View or download the conference program
2:00PM - 4:00PM
Strategic planning and prioritising
Resilience 2.0: BOUNCE forward.
Everybody is talking about resilience but it is not enough to just ‘bounce back’, today’s leaders need to ‘bounce forward’ and take their people with them, no matter how disruptive the environment.
Resilience is all about enduring a crises/hardship and coming out unscathed, which is good. But our experience across a range of industries and business ‘disruptions’ has shown us that some people and some businesses not only survive but actually thrive in response to challenges. This prompted us to dig deeper to discover the conditions that contribute to growth in adverse circumstances.
When leaders understand how human brains respond to challenge/change; what hinders adaptation and what is required for people to learn they can cultivate an environment that fosters growth and development. They know how to get the best out of themselves and others and how to use disruption/change as a springboard for not only achieving program/project outcomes but also for strengthening the organisation.
This workshop/presentation will highlight key findings in our research and assist program/project managers to consider how to cultivate the right conditions to build robustness and help people become stronger through change.
The PM toolkit
Workshops and project management: Are you up to the challenge?
Good Project Management is underpinned by stakeholder workshops, but are the workshops you conduct up to the task? This workshop will explore the role of the project manager in engaging and influencing stakeholders. It will explore how project workshops are designed and conducted: looking through the lens of the Risk Workshop as a key focal point.
Project management demands strong and ongoing engagement with stakeholders across the project lifecycle. It involves a variety of formal and informal engagement processes being undertaken, from one on one meetings through to complex stakeholder workshops.
The real success, or otherwise, of the engagement process is a product of the preparation for the process. If a process runs well, the project manager will gain significant knowledge from the process and grow the confidence of stakeholders. If the process is a flop, the project manager will erode the confidence of the stakeholder group. It can be said that not running a workshop is better than conducting a poorly run workshop.
This workshop will build upon a workshop delivered at the AIPM Conference 2017. It will and walk through the preparation and conduct of a typical project management Risk Workshop to:
• Share experiences in preparing for and designing workshops;
• Examine stakeholder engagement approaches for PM's;
• Explore different techniques that can be applied to different situations;
• Share facilitation tools and techniques;
• Consider what does and does not work in project management workshops;
• Discuss how to make a project management workshop memorable, for the right reasons; and
• Facilitate the sharing of professional experiences from project management workshops.
Participation in this workshop will better prepare project manager’s to assist their client through conducting the most efficient and effective stakeholder engagement process for their project. The workshop will draw upon the experience of participants to identify how best to create an environment that gets results. It will showcase facilitation techniques at work within a project management environment.
The workshop will be delivered by an International Association of Facilitators (IAF) Certified Professional Facilitator. The IAF CertifiedTM Professional Facilitator (CPF) is the professional designation for IAF members who demonstrate having Core Facilitator Competencies. The Core Competencies represent a fundamental set of skills, knowledge, and behaviours that support effective facilitation in a wide variety of contexts.
Driving collaboration with customers and suppliers: Tackling issues of power and opportunism in negotiations or risk management.
Learn how to use language that can move discussions from “I want” to “we can gain” in this session of Master-Slave vs Partnering.
Points to cover:
• Where has the master-slave approach gone and what is the significance of partnering with vendors and suppliers?
• In today’s environment, we still need to negotiate our contracts and this needs to be done without the use of the old school bullying tactics and use of the master-slave approach to get what we want.
• What if there is a way we can negotiate with influence and speak the language of your customers and suppliers to get an outcome that would not only achieve a beneficial result but to also build a relationship that nurtures a sustainable outcome that meets both parties’ objectives?
Learning outcomes are:
• Out with the master-slave approach and in with partnerships
• Negotiate contracts without the old school bullying tactics
• Learn to speak the language of your customers and suppliers
• Build working relationships to achieve sustainable outcomes
4:30PM - 5:30PM
Annual General Meeting
6:00PM - 8:00PM
Location: Madame Tussauds, 1/5 Wheat Road, Sydney NSW
9:00AM - 9:10AM
9:10AM - 9:20AM
Welcome to Country
9:20AM - 9:30AM
9:30AM - 10:00AM
Session 1 - Conference opening address
10:00AM - 10:45AM
Session 2 - Keynote presentation
Presence and influence in high stake engagements
The future is steaming ahead on a track of continued digital innovation, but ‘mind the gap’. Between the fast moving juggernaut of change is the ever present need to get your message across and a widening chasm of interpersonal skills to inspire and engage.
Dr Louise Mahler’s is a thought leader in the field of presence and influence who advises C-Suite internationally on how to live the change.
Her innovative thinking and distinctive style drives palpable change for the individual, the group and has potential to change a nation.
In this highly interactive and often hilarious session you will develop an understanding your physical and vocal options as an integral part to motivating and inspiring others.
You will have an opportunity to diagnose your own habitual patterns of engagement, build new skills and enjoy every moment.
10:45AM - 11:15AM
Strategic planning and prioritising
11:20AM - 12:00PM
Concurrent session 1A
Project management: Time to move upstream.
Early 21 century - A ‘Renaissance’ period of Project management
A welcome revolution is coming to Project Management.
It seeks to overthrow 1950's top-down, delivery focused project management model. It seeks to bring "Communities and Communication" to the core of project management which has historically remained hinged to Scope, Cost and Time.
At the core of revolution is "Bourgeoisie" (the communities) who are seeking greater information and increased role in shaping, designing, delivery and ‘Benefits Realisation' of projects. They do not want to be just the passive recipient of the project outcomes.
Project management needs to move upstream
Infrastructure Australia noted in 2012 that poor project governance in major projects in Australia costs the country over $35 billion per annum.
A recent article notes "It seems astonishing that in the 21st century and with thousands of project details available in the public domain that poor project management continues to dog public sector projects. Will they ever learn?"
The growing criticism of "poor project management" particularly in a community facing projects, requires that project management moves upstream.
It requires that project management professionals play a key role in deciding the mandate and setting up project governance.
A case study - Planned Precinct Program, The NSW Department of Planning and Environment
The Department's Planned Precincts program undertakes planning for identified areas. The Program has a focus on providing priority infrastructure including schools, parks, transport, hospitals and road upgrades.
In 2017, the Department established a new program delivery model by bringing ‘Communities and Communication" at the core of this program.
The case study will present how the new approach benefitted the Department.
How will the case study benefit the AIPM conference participants?
The case study will emphasise the growing power of communities fuelled by the rise of social media, growing awareness of how government works and the community's greater access to government information.
It will show how Communication can be a powerful force in shaping and delivering the project.
