Index of Symposium Speakers

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For the full listing of speakers at a symposium visit our Symposium history pages.

Quick Links - Speakers surnames in the range

- A to C

- D to G

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- U to Z


Aitken, Alicia Pic.jpgAlicia Aitken.

2017: Project Management: Performance is mostly about people and culture.

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



Algeo_Chivonne.jpgDr. Chivonne Algeo.

2016: Exploiting Project Knowledge to Enhance Project Governance and Control.

Managing intrinsic project knowledge has the potential to enhance project governance, and consequently the predictability of project outcomes. These control mechanisms can be mapped according to how knowledge is acquired and exchanged. Developing this map can minimise the potential for an overreliance on accidental opportunities to gather project intelligence, and deliver predictable project outcomes. However, an over-reliance on this systematic approach could drive mediocrity through conformity. Download the presentation.



Glen Alleman.jpgGlen Alleman

2019 Keynote: Integrating Systems Engineering and Program Performance Management creates a Match Made in Heaven

Project (and program) management supported by project planning and control has overall responsibility for project delivery in accordance within the parameters of cost (budget), schedule (time) and a technically compliant "fit for purpose" solution.

Systems Engineering is responsible to project management for the specification, design, build and implementation of the technically compliant "fit for purpose" solution. SE use Measures of Effectiveness (MoE) and Measures of Performance (MoP) and their Technical Performance Measures (TPM) and Key Performance Parameters (KPP) for each end item deliverable to measure what "done" looks like. Each measure provides steering targets for the project work and the baseline for feedback needed to make corrective and preventive actions to keep the project moving toward to goals.
Download the presentation.

2019: Integrating Systems Engineering (SE) and Program Performance Management (PPM) to Increase the Probability of Delivering the Needed Capabilities for Project/Program Success

This presentation examines the Systems Engineering (SE) management processes and Program Performance Management (PPM) processes both of which are required for project/program success. The intersections between the two process groups are reviewed highlighting the SE contributions to PPM and the benefits to both SE management and PPM of the SE inputs to PPM in contributing to overall project/program success.
Download the presentation.

2019 Masterclass: Integrating Systems Engineering and Project Management. The Match Made in Heaven Which Increases the Probability of Project Success

The 5 immutable principles that must be addressed to achieve project success.
Download the workshop handout.


2018 Keynote: Getting to Done (and some Issues along the Way).

The principles, processes, practices, and tools needed to increase the probability of successfully completing your project on‒time, on‒budget, and with the needed capabilities - an overview of the Masterclass.
Download the presentation.

2018 Masterclass: Getting to done: the tools and techniques needed to successfully finish a project.

The principles, processes, practices, and tools needed to increase the probability of successfully completing your project on‒time, on‒budget, and with the needed capabilities.
Download the handouts.

2018: Technical Performance Measures and Physical Percent Complete: Aids to Knowing When You Are Done.

Systems engineering uses technical performance measurements to balance cost, schedule, and performance throughout the life cycle. Technical performance measurements compare actual versus planned technical development and design. They also report the degree to which system requirements are met in terms of performance, cost, schedule, and progress in implementing risk handling. Performance metrics are traceable to user–defined capabilities.
Download the presentation.



P1010870.JPGDCN, RADM van Balen.

2013: The Customer’s Perspective.

The importance of effective project Governance and Controls in meeting the needs of the ‘customer’.
Download the presentation.




Blank-head.jpgDaniel Bamford.

2017: The ATO experience and lessons learned from improving project, program and portfolio performance.

The ATO perspective on Professor Shergold’s “Learning from failure report …” and the ATO’s experiences and lessons learned from its P3M3 improvement and the Reinventing Tax organisational transformation program. Download the Presentation.


Barker, Geraldine.jpgGeraldine Barker.

2016: The UK Perspective on the Approaches, Challenges, and Lessons Learned in improving Performance of Major Projects at Individual and Portfolio Levels.

An independent and authoritative overview of the UK perspective and experience from the review of the Major Projects Authority undertaken by the presenter, on the approaches, challenges, and lessons to be learned in improving the performance of major projects at individual and portfolio levels. Download the presentation.



James Bawtree.jpgJames Bawtree

2019: Bring Organisational Agility through Improved Alignment to deliver Greater Capability and Value in Large and Complex Organisations

This presentation explores how a hybrid of global best practice standards such as AgileSHIFT, MSP, PRINCE Agile and P3O should be leveraged along with techniques such as Design Thinking, Earned Value and systems of system thinking to enhance transition and operations management improving adoption rates and the time it takes for new resources to come up to speed. We will also run through how all these new practices should be reinforced by using a standard set of fit for purpose tools, resulting in improved transparency, accuracy and ultimately trust, in the decision making information, by organisational leaders.
Download the presentation.



