural transformation in the PMO, BAMO, CMO, and hard IT Teams (Development, Test, System Administration, Infrastructure, Support and Maintenance teams)
* Challenges of engaging the Customer with a new service approach
* Resistance encountered
* How successful the transformation was, (or wasn’t)
* What the organisation now looks like, and
* Lessons learnt through this journey.
* How does an organisation successfully change (or expand) its modes of project and service delivery?
* Can an organisation simply remove or retrain Waterfall management teams and/or hire Agile management teams?
* How quickly do Customers adjust and buy into a changed Service Delivery approach?
* What would the wish-list include for a magic spell that provides everyone in a technology organisation the understanding and experience to deliver in an Agile framework?
* What would the wish-list include to fast-track the Customer cultural change required?"
11.00 – 11.25am
The PM Toolkit Concurrent Session 1C The fear of Dracula! Managing Stakeholders through Virtual Reality Keith Chidley MAIPM CPPE
Manager Program & Project Public Transport Authority of WA Julius Jeppe
Creative Director, Viewpoint Pty Ltd
The fear of Dracula! Managing Stakeholders through Virtual Reality Well, I don't know why I came here tonight I got the feeling that something ain't right I'm so scared in case I fall off my chair, And I'm wondering how I'll get down those stairs Stakeholders to the left of me, daylight to the right, Here I am, stuck in the middle with you.Through an entertaining but honest presentation Keith will take you on the journey of managing the creation of a project where stakeholders are lining up to sink your project, literally sink it, financial constraints, a forced three into one and a major constraint call a rail bridge. You will be guided through the development stage of a project where the outcomes are yet to be agreed, but with light approaching we will show you why it should be supported and how we are using Virtual Reality to get it over the line (actually a rail line).In a little-known location called Western Australia there is a small suburb that could soon be home to a new rail station that needs to cater for multiple rail lines arriving at a given point in time. This presentation will demonstrate how virtual reality is being used to help stakeholders understand the proposed outcomes and help sell the benefits of the project to all stakeholders. Using cutting edge technology, we are letting the stakeholder literally step into the future and in doing so aiming to win support to drive a sustainable and long-term solution that meets everyone’s' needs.
11.00 – 11.25am
Critical skills Concurrent Session 1D Adapt or Die! Stephen Dowling
Owner and Founder ETM Consultancy and Training Pty Ltd Stephen Callaghan
Agile Transformational Lead, AGL Energy
Adapt or Die!
"The Head of Project Delivery at one of Australia’s fastest growing companies believes that the traditional role of the Project Manager is DYING or in some cases it’s even dead already.
Why does he think this? This is a question we believe every project manager should want to know the answer to! This session will aim to explain WHY he thinks that, and most importantly what we can do to stop this potential demise?
It’s expected that the change coming in the next 5 years will be greater than the last 20 years combined! If so, how will this effect project delivery practices? We think it will and in a BIG way!!!
Every Project Manager needs to wake up and pay VERY close attention! There is a disruption storm happening ‘now’ which will continue to gather pace & accelerate, and we strongly believe this will have HUGE implications on the future of project delivery.
If you want to be confident of having a job in 5 years time we believe this is an important session for you to attend.
The GOOD NEWS is that if we embrace this new world you’ll set yourself on the path to lifetime employment; as the people with these combined skills will be an extremely valuable commodity, and as such will always be considered a highly valuable member of any organisation.
Be ready to be CHALLANGED & DISRUPTED (for your own good)!!!“If the rate of change on the outside exceeds the rate of change on the inside the end is near”
11.30 – 11.55am
Strategic planning and prioritising Concurrent Session 2A Industry Cato Square - Creating an internationally significant, public open space in the Chapel Street Precinct. Rick Kwasek MAIPM
Manager, Urban and Infrastructure Projects City of Stonnington
Cato Square - Creating an internationally significant, public open space in the Chapel Street Precinct.
"A city’s major civic open-spaces helps to express the cultural aspirations by which a society wishes to see it and be seen by the world. The ability for the public realm to provide the forum for the cultural life of a city is now of utmost importance, as the cultural and environmental health of cities is essential in attracting people.
A city’s public realm needs to be designed to be more than merely functional, but as wonderfully inspired, attractive places to live and work for all socio-economic levels. Activities that were once found only inside museums and theatres are now present in the streets and spaces of cities, where one can enjoy street performance, concerts, art installation, and dance. The public realm is the new stage for cultural events. This openness and generosity reflects a lively and open city where people from all parts of the globe can participate, integrate, and enjoy themselves.