It will build a case that project managers recognise ‘Community Engagement through effective Communication" as a core skill for effective project management and make investments to gain these skills.
It will make a strong case that project management moves upstream and that its professionals be involved in defining the mandate and establishing project governance.
It will argue that revolution is underway and those who ignore it will do so at their peril.
12:05PM - 12:45PM
Concurrent session 2A
Benefits Management: From Theory to Practice - the Australian Taxation Office story.
The Australian Taxation Office (ATO) mission is to “contribute to the economic and social wellbeing of Australians by fostering willing participation in taxation and superannuation systems”. To support delivery of this mission the ATO has adopted Portfolio, Program, Project methods to ensure it is investing in the right things, and that its change portfolio is delivering value for money,. To oversee the performance of its Investment Portfolio the ATO has established a Portfolio Management Branch. ATO projects have always delivered benefits, though there has been greater focus in recent years to taking a consistent approach to benefits management. Benefits are described as outcomes. These can be outcomes for taxpayers (individuals or business) and partners in the taxation and superannuation systems, or be internal outcomes for the ATO itself. Outcomes can be of a financial or non-financial nature. Getting the balance between external and internal benefits correct, and ensuring that all project outcomes align to the corporate direction is a key function of ATO Portfolio Management. The ATO started its benefits management journey in earnest in 2012 with the release of its first Benefits Management Framework. It established a Value Management Office in 2016 as part of ATO Portfolio Management. Since then it has refined its approach to benefits management, releasing a refreshed Benefits Management Framework in 2018. The framework and practices are regarded in most quarters as better practice. However, while the theory is interesting, applying this theory has been even more exciting. While the ATO has made a great start to the benefits management journey, it acknowledges that there is a lot of work that still needs to be done to have a fully mature benefits management system. This presentation explains the ATO approach to benefits management and outlines the journey in converting theory into reality.
11:20AM - 12:00PM
Concurrent session 1B
Establishing and benchmarking project management maturity.
The focus of the research was to explore project management maturity models that may be best suited for use or to be adapted for use in assessing project management maturity in the resources and energy sector in Australia. A survey was conducted with a sample of employees at the subject company by using the selected Kerzner Project Management Maturity Model. The results established a benchmark for the organisation and provided a relative assessment compared to companies of similar size. Gaps in project management maturity at the company were identified and recommendations were made for improvement, which ultimately is anticipated to improve the probability of success of the project pipeline at the company. The resultant “case study” provides a useful model by way of example for other organisations undertaking project management maturity assessment.
12:05PM - 12:45PM
Concurrent session 2B
Shared services program: Challenges from implementing a transformation project within a university.
The higher education sector is facing ever increasing pressure to evolve and transform its business to not only put students at the centre but to meet present demands and future challenges.
The sector has to re-invent itself to increase its market share due to increased competition, reduced funding, globalisation and use of digital technology to deliver and access education.
The national context for universities has changed from a relatively constrained and capped market to an uncapped and demand-driven system.
The University holds student experience, teaching, learning and research at its core and as such needs to continue to seek opportunities to improve and develop the way in which the organisation works.
The Shared Services Program was a key initiative to transform, adapt and innovate in order to remain relevant, future focused and financially stable. The overarching purpose of the Program was to develop a service focused, sustainable, innovative and efficient approach to delivering professional services at the University whilst embracing new technologies and remaining future focused.
The Shared Services Program was a significant organisational wide transformation and change management project. It was complex as it had significant organisation impact to the University’s 9 academic schools, 3 institutes and 4 administrative divisions. Broadly speaking, the transformation saw the realignment of activities from schools and institutes into centralised functions and had a significant impact to professional services staff in the divisions, schools and institutes as well as those who receive their services.
The project restructured the non-academic side of the institution to consolidate and centralise support services across the University. It successfully addressed the challenging scope of restructuring 14 different service areas, engaging multidimensional stakeholders across a geographically dispersed university, in an organisation with a complex governance structure.
The dedicated project team was successful in managing the significant risk and impacts to people. On time and under budget, the project delivered both the required efficiency savings and strategic improvements to service effectiveness, aligning to the Universities vision to be a distinctively student-centred university, enabling the University to support sustainable growth, and continuing to invest in critical areas of educational innovation and research.
This session will discuss the challenges faced by the project and leadership team and how the team overcame these challenges through strong governance, collaboration and an agile implementation approach. The PMO’s role in the project will also be discussed.
The PM toolkit
11:20AM - 12:00PM
Concurrent session 1C
A simple Program Management toolkit for Local Government.
When the Noosa Council was re-established following de-amalgamation from the Sunshine Coast Regional Council on 1 January 2014, it faced many challenges in creating the various systems and processes required in order to function as a newly-formed local government. Much emphasis was placed in its first term on implementing a robust financial accounting and reporting system, integrated with asset managment, to ensure the core business of Council was financially sound and that its finances were able to be continuously monitored and audited to meet the legal requirements under the Local Government Act, as well as provide confidence that the new Council would remain viable.
Four years on and the Noosa Council ("Different by Nature") continues to mature, with an ambitious Capital Works Program underway. However, emergent project management issues have quickly arisen. The Infrastructure Services department, tasked with delivering the Program, found itself under-resourced both in terms of staff and the systems and processes needed to assist with this delivery. In particular, the accurate monitoring of the Program proved difficult with individual staff adopting various competing tools and processes to manage the projects, with few common metrics being captured. Guidance on systems and reporting within Council was still geared towards finances and accounting, and not projects.
So in 2017 the department decided to create from scratch a new project management system that could provide the necessary tools for performing project-related tasks and allow the accurate capturing of project and Program metrics. Adopting a Program Management approach, the department set out to create from the 'bottom-up' a project managment toolkit that was simple and intuitive to use, adaptable, testable, a good "cultural fit" for the department, and allow for different staff capabilities in terms of project experience.
Using a cloud-based software package, accessible by anyone both within and outside Council, the toolkit offers a number of standard templates that can be individually tailored to each project but still capture basic metrics related to cost, resources, schedule and risk. These then integrate into a Program Summary view that indicates the overall 'health' of the Program. As it is cloud-based, the data is always 'live' when viewed.
In its first year of operation the toolkit has proven to be a success, and confidence in the Capital Works Program delivery status - based on a project-related view rather than a financial view of the Program - has greatly improved through all levels of Council.
12:05PM - 12:45PM
Concurrent session 2C
Essential principles for effective and efficient program and project governance, and their application.
Any significant program or project will typically require excellent leadership, robust governance, effective program and project management, close collaborative working, and extensive and comprehensive engagement.
An appropriate governance framework is therefore integral to achieving program / project success. Yet, program / project governance remains one of the primary contributors to program / project failure.
This paper examines eleven key principles of effective and efficient program and project governance. With reference to a number of actual case studies, each of the principles are explored to demonstrate how to apply them effectively in practice and also show the potentially damaging consequences of failure to follow these principles.
11:20AM - 12:00PM
Concurrent session 1D
How to build buy-in to great projects.
Despite peoples desire for success. Regardless of the size or complexity of their idea. All of the projects that we run come with a risk of the unknown. We are asking people to jump off a cliff with us, and they don’t know whether we or our projects will fly.
It is this fear of the unknown that creates suspicion about our projects. It's what makes people think about whether they trust and buy-in to it, or not.
You know when people haven't bought into your project because it hurts. There is resistance to commit the financial and human resources you need. Requests for decisions and agreement are slow and drawn-out. The critical people that you need engagement and feedback from aren't involved or worse they have delegated it to someone who has more time to care.
Sound familiar? I know it does is because your project isn't the only one out there. It has to compete with the plans of other projects trying to do the same as you are and succeed.
What you have to realise is that on Day 1, the only people that are bought into your project is you and your sponsor, and even the latter is sometimes questionable. Everyone else is standing on the start line waiting to decide whether they want to buy-in or not. At best all they are going to do is acknowledge that your project exists!
This presentation looks at the different levels of buy-in between doubted and trusted and what you can do to climb the ladder. It focuses on the three pillars of trust - credibility, connection and commitment - and the active steps that you can take to build the buy-in you need from your stakeholders, team, and customers to succeed.
12:05PM - 12:45PM
Concurrent session 2D
How to engage and influence stakeholders to guarantee your project success.
Projects drive Australia and its organisations forward. By 2020, the demand for Project Management professionals will have increased by 12%. That is an extra 6.2 million projects. Projects which need Project Managers to deliver successful outcomes to support our economy.
Today project success is broader than traditional measurements. Success is no longer determined by the golden triangle of scope, budget and timeframe. Nowadays effective stakeholder engagement is paramount to project success. As a result, stakeholder management is a critical skill of today’s project managers.
We work in challenging times. The rate of change is rapid and resource constraints are commonplace. The complexity of projects and their stakeholders continues to increase. Despite these challenges, organisations must deliver outstanding outcomes to survive.
Project Managers need specific skills and strategies to overcome the challenges of:
• Managing competing priorities
• Remaining productive in times of increasing expectations, and
• Doing more with less
High performing Project Managers apply a common skillset and strategy. For every project they manage, they strategically engage and influence stakeholders. Their strategic people strategy enables them to drive successful project outcomes.
The consistent application of this strategy results in:
• Engaged stakeholders
• Exceeded expectations, and
• Excellent project outcomes
This presentation provides a practical step-by-step method to engage and influence stakeholders. Project Managers will learn skills and techniques to implement a strategic people strategy. They will gain insights into influencing techniques and their applications. The strategies and techniques are practical and applicable to all industries.
This session will help Project Managers leverage their effort to drive outstanding results. It will also enhance expertise in engaging and influencing stakeholders. A key skillset for continued career success as a Project Manager in today's world.
12:45PM - 1:45PM
Strategic planning and prioritising
1:50PM - 2:30PM
Concurrent session 3A
Western Sydney University: Securing success through transformation, innovation and efficiency.
The higher education sector is in a period of change, with heightened competition, reductions in Government funding and new digital technologies dramatically changing the way universities engage with students. The university is embracing these challenges with a number of strategic initiatives to innovate and evolve to create a strong, efficient and effective institution.
The university has over 44,000 students over multiple campuses located in the Greater Western region of Sydney. Its proud moniker, a “university of the people”, remains as significant as ever and it remains committed to being a powerful advocate and driver of growth in Greater Western Sydney.
Placing students at the centre of decision-making demands a reorientation of strategy, innovation and new modes of student engagement. It means listening to what students want for their university experience within the context of established standards frameworks. This will be supported by campuses and learning centres with flexible, technology-enhanced learning centres as well as high quality research facilities.
The transformation will also extend to staff. The university recognises that its most valuable asset is its people.
The discussion will focus on the following three strategic initiatives undertaken by the university to transform itself to meet present demands and secure success for the future:
• Western Growth Program is a large-scale transformative initiative that aims to augment the existing campus network through delivery of a number of new highly accessible, student centric CBD campuses along with delivering a range of social, economic, commercial and financial benefits to the University and the Western Sydney communities.
• Shared Services Program has transformed the University into a future-focused and a financially stable organisation. The project successfully addressed the challenging scope of restructuring 14 different service areas, engaging multidimensional stakeholders across a geographically dispersed university, in an organisation with a complex governance structure.
• The 21st Century Curriculum (21C) Project is the University’s response to a disrupted future of work that will offer our graduates new opportunities, and demand that we equip our students with new knowledge and abilities for their future success. It recognises that we must genuinely transform our curriculum to keep pace with the transformations in society.
The session will discuss how strategic planning and prioritisation has been applied to the 3 concurrently running programs. It will also discuss the whole of organisation approach taken to manage the interdependencies between the key programs.
2:35PM - 3:15PM
Concurrent session 4A
Identifying triggers for new projects and programs at the Australian Department of Defence. ACADEMIC
A new project is often triggered by a problem (e.g. an expensive operations process) or opportunity (e.g. implementing a new organisational strategy). Effective identification of triggers for new projects and programs is important for making good decisions about the ideas that an organisation will develop into business cases for approval. However, this important process is understudied and organisations often implement this process in an ad-hoc manner. In this presentation we will analyse a well-structured process conducted by the Australian Department of Defence (DoD). The DoD invests in many projects and programs that build its force to achieve strategic objectives set by the Federal Government, for example a secure, resilient Australia, and a secure nearer region. The department has recently developed a new process of Gaps and Opportunities (G&O) analysis. Ideally G&Os are measureable. An example of a measurable gap is “increasing the ADF strategic lift capacity by 10% for humanitarian and disaster relief operations”. Measuring G&O is important for the following reasons: (1) Ensuring all stakeholders are aligned with clear understanding of what the gap or opportunity really means, (2) Understanding the relative importance of each gap or opportunity, (3) Developing detailed project business cases only where there is very high potential for significant contribution, (4) Supporting a prioritisation process of project ideas, (5) Supporting the definition of project and program goals, and (6) Supporting the development process of clearer and measurable project business cases. In this presentation we discuss the novel process of identification, measurement and ranking of G&O. This process is potentially widely applicable to other government portfolios and corporate entities seeking a structured, evidence-based approach to support decision-making on major investments. This presentation also discusses analytical methods and tools for the DoD to enhance project portfolio selection by incorporating portfolio level benefits management into the Defence Integrated Investment Program (IIP). The measurement of project benefits ensures they are realised from Defence projects and programs to support strategic goals. In particular, “target benefits”, are those benefits set prior to project commencement which Defence seeks through an investment in a project. Furthermore, a consistent benefits management approach across all IIP projects will enable the DoD to optimise benefits realised by the IIP portfolio as a whole.