Culture flourishes in the meeting places in cities. Understanding and mediating in this new public space, where the old fabric meets the pressures of today’s urbanism, and the new global economy of images and immediacy, these are all factors to consider in the design and the creation of a new 9000m2 public space in the heart of Prahran.Over the past four years, Council have been investigating options and feasibility for the redevelopment of an existing 430 space Car Park in Prahran into a significant open space precinct with multi-level underground car parking. In broad terms the project involves replacing the existing car park below ground to provide a new civic precinct space.The presentation seeks to provide an insight into the process and issues associated with the feasibility, planning and engagement and delivery of this type of project by a local government in a premier activity centre.Key Words: Place making, liveability, Communications, Risks, Procurement, Governance, Funding, Activation, Open Space, Public Realm"
11.30 – 11.55am
Resilience Concurrent Session 2B When it all goes wrong Nick Jago MAIPM CPPM
Principal Project Manager AECOM
When it all goes wrong
"We’ve all made mistakes, and no-one is perfect. So when the human condition impacts our projects, how can we emerge successful and snatch victory from the jaws of defeat? We will look at specific examples of massive errors, lapses of judgement and acts of idiocy to analyse what went wrong, why it occurred, and how the situation was redeemed (or not!)
Taken from a background of billion dollar infrastructure projects and building construction, we will cite case studies that exemplify some of the most heinous management errors, many of which actually unintentionally improved the project or created alternative opportunities. Sometimes when the glass isn’t even half full, you have to be able to make the most of the fact that you still have any liquid at all.
We will also look at situations where the problems have not been recognised and resolved in an efficient manner, and contemplate the impact that this has on project teams. What doesn’t kill you makes you stronger – and as a PM it’s important to have a survival kit of mental tools at your disposal to deploy in the face of failure."
11.30 – 11.55am
The PM Toolkit Concurrent Session 2C What tools does a project manager need to deliver, when complex is the new normal? Hannah Clement
Project Director (Major Projects Victoria)
What tools does a project manager need to deliver when complex the new normal?
"The ever growing population density in our cities is placing increasing pressure on our public spaces and cultural institutions. As a result, there is an increasing need for our social assets, often housed in ageing and historic facilities, to work harder than ever. The result is an increased requirement for the careful refurbishment of major cultural institutions, often required to be completed in a live environment with minimized disruption to the public, users and operators of the facility.
Development Victoria have developed a suite of strategies to respond to such complex projects refined over a number of recently completed up-grades to Melbourne’s iconic buildings such as the Shrine of Remembrance, The Palais Theatre, and the significant reimagining of Margaret Court Arena at Melbourne Park.
The presentation outlines a case study of these tools and strategies base on a current Development Victoria project, the $88.1million redevelopment of State Library Victoria. State Library Victoria is one of the busiest public buildings in Australia, with annual visitors in excess of 2 million people. The project including significant works to many of the 23 buildings which make up the Swanston Street Site, all of which are of heritage significance. Some of the strategies considered in designing the project delivery strategy included consideration of the following:
* Careful selection of the best procurement model to ensure the best project outcomes
* Key strategies for the selection of key project partners, including the design and construction team members
* Project managers role in establishing the best-for-project ethos and cultural across the entire project team
* Management of the design to always consider the constructability and impact on adjacent spaces
* How careful staging and time zoning can limit the overall disruption for all parties
* Effectively communicating the changing stages of the project to the community to prevent confusion
* Limiting the areas of construction to accommodate for the needs of the community"
11.30 – 11.55am
Critical skills Concurrent Session 2D Virtual teams and virtual management. The new reality Aaron Hudson MAIPM
12.00 – 12.25pm
Plenary 3 Microsoft
Plenary 4 – Keynote Address Strategy to Execution: Executive Led Delivery Ewen Stafford
Deputy Chief Financial Officer, Telstra and Non-Executive Director of Loan Market
Saving the world one project at a time
"While the Corporations Law in Australia, and similar legislation in other countries, has over time broadened the duties owed by Directors, the primacy of shareholder return nevertheless remains the chief lens through which company decisions get made. Additionally, one of the practical constraints on leaders to pursue other objectives is risk aversion in the broader industry context, particularly amongst large institutional shareholders and creditors such as banks and superannuation funds, to anything that might potentially impact steady returns.
It is no wonder that corporate social responsibility and environmental sustainability objectives struggle for priority with initiatives that bring a financial return. Unfortunately, stories about companies engaged in environmental damage, sweatshops and anti-competitive practices in the pursuit of profit are all too common.