1:50PM - 2:30PM
Concurrent session 3B
ASC Shipbuilding: A journey of self-discovery and lessons learnt from the perspective of a shipbuilder.
SEA4000 is a Program by which the Australian Defence Force will markedly improve the overall capability of the surface combatant force by the acquisition of three Air Warfare Destroyers (AWDs). The Air Warfare Destroyer program is the most complex naval ship construction program undertaken in Australia and is the largest approved major project with the Defence Materiel Organisation (DMO). The project has and will deliver three world-class warships to the Royal Australian Navy between 2017 and 2019.
ASC Shipbuilding, as part of the Air Warfare Destroyer Alliance, was awarded the contract to build these ships to a design developed by the Spanish shipbuilder Navantia, based on the existing F-105 currently in service with the Spanish Armada. In just over a decade ASC Shipbuilding has constructed a world class shipbuilding facility, developed an end to end shipbuilding capability through its highly qualified workforce and built the business processes and procedures to support the build.
ASC Shipbuilding has been on a journey of self-discovery which at times has not been pleasant but the workforce have succeeded in the face of at-times misplace and strident criticism. From the program being added to the government’s “Projects of Concern” list in June 2014, undergoing Reform and then being removed from the “Projects of Concern” list in February 2018 and now ASC Shipbuilding is approaching internationally competitive productivity benchmarks. This Productivity Improvement was a series of concentrated projects and management strategies aimed at the various phases of Ship Build that resulted in a current 60% Ship by Ship Hours improvement from Ship 01 to Ship 03, as of February 2018.
This Industry Paper looks at what ASC Shipbuilding has learnt from the personal perspective of a Shipbuilder on the Program. The commitment to ongoing improvements is evident across all personnel in the ASC Shipbuilding Teams which led to decreasing the actual costs per Ship over the 3 Ship Program and holding schedule. We have Australia’s leading shipbuilding workforce, highly skilled and experienced, and ASC Shipbuilding is determined to leverage this asset, improve on it, in the national interest and to achieve Australia’s Shipbuilding objectives.
ASC Shipbuilding is a young organisation and what we do well is: we learn. We learn from our partners, we learn from our people and we learn from our experience.
2:35PM - 3:15PM
Concurrent session 4B
Manningham Council’s transformation journey began with the introduction of new executives who identified Manningham’s internal systems and processes were outdated and underutilised. They observed that this was impacting the organisation’s ability to deliver services to its customers, residents, businesses and visitors to the Manningham district. Approval was sought and gained by the Director Shared Services to appoint a program and portfolio delivery expert to lead a project delivery team and get Manningham back on track.
The journey so far has included delivery of 16 projects, with a further 14 at various stages of completion. The organisation is no longer silent for ideas, improvements and innovation. Instead when a project is planned and funded, staff work closely with the Transformation team to describe their needs and look forward to the delivery of strong outcomes.
Manningham’s ability to deliver system and process projects efficiently has significantly improved. The DIAGINOSE framework has been improved and aligned across Council, records of internal applications and processes have gone from almost nothing to a reliable and reusable information source, and all business applications now have documented test cases available for future upgrades.
Two and a half years later, Manningham Council is reaping the benefits of reliable technology, improved efficient automated processes, cost effective solutions and an improved customer experience. The Council has a strong strategic drive to deliver customer centric services, increasing accessibility with a ‘digital by default’ design, enabling its customers to interact with Council with minimal effort and friction. Although the success of these achievements are already being realised, there is more work to be done, and Council recognises that this is a continuing journey.
The PM toolkit
1:50PM - 2:30PM
Concurrent session 3C
How to govern projects effectively? ACADEMIC
We present a holistic and dynamic model that guides the design of project governance to increase the likelihood of project success. Currently, there is a lack of consensus on the most effective project governance mechanisms. We argue that the debate can be attributed to a lack of holistic and dynamic perspective in the application of various project governance mechanisms. Therefore, we attempt to explore how to design a holistic and dynamic governance framework by drawing on Yin-Yang theory, a Chinese philosophy. Five cases from Australia are analyzed to test the effectiveness of different project governance mechanisms. We find that a lack of project governance mechanisms led to project failure while the application of only one type of project governance mechanism resulted in partial success. In contrast, the simultaneous use of different types of governance from a dynamic perspective contributed to project success. The results add to our understanding of how to design project governance mechanisms and increase the likelihood of project success which is defined by the realization of organizational strategies.
2:35PM - 3:15PM
Concurrent session 4C
Lean and value creation for our clients and stakeholders.
As Project Leaders and Project Managers our prime objective is to generate value for our clients and stakeholders. One of the ways of doing this is deliver a Lean Project creating more value for customers with fewer resources through reducing or where possible, eliminating waste.
This paper will provide a brief overview and history of Lean, describe its application in construction, examine how poorly understood the lean concept is in the Australia Construction Industry and presents case studies of how Lean has been implemented on three AECOM Projects.
These case studies will include: BMW Showroom at Rushcutters Bay in Sydney, BMW Assembly Plant at San Luis Potosi in Central Mexico and the Olmsted Dam on the Ohio River in Olmsted Illinois. Each case study will examine some of the challenges, successes and aspects that didn’t quite go to plan, but each will show that in applying a lean approach and methodology to these projects, significant benefits were realised.
1:50PM - 2:30PM
Concurrent session 3D
How we learn and project team coaching.
This session will address typical failings of our attempts at a Learning Process in Project Teams.
Utilising PhD research from sessions with Project Managers, we will consider the alternatives, and focus on Coaching as a specific likely technique. The session will attempt to provide feedback from those who have tried it, and sugggest some additional work which may fulfil the promise.
2:35PM - 3:15PM
Concurrent session 4D
Critical skills for future project professionals.
The world of business and projects is changing. We have entered an era that is increasingly VUCA – Volatile, Uncertain, Complex and Ambiguous. Increasingly, projects and programs are delivered through long supply chains and often complicated collaborations involving multiple government agencies, NGOs, NFPs, and ever smaller, younger, and more geographically dispersed commercial enterprises.
What was once “Business As Usual” has acquired the classic, tell-tale signs of a project: it is temporary, goal-oriented, and increasingly unique or at least different to how we’ve done it before. Indeed, a “gig economy” is emerging and soon it is projected that 50% of the workforce will be engaged in short-term contract work, aka “gigs”, aka “projects”.
During this presentation we will look at the need for critical skills (aka ‘soft skills’ or ‘interpersonal skills’) in successfully delivering projects in the complex environments that have become a hallmark of contemporary project management. We will present research that demonstrates that the more complex the project, the more important critical skills become. We will also point to the emergence of critical skills in a range of project management competency standards including IPMA, AIPM, ISO, GAPPS, P5, and the AQF.
A strategic mindset, communication, relationship building, influence, cultural intelligence, empathy, leadership, the ability to foster innovation through positive conflict and develop high-performing teams – this is the fuel of future projects.
But, of course, developing many of these critical skills is easier said than done. We will give two examples to illustrate this point. One critical skill that is easily switched on and off at will; and another which is much harder to master.
1. Firstly, we can easily and automatically control our awareness – to demonstrate this, we will share a famous psychological experiment that demonstrates how we switch between a narrow awareness (important for focussing on technical work) and a broad awareness (important for intuiting the needs of stakeholders and anticipating strategic/environmental changes).
2. In contrast, it can be difficult to recognise cognitive illusions that may be influencing stakeholders’ opinions and decisions, to the detriment of your project. Specifically, the power of a default option and the power of a dominated option – just two of the common mental mistakes that we cannot control and that hamper our perception and judgement.
Lastly, we will discuss how critical skills can be developed using unconventional teaching techniques, including two examples of using live, gamified project management simulations at the University of Sydney.
3:15PM - 3:45PM
3:50PM - 4:30PM
Session 3 - Keynote presentation
4:30PM - 5:15PM
Session 4 - Keynote presentation
Raising awareness about inclusion and diversity in the workplace
There is an incredible push to see more diverse and inclusive workplaces across Australia. Many large corporates are creating and developing diversity and inclusion action plans to increase and retain employees from diverse and marginalised communities and backgrounds. But this shouldn't be done just to be politically correct and tick a box. Diversity enriches workplace culture and provides many benefits to companies who are willing to be inclusive. In speaking on this topic, Genevieve highlights not only the importance of diversity and inclusion in the workforce but also inspires people to become passionate advocates for diversity and inclusion in their own spheres of influence.
5:15PM - 6:15PM
8:45AM - 8:55AM
8:55AM - 9:40AM
Session 5 - Keynote Presentation
F1 in Schools.
The F1 in Schools™ Technology Challenge is the world’s largest secondary school technology program. It involves over nine million students from 17,000 schools in 31 nations. F1 in Schools is a holistic action learning program which focuses on developing long term employability skills. Students learn leadership, team building, project management, business planning, public speaking, marketing, collaboration, writing and presentation skills. Hear the challenges faced by Team IOTA when they were put in charge of a F1 company and the important business lessons they learnt throughout the project.
9:40AM - 10:25AM
Session 6 - Keynote Presentation
World of Project Management.
The project management discipline has a plethora of guidance: bodies of knowledge, competence baselines, national and international standards, organizational practices and procedures. How can a project manager deal with all of this information, especially when some of it is in conflict? In this presentation, William will demonstrate how each project management guidance document is similar to a geographical map. He'll also show how viewing the various guidance documents as maps in an atlas will help you make better use of them.
10:25AM - 10:55AM
Strategic planning and prioritising
11:00AM - 11:40AM
Concurrent session 5A
What can make people work the hardest on *your* project?
You can force people to do things; you can even willingly enlist them. But passion for a project and the meaningful feelings people get from relationships with people, groups, tasks and organisations, is what makes them work the hardest, longest and, most importantly, gets others on board. This presentation is about emotional attachment: can you generate it? What are the components of it? What do you do with it when you have it? And can you spread it around in a way that enhances the project experience and the outcomes?
11:45AM - 12:25PM
Concurrent session 6A
PMs are being taught the Wrong Thing: Pathway towards a better way to educate PMs. ACADEMIC
Project management is an increasingly popular approach to dealing with complexity in the modern business landscape. This growth in interest has provided ample opportunity for the profession to expand and re-think their development programs to incorporate the latest in project management innovations; yet, this has not occurred.
The project management profession remains trapped in Davis’s (1971) conceptualization of the industry as an ‘accidental profession’ where the project manager acquires an ‘accidental education’, which is – by nature - assumed to be positively correlated to project success. However, majority of the empirical research that investigates this assumption reports that there is no casual link or even weak positive correlation between this ‘accidental education’ and project success.
This paper reports on comprehensive research examining project management education and its relationships with the wider project management community and project success rates in an aim to address where improvements in the education can be made. This paper categorises its research analysing project management education into three main groups: 1) content, 2) delivery, and 3) purpose.
Results suggest that project managers are being taught the wrong thing, the wrong way and for the wrong reason. Reference to the typical career trajectory of the project manager, project management professional bodies, project management certifications, the rethinking project management school of thought and innovations in management pedagogy are used to support the results.
11:00AM - 11:40AM
Concurrent session 5B
11:45AM - 12:25PM
Concurrent session 6B
an performance audit data influence the success of small and medium sized government projects? ACADEMIC
Whilst large government projects deliver infrastructure, defence equipment, direct services and back-end IT, small and medium sized projects often go unnoticed despite being more numerous and costing Australia billions of dollars. Across government, evolving and changing expectations have resulted in greater project management professionalisation, and a shift towards effectiveness, outcomes and benefits. Yet many government projects fail to meet delivery expectations. Consequently, understanding why this happens, and how to improve government project performance remains a valid research area. Currently, most research adopts a narrow functionalist-positivist managerial perspective and relies upon primary data from interviews, questionnaires, and regressions/structural equation modelling. We propose exploring official performance audit reports because, despite being widely available, they are underutilised in research. They could provide a broader understanding of the multitude of influences on small and medium sized government projects. This is important for several reasons. Firstly, contextual and behavioural data in the reports can lift research findings beyond the technically focused constraints of bodies of knowledge and methodologies. Secondly, government projects deliver public value, a concept rarely found in non-government projects. Thirdly, government projects draw heavily on contractors based in non-government organisations who may not be conversant with the concept of public value. Finally, government and private projects operate differently, and are influenced by different factors. It follows that public projects have common roots but now have disparate communities of practice, different influences, and require tailored approaches, tools and techniques. The first question that our research asks is whether official performance audit reports for public projects are a valid yet under-used data source for project management researchers? Whilst we acknowledge the limitations of some audit reports (bias, competence, equality and independence), they exist in sufficient numbers and address multiple project types to become a useful source of data for researchers and practitioners of small and medium sized projects. Their existence also poses a second question; how do government project communities of practice utilise performance audit reports with regards to improving project performance? We propose answering the research questions using a systematic literature review combining an analysis of existing secondary data exploring both extant literature to expose existing insights, and an analysis of data based on and reporting the perspectives of practitioners involved in small and medium sized public projects. This forms part of a wider research project to examine the efficacy of official performance audit reports for public projects in improving future project performance.