If this is to change, businesses need a broader conception and longer term view of value built into their DNA. Putting this into practice also requires businesses to adopt entirely new valuation techniques that are aligned to this more developed notion of value. Today’s most popular techniques, such as Net Present Value and Payback period, are designed to select for short term financial return. The challenge is to be able to measure value in a more flexible, nuanced and multifaceted way that strikes a better balance between profits and other objectives.
We have identified a number of approaches that can help business strike this balance between their corporate social responsibility and environmental sustainability objectives and the need to be profitable, including Portfolio segmentation, use of Multi attribute scoring models, and Portfolio balancing."
2.00 – 2.25pm
Resilience Concurrent Session 4B and 5B Delivering a successful large scale transformation: how resilience and persistence won the day. Joan Dobbie MAIPM CPPP
Program Manager, NCVER
Delivering a successful large scale transformation: how resilience and persistence won the day.
"This not-for-profit organisation had a confronting challenge ahead. Major new government policy initiatives were fundamentally changing their operating environment and the organisation had to change to survive. They faced fixed deadlines, limited funding and resources, aging IT systems and a portfolio of failed or failing projects.
This presentation tells the story of how this organisation succeeded in delivering a transformational programme that generated real public policy and internal efficiency benefits, within budget and on-time. From practical steps of rapidly improving project and programme management maturity, to the of challenges rebuilding trust in project teams, to the management of managing organisation-wide change. Key issues and lessons learnt are explored, including the pragmatic implementation of mature practices in a small organisation, to overcoming a lack of trust and change fatigue.
Ultimately, this is a story of resilience and persistence, and how a small group of determined people succeeded where many larger, more experienced organisations have failed, sometimes spectacularly."
2.00 – 2.25pm
The PM Toolkit Concurrent Session 4C Portfolio, Programme, Project Management and Contract Management (P3CM) for the Queensland Transport Network Recovery Programme Simon Day
UniPhi Consultant, UniPhi
Portfolio, Programme, Project Management and Contract Management (P3CM) for the Queensland Transport Network Recovery Programme
When floods and cyclones damaged 27% of the Queensland road network in 2011 the Department of Transport and Main Roads (TMR) established the Transport Network Recovery Programme to manage the works on over 9000 kilometres of roads. The SKM programme management team, overseeing the Far North, North West and Central West region needed a solution to deliver $1.1 billion of works. Project Management Hundreds of projects were identified on the ground and grouped into viable contract packages. A tool was needed to track the contract spend at the project and contract level to ensure proper cost management. The TMR contract management system, a comprehensive set of templates, was required to be effectively implemented on each contract. Programme Management Programme Managers in each of the three regions needed know that cost projections were in line with the overall budget allocations to their regions. They also needed visibility of contracts to ensure the quality of contract administration was to standard, to balance the load of contracts against the pool of available contractors in each region and to meet TMR procurement requirements. Portfolio Management Each region reported to the TNRP Programme headquarters in Brisbane. Reporting requirements included cost and budget updates and value for money benchmarking. The Solution Two systems were deployed to enable data capture in the field. These systems were accessible to the entire project team, whether they were on a works site in remote parts of Far North Queensland or in the TMR offices in Cairns, Barcaldine or Townsville and crucially, were configured to match the existing TMR methodology. The result was a bottom up data driven methodology that met the needs on hundreds of projects, leading to meeting the needs of the programme as a whole. SKM (now Jacobs) recognised internally that this implementation saved the program at least $5m and significantly reduced the risks of implementation. This paper will explore the critical success factors of:1) Aligning software with existing processes where appropriate to reduce change management,2) Distributed data capture (i.e. site level team members capturing the key project data for program managers while benefiting themselves in the process),3) Early stakeholder engagement at all levels of the project environment (and how not doing this nearly led to failure),4) Speed to market (i.e. not letting the program run too long, as was the case here, before rolling out support systems even if they're not 100% complete).
2.00 – 2.25pm
Critical skills Concurrent Session 4D Planning and sustaining multiple trauma hospitals in a conflict zone in support of humanitarian efforts Leo Cusack
Operations Manager, Aspen Medical
Planning and sustaining multiple trauma hospitals in a conflict zone in support of humanitarian efforts
The commencement of the offensive by the Iraqi Army against ISIS in Mosul led to a significant increase in trauma casualties. Mosul is a city of about 1.2 million people and casualties have been high. Nearly half the casualties have been civilians and this includes a high proportion of children. In March 2017, Canberra-based Aspen Medical was contracted by the World Health Organization (WHO) to provide healthcare professionals and hospital management at several 48-bed trauma field hospitals and 20-bed maternity units south of Mosul in northern Iraq. The field hospitals were established by WHO and UNFPA at the urgent request of the Ministry of Health in Iraq. WHO coordinated a number of organisations providing trauma care in the conflict zone. Aspen Medical initially provided a team of over 80 personnel to the facility including emergency physicians, surgeons, anaesthetists, nurses, midwives, neonatal specialists, obstetricians and paramedics. In addition to the clinical team, Aspen Medical provided management, logistics, security, administration and operations specialists to the field hospital. The Aspen Medical team worked alongside 50 national health personnel of different cadres to support trauma care at the hospital. In this abstract Leo Cusack will outline how the facility was rapidly set up. How the systems, processes and logistics were created to enable a of clinicians from around the world to perform their duties in Mosul. He will outline the importance of training and creating a multicultural team capable of building capacity. He will also discuss the collaboration with many other agencies that was required to ensure the success of the mission.
2.30 – 2.55pm
Strategic planning and prioritising Concurrent Session 5A Design, Establish, and Optimise your PMO Carleton Chinner MAIPM CPPD
Program & Portfolio Manager, Toll Remote & Government Logistics
Design, Establish, and Optimise your PMO
"Many organizations see the value in implementing a project management office (PMO) to achieve greater project management discipline. The PMO provides the mechanism to deal with challenges, provide quality outcomes, and deliver value to the organisation.
This presentation explores the concepts behind designing an effective PMO. It describes the various functions a PMO may have and how to design for each of these functions. Tools and methods needed for effective establishment are described along with effective methods of controlling, cost, risk, and quality across a broad portfolio of active projects. The value of methodology to establishment is considered and how this can be used to build an effective workforce and culture. Examples of successful PMO’s are discussed and how the value of success to the greater organisation was measured and managed through a process of continuous improvement."
2.30 – 2.55pm
Resilience Concurrent Session 5B Academic Integrating Lean Change Management into Program and Project Delivery Vicki Young
University of Melbourne
Integrating Lean Change Management into Program and Project Delivery
This presentation falls under the category of ‘Project Management as an integrating discipline’. Using design thinking and drawing on the stories and case studies, this talk will cover the innovation of integrating Lean Change Management into Program and Project delivery. The Lean Change Cycle is a non-linear, feedback driven model for managing change. With a natural affinity to enhancing customer experience, whether internal or external, this presentation will give insight into taking an iterative change approach, whatever the project delivery methodology. Attendees will take away knowledge of Lean Change Management, how it applies to managing the human side of change in project and program delivery and how it may differ in a waterfall versus continuous delivery environment. Taking an integrated approach to delivery of change enhances ability to influence stakeholders and end users as well as to effectively implement project outcomes and realise benefits.
2.30 – 2.55pm
The PM Toolkit Concurrent Session 5C Academic Storytelling; Making Sense of Problems on Complex Projects Lynn Crawford LFAIPM
The University of Sydney Gina Bowman
Director, Australia Gedeth Network
2.30 – 2.55pm
Critical skills Concurrent Session 5D "The Battle" – Award winning Project Management simulation to engage staff, build teams, and embed methodology Kestrel Stone MAIPM Principal and Director, Elemental Projects Brendan Hill Learning and Design Specialist, Sydney Water
"The Battle" – Award winning Project Management simulation to engage staff, build teams, and embed methodology
"Ever considered using simulation and gamification to engage a project management community, communicate the organisation’s project management methodology, or underpin culture change? If so, then this is the session for you.
Hear from winners of ""Best Use of Gamification and Simulation for Learning"" at the 2016 AITD National Training Excellence Awards, and “Best Team Building Event” at the 2017 Learn Awards Elemental Projects and Sydney Water Corporation. They will share a behind-the-scenes look at how they designed and delivered an exhilarating four-hour project management simulation involving 3 drones, 36 catapults and 180 project personnel.
This bespoke simulation involved a project that was initiated, planned, implemented, and closed all within four-hours, with 180 people all actively involved. Learn how teams were tasked with building a war machine, by using drones to retrieve vital assets, while procuring the required resources, needed to participate in an epic, winner take, all battle at high noon… all this was achieved while following the project lifecycle, designing enabling processes, authoring support documentation, and defining roles; all as outlined in the new project management methodology.