The PM toolkit
11:00AM - 11:40AM
Concurrent session 5C
Delivering projects better with Building Information Modelling (BIM).
Project planning, stakeholder engagement, cost and schedule management may all be improved if we think of Building Information Modeling (BIM) simply as information that needs to be managed. From the selection of a suitable work breakdown structure, to the type and nature of information being received, stored, processed and communicated, BIM is a model-centric structure for existing project management processes.
With this model centric view, a project may be broken into volumes, areas, models, assets and deliverables, with corresponding cost and reporting structures that enable monitoring of project performance and delivery of each asset. Aligning project delivery to the client’s view of an asset allows more transparent reporting and offers a clear understanding of not only the financial and schedule impacts of decisions throughout a project, but also the physical impacts and knock-on effects in the real world.
BIM also provides a rich focal point for stakeholder engagement. When combined with Virtual Reality and Augmented reality solutions, it offers a greater sense of awareness of project outcomes through real and interactive experiences for both the technical and non-technical stakeholder. Improving stakeholder interaction and the quality of feedback has been shown to improve buy-in to the final solution and reduces risk during implementation stages.
In this presentation I provide a simple way of looking at BIM, its benefits, and how one can use it to better manage projects in the future.
11:45AM - 12:25PM
Concurrent session 6C
An uncommon dialogue: Common project management myths busted!
In this session, Matthew Barker and Frances Quinn aim to challenge conventional thinking around the methodologies and skills that deliver successful projects. We will explore popular and sometimes opposing viewpoints on key questions and themes relevant to the industry.
We'll use our 30+ years of real-world experience in delivering successful projects to demonstrate an alternate viewpoint on a range of key subjects including;
• The ‘best’ project methodology is actually one tailored for your project and its unique environment, sometimes using a blend of approaches.
• The critical skills necessary for project success are actually soft-skills such as adaptability, resilience, emotional intelligence, stakeholder engagement and problem solving.
• The different circumstances when it is better for a project to be led by the business, and those where the project instead needs to lead the business.
• While the ‘best-practice’ approach to project planning would be the completion of one phase before another commences, this is a rare occurrence in reality, so this cross-over of these phases should be built into project resource planning and estimates to enhance success.
• Resourcing a project for success requires a blend of domain expertise and vanilla project capability, however this delicate balance must be carefully curated to place the right people in the right roles.
Suggested Program Brief
Which project management methodology is the 'right' methodology?
Should projects lead the business, or should the business lead projects?
Is it better for your project team to have domain expertise, or bring a fresh perspective?
In this fun and interactive session, we'll discuss and bust some common myths about project management using case study examples from our combined 30+ years of experience.
No matter your years of experience, your preferred methodology, or the nature of your role in the world of project leadership, this session is sure to spark discussion, offer food for thought, incite some laughter and perhaps challenge your ideas on the concept of best practice in project and program delivery.
11:00AM - 11:40AM
Concurrent session 5D
Clients and contractors leading and learning together on lump sum projects with monthly facilitated workshops.
In Australian construction, lump sum contracts are often the preferred procurement model adopted by Project Owners to ensure ‘value for money’ is achieved. One of the shortcomings of this model is that the competitive tender process, used to identify the winning contract bidder, often encourages contractors to assume higher levels of risk with their pricing, just to win the work and then try and win back any shortfalls by seeking variations during project delivery.
One particular organisation Barwon Water (BW) in Victoria has used an open bid tendering process with a weighted assessment (including lump sums) to identify ‘their best fit contractor’ to deliver 16 capital infrastructure projects valued at over $120 million over the last two years. During this period BW noticed a trend where winning contract bidders who under-valued risk with their pricing have been at times unable to contribute the required discretionary effort and resources to fully address risk and spec challenges during project delivery phase.
This has led to opportunistic and adversarial approaches by some contractors to try and regain lost commercial advantage culminating in detoriating client relationships, quality issues and rework, significant project delays and cost over runs and, in the most extreme case, insurance claims and litigation. In order to address the potential negative project outcomes associated with this type of adversarial relationship, BW Infrastructure Management undertook a high level review of upcoming projects to identify which ones had high potential for challenging relationships.
To support the identified higher risk projects, BW engaged facilitator John Morrison from Frontline Coach to partner with BW to design and deliver a monthly Project Leadership Program (PLP) workshop for project delivery lifecycles, from project Kick-off to post project completion review. The monthly two hour PLP workshops were all underpinned by the latest research in neuroscience and error management and consistently supported BW and Contractor Project Teams to develop strong leadership skills and the required resilient relationships to enhance project performance.
After trialling the PLP across three different BW projects, the outcomes achieved and feedback from contractors and stakeholders have been very positive. This case study can be seen as a learning opportunity for other Project Owners who are planning highly technical or complex projects where potential adversarial project relationships may have a significant impact on successful project delivery and the realisation of associated benefits for all stakeholders.
11:45AM - 12:25PM
Concurrent session 6D
Singing the same song as your stakeholders: The only way to influence and engage.
Projects don’t exist without stakeholders. Any project is firstly initiated by its core stakeholders. It is needed by them, it is formed by them, it is funded by them, it is used by them, it is reviewed by them and it is sustained by them. And yet so often, projects are implemented without understanding the pain points, without appropriately gathering requirements and without continual, meaningful engagement with all the various stakeholders. Stakeholders are often blamed for the failings of a project: “They wouldn’t take accountability, didn’t support the program, wouldn’t give us their time/resources/attention”. Arguably, it is the appropriate engagement of stakeholders that is the only thing that can ensure a projects success.