During this presentation we will discuss the application of specific gamification techniques, tips for simulation and gamification design, delivery methods, and the astonishing improvements to productivity, compliance, collaboration, and team cohesion achieved by Sydney Water in the months following “The Battle”."
3.00 – 3.25pm
Strategic planning and prioritising Concurrent Session 6A Portfolio Management and Optimisation as a Strategic Competency Paul MacDonald
SMS Management & Technology
Portfolio Management and Optimisation as a Strategic Competency
"Growing out of the need to identify, organise, manage, and deliver projects and / or programs, project portfolio management has developed to address both prioritisation and selection (“doing the right projects”), as well as execution (doing projects right”) of important business initiatives.
Historically, the emphasis has been squarely on process – the process of selection and prioritisation, and then delivery management according to time, cost, and quality constraints. The value of this process-driven approach was generally described in terms of portfolio risk management / mitigation and surety of portfolio delivery (within required time frames).
More recently, the demand for clear enablement of outcomes (benefits management and realisation) and achievement of RoI in project portfolios have driven the development of optimisation approaches which tend to depend on effective engagement of the business organisation at multiple points in the project portfolio cycle (identification, prioritisation, selection, delivery, and monitoring / governance).
This trend has been supported and accelerated over time by adoption within organisations of Agile principles, not only in project / program delivery but also as a means for organisational uplift, renewal, and transformation. Agile has revealed the potential for project portfolio management to support, incorporate, and deliver corporate value well beyond it’s traditional “delivery” and “process” remit.
Careful implementation of the portfolio management and optimisation cycle can deliver a pragmatic mechanism by which to challenge, assess, and refine corporate strategy. This has some distinct parallels to the “Closed loop management” framework described by Kaplan and Norton (ref: The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Kaplan and Norton, 2008).
This paper weaves together project portfolio management, optimisation, agile transformation, and closed loop management into a model which also addresses key aspects of corporate resilience and adaptability to achieve ongoing competitive advantage.
Tools and organisational structures associated with achieving optimal outcomes are also considered and impacts of this approach on achievement of corporate resilience are proposed.
Conclusions are drawn not only in terms of the business outcomes achievable but also regarding the subtle but significant adjustments needed to the mental model of both business leadership as well as portfolio and project / program management in order for project portfolio management to become a core and significant strategic competency in either government or corporate environments."
3.00 – 3.25 pm
Resilience Concurrent Session 6B Keeping your eyes on the prize: Impact of good leadership and vision on project success. Elena Zagorenko MAIPM CPPD
Senior Specialist Project Management Governance & Technical Stewardship Mine, BHP Dmytri Lukianov PhD
Certified Project Director with IPMA, IPMA Assessor, Professor of Project Management at Belorussian National Technical University and a Fellow Member of Ukrainian Project Management Association.
Keeping your eyes on the prize: Impact of good leadership and vision on project success
"Ever since its inception as a profession, Project Management itself has been on a journey of rapid growth and change. Sheer determination and drive by itself is no longer enough to guarantee successful project outcomes. Project Leaders spend vast amounts of time tirelessly searching for the “silver bullet” that will ensure successful delivery and implementation of projects. Over time we have learned and come to realise that a single recipe for success does not exist. In the pursuit for excellence we have continually strived to improve the successful implementation of our projects. This paper has a specific focus on transformational changes projects, however applies to all projects in varying degrees of complexity.
Challenging the widely known Formula for Change using lessons learned from the past, Elena Zagorenko and Dmytro Lukianov have put their heads together to provide a blueprint for successfully implementing transformational change projects of the future. Different strategies are required to manage change during the project lifecycle and post project implementation will ensure long-term success and sustainability. The realisation that moving people’s hearts and minds means that the project leader’s emotional competence is key to successful project implementation and a confident project team. Utilising the paradox of the “Dunning–Kruger effect” and theory of the “social capital” Dmyrto and Elena propose the ‘Alchemy of Change’, which takes into consideration such factors as “confidence in success being achievable as a result of the immediate team effort”, “confidence in stakeholder support” ,“effective leadership” and “Emotional Intelligence”."
Transformational Programs - blending program and portfolio management practices to deliver results
"Transformational business programs involve step changes to organisational capabilities. They are typically complex, involving IT change, process change and significant stakeholder engagement. They are typically long in duration.
These complexities often create challenges for application of standard program management techniques as there is often tensions between what are considered business as usual (BAU) improvement projects or initiatives and what are genuinely a defined component of the strategic change program.
In this paper, the author will outline how a blended approach utilising portfolio management techniques in concert with program management practices has been effectively applied to handle these complexities in support of a significant transformational program in practice."
Resilient Teams are High Performing Teams
"Research has shown that teams that exhibit higher levels of resilience can perform at a higher level when the correct level of stress is applied through creating a sense of urgency. It’s a well-known phenomenon that a healthy sense of urgency lifts the performance of a team, but how much is too much? How can you tell when stress crosses a team’s capacity threshold and starts to have a detrimental impact on its performance?
In this presentation I explore the benefits that stress offers to the overall performance of a team and propose techniques for monitoring stress levels and suggest strategies for increasing the resilience of a team. The strategies to help improve the resilience of a team come from techniques developed under the banner of Business Agility."
11.00 – 11.25am
The PM Toolkit Concurrent Session 7C Re-thinking Quality Assurance and Leadership: Assuring the Quality of the Person not the Process Lachlan Waite MAIPM CPPD
Senior Consultant, Aurecon
Re-thinking Quality Assurance and Leadership: Assuring the Quality of the Person not the Process
As professional consultancy services face the challenges of digitisation and automation, their role in the market and how they interact with clients will change. This is particularly true for Project Management Professionals. No longer will professionals be solely problem solvers, but problem finders, and co-designers of solutions.
The traditional approach to Quality Assurance would suggest that application of process, controls and verification it the best means by which we provide assurance to our clients. When these functions are automated, what will be the relevance of Quality Assurance and how will Client’s expectations change. ISO:9001’s 2016 version would suggest Customer Satisfaction is the answer.
Increasingly industry is recognising that generating an enjoyable and meaningful client experience is the key to achieving this Customer Satisfaction. This is achieved through managing touchpoints: the critical moments when customers interact with an organization.
In a professional service context, an organisation may have hundreds of individuals of all levels, delivering these touchpoints with clients on a daily basis. The quality of their service is directly judged on those individual’s comments and opinions that are delivered during that interaction. Their advice is your advice and the strength of your brand is dependent on the quality of that advice. How do organisations ensure quality in this dynamic context?
In this new paradigm, management loses the ability to review an individual’s decisions before they are communicated to the client. The focus for Quality Assurance is therefore no longer about the end product but the individual and influencing that individual’s actions and decision-making process. When responsibility is decentralised in this manner, the importance of leadership is therefore essential to enabling people to act both independently and with a common focus. The balance between management and leadership therefore shifts to give flexibility but within boundaries.
When a primary aim of Quality Assurance for decades, has been to remove human error and to take the induvial out of the equation, putting the focus back on the individual may be a fundamentally challenging concept. The idea of releasing control is confronting too many and certainly has associated risks; however, in a fast pace digital future perhaps the ability to be agile, responsive and innovative at the lowest level is part of being future ready?
This presentation will ask these questions and by drawing on industry experience make the case that Leadership is increasingly more important than process.
11.00 – 11.25am
Critical skills Concurrent Session 7D
11.30 – 11.55am
Strategic planning and prioritising Concurrent Session 8A Academic Investigating Functions and Capabilities of Australian Project Portfolio Management Offices Nick Hadjinicolaou MAIPM
Assistant Professor Global Project Management Torrens University Australia Jantanee Dumrak
University of South Australia
11.30 – 11.55am
Resilience Concurrent Session 8B Piloting Design Thinking for innovation: what we learned. Cyndi Dawes
Terra Firma Pty Ltd Christopher Turner
Senior Manager Business Development & Innovation, cohealth
Piloting Design Thinking for innovation: what we learned
"The challenges and opportunities of a changing health and social services landscape require new ways of thinking and collaborating. Building on investment in an innovation grants program, a capital works schedule creating places and spaces across sites to foster collaboration, cohealth partnered with Terra Firma to embed problem solving and innovative thinking into operations and culture.
The health and social issues cohealth tackle are often complex and require deep understanding of the people and systems involved. To tackle this we ran a project to pilot the use of Design Thinking for Innovation. Design Thinking uses tools like empathy, observation, co-creation plus iterative techniques to arrive at innovative solutions to complex problems that cannot be solved using past practice or historical data.