Engagement with stakeholders primarily sits with Project teams. Project resources, more often than not, consist of external providers; consultants, contractors, specialists - they bring in much needed expertise, methodologies and new perspectives. They can get the job done, but are they the right people for the job? Will these external resources engage stakeholders in a way that ensures success? The balance between external and internal ownership can be a fine art to ensure that a smooth transfer occurs at go live and beyond. It is through understanding and aligning the culture (the way we do things around here) from current state to transformed state that will see a successful implementation for all stakeholder groups.
This focus on culture is the often-overlooked key to successful engagement, especially in large scale, complex organisational transformations. Whose role is it to focus on aligning culture? The project team, individuals, stakeholders, change specialists? When should this alignment take place? Business case, on-boarding, design, implementation, embedding? What does it look like? Is it a separate stream of work, is it absorbed into each role, does it have milestones and benefits? Whether or not you can answer these questions, there is one undeniable fact when managing stakeholders: understanding the culture leads to better stakeholder engagement outcomes.
In this presentation we will explore the ‘Duet Approach’: a concept of equality. Successful duets are void of lead vocals, they contain only harmonies, working together, in sync, to listen, and be in tune with one another. The duet approach builds a deep understanding of the characteristics of the voices so that influencing can occur with just the slightest of nuances. The duet is a critical skill for any project resource.
12:25PM - 1:25PM
Strategic planning and prioritising
1:30PM - 2:10PM
Concurrent session 7A
The need for a Government policy for major project selection and prioritisation. ACADEMIC
As projects are selected and undertaken by Governments at all jurisdictions, a high degree of transparency and openness related to large capital and non-capital projects is expected. Recent Australian public projects have received adverse attention for inconsistent economic project selection framework adoption, and incongruences in economic findings and eventual selection outcomes. Inconsistent frameworks are associated with different jurisdictions maintaining and interpreting individual project assessment criteria, with no nationally harmonised approach to measurement recognition or funding commitment processes.
A clear understanding of economic criteria and cognitive processes recommended and used for project selection and prioritisation purposes in various political jurisdictions, will aide development and testing of a new project prioritisation / attractiveness framework called CBA-QQ. This study investigates and tests whether the economic criteria of NPV, BCR and IRR were appropriately used, and assesses the presence of optimism bias and focalism for two case studies. Results from the case studies will be compared against those attained using the CBA-QQ framework and its MCDA principles.
The Capital Metro project analysis found slight deviations in economic criteria application and the presence of political optimism bias and focalism which led to a less economically viable proposal being selected. The WestConnex project encountered no such deviations in economic criteria adoption, however optimism bias and focalism were present and contributed to early endorsement of the project prior to a business case being developed and approved. When both projects were tested through the proposed CBA-QQ framework, selection risks associated with deviation from economic criteria and cognitive biases were fully mitigated.
The implications of these results for public project selection and prioritisations are greater scrutiny and analysis will occur on existing and future project proposals. This will increase the level of governance required to ensure project adherence and consistency with existing and proposed frameworks. Utilisation and application of the proposed CBA-QQ framework will result in enhanced transparency and consistency in future project selection prioritisation processes, whilst capturing, normalising and measuring both quantitative and qualitative criteria. The CBA-QQ supplementary 3D decision diagram is limited to presentation of 5 criteria, no such limitation exists for the CBA-QQ framework.
Further research is recommended to assess the CBA-QQ framework against more complex and jurisdictionally diverse public projects so as to ascertain its overall utility as a governing framework. This research should include not only economic indicators, but also the level of cognitive influence during the project selection and prioritisation phases.
2:15PM - 2:55PM
Concurrent session 8A
Effective project and program assurance: Lessons from Major Capital Programs in Infrastructure NSW and Transport for London.
This paper draws on experience as an Executive Director in the Assurance team at Infrastructure NSW in 2017, as well as from setting up the OVERSIGHT portfolio management function in Transport for London. It identifies a number of critical success factors when establishing and delivering effective portfolio assurance.
The capability to provide independent assurance to investors in large capital programs, whether infrastructure or business transformation, is of enormous value. An effective assurance function increases the focus on outcomes and benefits, increases transparency and allows greater focus on complex, high-risk projects. Effective assurance functions deliver a significant return on investment and have significant strategic value as an independent, trustworthy source about the overall status of the investment portfolio.
Effective assurance is easier said than done, however. ‘Real world’ experience at Infrastructure NSW and Transport for London suggest there are some critical factors that have to be present for an assurance function to realise its promise.
Drawing on these ‘real world’ experiences, we believe that critical success factors include:
• A comprehensive, tiered, risk-based assurance framework.
• Respected, highly capable staff in the assurance function
• High quality, independent Expert Reviewers.
• An appropriately structured Review engagement, format and outputs.
• The importance of review recommendation follow up.
• The need to report to, and have action from, the highest levels.
• Effective ongoing project reporting and monitoring.
• The right culture of assurance: challenge and support.
1:30PM - 2:10PM
Concurrent session 7B
Legal project management: Driving industry change in the delivery of legal services.
The legal sector is undergoing unprecedented market and tech-led disruption that is driving increased competition, and in response law firms are turning towards better 'matter management' (the project management of legal services delivery).
This paper reviews how the existing RegPM CPPP standards have been adapted for the legal profession, and discusses the similarities/differences between managing engineering and professional services projects. This paper covers the Australian-first introduction of AIPM's RegPM certification framework into the career path and competency development of lawyers, as part of a change program to introduce and embed legal project management within a top-tier national law firm.
This paper also covers a broader industry-wide change initiative, with the collaboration of AIPM and the Law Society of NSW in regards to foundational project management compentencies and training for lawyers. This paper reviews the current tertiary and professional training provided to lawyers in matter management, and makes recommendations as to next steps.
2:15PM - 2:55PM
Concurrent session 8B
Methodology battles are making project delivery complex, but they shouldn't. Telstra's journey with agile.
People in delivery roles across Telstra are feeling fatigued. Rather than focus on delivering good outcomes for the customer, they are being caught up in a conflict between traditional project delivery vs agile delivery. The methodology has become the focus, instead of the outcome.
Unfortunately many myths are propagating about both methods in order to give one side the edge in the debate. But it doesn’t have to be this way. Investigating the situation across Telstra has revealed that the root causes for many of these myths and the case for change are not being addressed. Also, most people would feel empowered and positive if they felt that both methods could co-exist.
The battles seem to be occuring at the governance layer, which should be methodology agnostic, so more is being learnt about why this is the case at Telstra.
Peter will share the journey that Telstra is currently on with its adoption of agile as a way of working, how it is trying to disrupt waterfall (correctly and incorrectly), how the challenges of project governance are where the issues currently lie and what could be done to create a more harmonious project delivery environment for all.