Terra Firma created a project approach that met these needs by building in a “learning by doing” method, creating a cohort through initial training then two groups who used the Design Thinking Framework and tools to work on two issues .The pilot approach itself was flexible: modelling the tools, mindset and openness needed to be successful in creating human centred solutions.Lessons learned along the way enabled the project to flex and pivot. As staff commenced using the tools outside the project, further lessons emerged regarding the value of design thinking approaches to business improvement, and rapid capture of data to generate insights about clients and patients.At the time of submitting this abstract the pilot is still under way with results unknown. It is expected that the framework developed will result in the establishment of a cohealth innovation hub. Engaging staff in the process of the pilot has already resulted in the development of practical resources that can nurture a culture of idea creation and exploration into daily routines. The approach has also been aligned to previous work to develop a model for codesign with cohealth’s consumers. The notion of design thinking as thinking is also being implemented in the project management methodology at cohealth .We hope that the innovation hub is a key resource in strengthening community contribution to ideas generation and exploration, resulting in the new connections between cohealth and staff and our communities.This is a co presentation by Christopher Turner from cohealth and Cyndi Dawes from Terra Firma. They will outline some of their lessons and successes and in the spirit of Design Thinking will co-create with their audience along the way."
Portfolio intelligence: analytics and visualisation
"Organisations face significant challenges monitoring and controlling portfolio performance, risk and benefits. Traditional approaches involve reviewing the list of inflight projects and programs using health ratings for a set of simple metrics, such as schedule, cost, and resources, along with some basic commentary. This adds little value as it duplicates the governance practices that occur at program Steering Committee level. Further, it does not make it easy to identify and therefore resolve systemic issues that impact across the portfolio, for eg resource bottlenecks in certain skill categories, or common estimation errors.
The root cause of this problem is that portfolio governance boards and portfolio management offices do not make sufficient use of the plethora of portfolio data available to them to support their decision making about portfolio selection, monitoring and control. However, there is an opportunity to capture this data and use it to better inform senior management.
This presentation will examine how data analytics and visualisation techniques can be used to create an incredibly rich picture of a project portfolio. By employing these approaches decision makers can make immediate sense of complex information to make evidence-based decisions that are meaningful and useful for projects and project teams. The power of this information is significant. It can be applied to everything from which risk categories to give priority to because they are the most common or have the greatest dollar impact, to where to focus recruitment efforts, to how to tailor project management training needs to get the most value for the organisation. It can also be used to create continuous learning, for eg gaining a greater understanding about the size and complexity threshold at which project success rates decline significantly."
11.30 – 11.55am
Critical skills Concurrent Session 8D What PM Qualifications do not teach – the importance of innovative coaching in interpersonal communications Jon Riddett MAIPM CPPD
Consultant Meta PM
What PM qualifications do not teach - the importance of innovative coaching in interpersonal communications.
"As part of the assessment for the IPMA Project Manager of the Year judging, the shortlisted entrants undergo a jury panel interview with the international judging panel. In a format that feels a little like a job interview the entrants are asked to elaborate on their achievements.
“You are a professional project manager, you’ve got the qualifications and the skills, you managed the project to schedule and budget, you did what a project manager should. What makes your work world class?”
The answer to this is what makes a Project Manager stand out from the crowd and is ultimately what is being recognised.
The AIPM certification framework provided Jon with a 1st class grounding in project management. Over many years he worked through the Certificate IV, Diploma and Advanced Diplomas of Project Management and then sat the CPPM, MPD and CPPD assessments. This foundation provides the seat at the IPMA table but it alone won’t get an entrant over the line.
Reflecting upon his IPMA medal win, Jon realised the interpersonal innovations applied to coaching PMs in the soft skills needed to deal with senior stakeholders lifted the overall performance of the team and in doing so invested in the development of the people who worked with him.
A senior stakeholder is likely to be a very time poor, distracted and driven person. Nothing irritates them more than having to deal with a PM who doesn’t give them what they need, beats around the bush or misses the cues they give out which are just begging the PM to modify their messaging.
None of this was taught to Jon in any of the PM frameworks, yet this had made all the difference in achieving such fantastic recognition on the world stage. The real value is the knowledge that once coached, the PMs will carry these skills with them through their careers.
Jon will outline what key soft skills he feels aren’t emphasised enough in the PM qualifications and present methods that can be used to develop them. Jon will also speak about the kind of PM coaching that PMO and Program managers should invest in their people. He will also talk about the type of skills PMs should look to develop themselves especially when dealing with their steering committee stakeholders.(Note – topic would be a good segue to workshops where we could train some of the coaching covered)"
12.00 – 12.25pm
Strategic planning and prioritising Concurrent Session 9A Effective Portfolio Decision Making Paul Hunter MAIPM MPD
Project Manager, Ergon Energy
Effective Portfolio Decision Making
"An organisation can have great project managers managing their individual projects, yet a lot of these projects can still be inefficiently delivered due to ineffective portfolio decisions.Some of the portfolio decision driven issues can include, that different projects have major milestones occurring simultaneously, which can lead to large fluctuations in internal and external resource usage. At such times, resource utilisations can range from 60 – 140%, with the peak utilisation significantly impacting on the project delivery. Another issue can be that specific systems are impacted by multiple projects, requiring additional administration and controls imposed on each project. Also urgent projects are rushed in due to highly critical organisational/operational requirements, which negatively impact on all the other projects and programs. On top of this, considerable time and effort can be wasted on the ‘priority fight’ for each project to be delivered.In simplistic terms, portfolio decisions can be improved by the holistic identification, management and manipulation of all the projects’ and programs’ priorities. By proactively manipulating the priorities, the projects and programs can be efficiently delivered through dynamic planning, that:* levels out the resource requirements;
* strategically lines up system and/or geographic impacts to reduce individual project administrative and logistical requirements; and
* is versatile to minimise the impact of urgent and unforeseen organisational/operational requirements.This in turn will increase the delivery of all the projects.The larger the organisation, and/or the larger the number of projects and programs, the greater the difficulty it is to continually, and effectively, manipulate the priority of individual projects in order to efficiently deliver the overall portfolio. But this does not have to be the case. In this paper, an effective dynamic priority management method will be presented, which can be achieved by having:* a single decision point at each level from the projects through to the portfolio levels;
* the exchange of only the specific relevant information;
* the correct capability and responsibility at each level; and
* a standardised and streamlined supporting process and systems."
12.00 – 12.25pm
Resilience Concurrent Session 9B Academic Legitimising the Professional identity of Project managers: knowledge influencers in the project management community Chivonne T. Algeo , Thomas M. Algeo
Effects of organisational project management maturity on competitive advantages: A quantitative descriptive study
This quantitative descriptive study examined the connection between organizational project management maturity and competitive advantages in the Australian project management consultancy industry. Understanding the connection is an important factor for organizational leaders that desire an increased customer satisfaction and competitiveness of the organization. The scope of this study was based on project management consultancy firms in Australia using quantitative survey data from the current and former members of a professional project management association. The results from this quantitative descriptive study determined the effects of organizational project management maturity on competitive advantages as well as the ability to make more informed strategic decisions by organizational owners based on the perceptions competitive advantages by the organizational project managers. With the exploration of the lived experiences of the project managers, the results of this study rejected the null hypothesis of H0: Organizational project management maturity has no effect on competitive advantages as perceived by the project managers with a p value of < .0001 (99.99%). Therefore, suggesting that there is a perceived connection between the level of organizational project management maturity and competitive advantages. Furthermore, the results of this study identified a high degree of connection between project managers’ soft skills and project management towards perceived competitive advantages across all levels of organizational project management maturity.
Organisational culture and the project manager; the sponsors perception
Organisations have an ever-increasing reliance on the capabilities and competencies of the project manager. This is due to the dramatic growth in the business importance and economic contribution of project work across the economy and reinforces the importance of project management as a key business and economic factor. Despite the advances in project management practices and the profession, projects continue to have an unacceptably high failure rates. Industry and academia have responded to the high failure rates by focusing on the technocratic and rationalistic aspects of project management functionality to improve project outcomes, this strategy has resulted in little improvement in the outcome of projects. This paper is part of a doctoral study investigating the impact of the project managers’ person-environment fit from the perspective of executives and senior managers. Navigating difficult and socially complex project environments the project manager needs to be competent in both technical and interpersonal skills. The study identified that the majority of participants placed a higher value on the project manager's technical skills while a minority of participants recognised that a competent project manager must be aware of the organisational culture as they are engaged with the project’s stakeholder community in which the project is conducted.
12.30 – 1.15pm
Lunch and apfpm Awards Presentation
1.15 – 1.55pm
Plenary 9 – Keynote Address Kumar R Parakala
Global Digital Leader, GHD Advisory
2.00 – 3.30pm
Workshop 1 Dave Lavers
Workshops and Project Management - do you have what it takes
2.00 – 3.30pm
No 73 Todd HuntTransform Your Team - Transform Your Organisation
The Queensland Police Renewal Program
2.00 – 3.30pm
Workshop 4 Russell Scott MAIPM CPPD
Project Process Lead Beon Energy Solutions (Powercor)
Indispensable Me: A tale of two PMs