1:30PM - 2:10PM
Concurrent session 7C
Strength in numbers: how to switch on your Project Team for success.
What makes a project a project? It takes a group of people in a defined timeframe to make it happen. This group can be a mix of dedicated project specialists (either internally or externally resourced), as well as business leaders and SMEs who are balancing their BAU work with their project involvement. Add to the mix external vendors and suppliers, impacted stakeholders, senior leaders… you’ll soon realise there’s a melting pot of competing interests, priorities, goals and motivations associated with your project. How do you align everyone and get them committed and participating the full length of the project? How do you get them to own their role and take responsibility for their deliverables?
The Core Project Team will be the driving force of your project. Through this presentation, we’ll focus on:
– The power of team – why a group of people achieves more than a lone wolf
– Personal motivation – what it is and how to inspire each person to tap into what the project means to the them and what it will give them, both now and in the future
– Clear roles and responsibilities – the importance of setting expectations and requirements from each member
– Building a team culture – ideas for developing trust, collaboration and interpersonal relationships, including hosting regular meetings
– Coaching and developing – keeping team members motivated and growing throughout the project by setting goals up front and checking in on a regular basis.
Using Neuro-Linguistic Programming and Coaching tools applied in a business context, this presentation will be fun, interesting and thought-provoking. It will be peppered with metaphors, examples and deeper questions to encourage delegates to apply the thinking to their own experiences, current challenges and future opportunities.
Delegates will leave the presentation with practical tools and tips to build their project on a strong foundation and grow into a high performing team.
2:15PM - 2:55PM
Concurrent session 8C
Increasing your powers of persuasion and influence.
Convincing people that your product or service will have merit, or that it will have positive impacts, is a vital skill in the progression of a project. Stakeholder resistance to either change, stasis or the unknown in general can derail projects for reasons as simple as an inability to convey the right message to them. Project managers sometimes lament the fact that they have a lot of responsibility to deliver, without necessarily having much power or direct influence to make it happen.
This presentation will outline techniques to improve your ability to persuade people, steer them in a particular direction, and obtain buy in for your ideas. There is no magic bullet that works for everyone, so the understanding of multiple skills and methods will empower you to make the best possible decisions for any given situation, based on the context and environment.
Topics covered will include recognising and acting on opportunities, decision making processes in groups, reinforcement of positive behaviours, subconscious influence and neuro linguistic programming. We will use examples from projects where these principles were applied successfully, and where they could have been used to improve an outcome. There will also be examples from people outside of the project management realm, including confidence tricksters and psychologists.
There are many freely available tools for improving our influence skillset, which we will summarise and include reference to so that the learning process can continue beyond the presentation.
A good project manager has a firm grasp of the fundamental principles and frameworks that we deliver through, and knows how to implement them. A great project manager is able to inspire the whole team to buy into these principles, to generate enthusiasm for the work involved, and to bring everyone on a journey of discovery and accomplishment. By optimising your powers of influence and persuasion, stakeholders are more likely to willingly buy in to your vision, setting you up for success regardless of the challenges and complexity of the project.
1:30PM - 2:10PM
Concurrent session 7D
Enhancing stakeholder collaboration and engagement through digital transformation.
According to International Data Corporation (IDC), global technologies companies are investing $1.3 trillion this year on technologies that support digital transformation. The fastest growing market for these technology companies is the construction industry, which is expanding at 32.1% Compound Annual Growth Rate. These technologies are being adopted through-out the asset life cycle from planning through to design and construction, and into operations and maintenance or renewals.
As project managers, we face the challenge of providing increasing amounts of information, whilst working in tightly controlled environments, delivering to high quality expectations and stringent requirements.
This presentation will discuss how new digital technologies are providing opportunities for industry to better engage and collaborate with stakeholders and clients, providing them with more informed perspectives on project performance, as well as guiding them throughout the project lifecycle.
With a plethora of choice and continuing evolution and change, the main challenge is to apply the right technology at the right time to the right application. This presentation will discuss three programs that have been designed to assist internal teams, clients and the broader industry through the discovery, exploration and adoption of digital innovation in design and construction projects.
The presentation will also include case studies featuring positive implementation of digital solutions, with tangible project outcomes combined with enhanced stakeholder engagement process supported by greater transparency and collaboration throughout the project lifecycle.
2:15PM - 2:55PM
Concurrent session 8D
Harnessing the hidden social networks underpinning all projects.
The more effective your project team is, the more likely it is that they will deliver an exemplary result. Project teams are held together by a shared understanding of what the team is doing, how they should achieve this, and how they should collaborate. Teams become effective when there is common, usually implicit, understanding of who to go to, how to get things done, and ways of navigating the political landscape surrounding the project. To see how a project is working, it helps to understand the social networks that hold the team together. Only a fraction of this comes from the formal hierarchy in a project.
Social Network Analysis (SNA) gives you an understanding of the patterns of interactions that underlie all team dynamics. It can be used to inform communication strategies, approaches to stakeholder engagement, timing of interventions, and supply chain decisions. SNA tools can also identify key players in change agent networks, and inform recruitment strategies.
This presentation will take attendees through the latest and most relevant SNA research, focusing on issues and techniques that have direct application to how projects are managed. Attendees will learn the network perspective of looking at the project system as a whole, and how SNA can be practically applied to make a real difference in improving project management and business outcomes. This will lead to a greater understanding of how project managers can use these techniques to manage stakeholder networks more effectively, and how to design and invoke subtle changes in social structure that are conducive to effective communication, collaboration and harnessing agents for change.
2:55PM - 3:25PM
3:30PM - 4:10PM
Session 7 - Keynote Presentation
The game is changing: SMART cities and High Speed Rail.
CLARA (Consolidated Land and Rail Australia) is proposing to build new regional, compact, sustainable, SMART cities and connect them by the world’s most advanced high speed rail between Sydney, Canberra and Melbourne.
In March 2018 CLARA was successful in the Federal Government’s Faster Rail Initiative. Through this, CLARA will be completing a $16m Strategic Business case, with the Australian Government, for two new SMART, sustainable, greenfield cities connected by high speed rail to Melbourne’s CBD. The CLARA consortium has already started work and aims to have completed their strategic business case by early 2019.
Hear from CLARA’s Founder, Nick Cleary as he provides an insight into CLARA’s vision, challenges and drivers as they undertake this world-leading infrastructure project and change the game for good.
4:10PM - 4.50PM
Session 8 - Keynote Presentation
4:50PM - 5:00PM
Conference Wrap up
7:00PM - 11:30PM
National Project Management Achievement Awards Dinner
Location: Hyatt Regency