Loretta Bayliss.jpgLoretta Bayliss

2018 Locknote: Implementing Effective Project Management Systems and Tools

For this type of project, execution is a discipline, and methodologies provides a clear structure and framework – use it well. Agility and problem solving are key requirements for any project management implementation team. Testing of process and technology together is mandatory. Governance is mandatory for effective decision making. It supports key stakeholder involvement & support as well as injecting clear risk mitigation into your project, schedule, and implementation ecosystem.
Download the presentation.

Mr Steven Bird.jpgSteven Bird

2018: Integrated Project Controls – Climbing the Maturity Curve.

Measuring the maturity level of an organisations project controls processes.




Ben du Bois.jpgBen du Bois

2019: Department of Infrastructure, Transport, Cities and Regional Development – Cost Estimation Policy and Implementation

the public sector has three types of policy instruments at its disposal, which in practice means regulation, economic means, and information. It is important that these instruments, in policy form, are based on sound theory as well as be practical to implement. This presentation will discuss the key principles and implementation of the Department of Infrastructure, Transport, Cities and Regional Development's cost estimation policy. It will also provide a practical example through an explanation of development of the Department's escalation policy, the aim of which is to ensure that the Outturn costs of proposed projects being considered for Australian Government funding are defensible and estimated on a consistent basis.
Download the presentation.


2018: The Australian Government’s Infrastructure Investment Program: Governance Arrangements and Managing Project and Program Risks.


Robert Bolton.jpgRobert Bolton.

2018: Combining Project Alliancing (PA) and Critical Chain Project Management (CCPM).

A practical look at the opportunities to effectively combine critical chain scheduling with alliance contracting to maximise profits and outcomes for everyone.
Download the presentation.


2017: Project Alliancing and Critical Chain Project Management Methods that INCREASE and ENSURE project collaboration.

CCPM (Critical Chain Project Management) has significantly improve project performance without compromising on scope or quality. However, despite a few successful exceptions, the use of CCPM has not gained much traction in the capex or construction sectors. This presentation suggests that combining CCPM and a Project Alliance offers the industry a powerful approach to improvement. It will show how both methods by themselves have delivered significant benefits to project performance, and in combination, they offer a robust approach to delivering improved ROI for the clients and improved profitability for the supply base and contractors. Download the Presentation.


2016: Complex Projects - how to reduce the schedule RISK and ensure the desired returns.

Complex projects are now the new normal. They are big ($500 million plus and over $6 trillion globally). They have many dependencies, relationships and stakeholders creating a spider web of linkages. They are generally late. Often very late. And well over budget. This presentation shows how the CPM & CCPM methods compare. Discuss the perils of multi-tasking plus explore the risk mitigations tools such as the fever chart. It also discusses a number of case studies of complex projects in the infrastructure, building and defence industries.
Download the presentation.



Lynda Bourne.jpgLynda Bourne

2018: Information is Subjective. Knowledge is Creative (is KM really a thing?).

This presentation looks at the role of communication in the transforming of data into information and then information into knowledge. Knowledge Management’ is the link between ‘what people know’ and how that knowledge is made available to others using effective communication.
Download the presentation.




LaurieB.jpgLaurie Bowman.

2014: Effective Project Control of Construction Performance.

The effective management and control of construction performance is a key determinant in overall project success. It is in the interests of both the contractor and the owner to plan, measure, monitor and control construction progress. Download the presentation.





Yvonne Butler.jpgYvonne Butler.

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

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



Bryant, Dave.jpgMr David Bryant.

2016: ICT Project Success and the suitability of key persons.

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



Joe Campbell.Joe_Campbell.jpg

2015: Foundations for a Successful Project Controls System.

The building blocks necessary to implement an accurate and useful Project Controls system, including:
- The data necessary to build a complete view of project performance
- Effective data integration to improve efficiency and speed to insights
- Using project data to forecast and improve outcomes
- Business and organizational considerations for implementing a project controls system.

Download the presentation.



Blank-head.jpgRipon Kumar Chakrabortty

Handling Uncertainties and Preparing for the Unexpected in Real-life Project Scheduling

Research on resource constrind project scheduling has mostly considered fixed resource capacities and deterministic activity durations. In real-world environments, however, it is impracticable to obtain only deterministic information. This presentation investigates the issues and shows the effectiveness of RCPSP techniques over traditional methods by considering one real-life scheduling problem.
Download the presentation.



Peter-C.JPGPeter Colquhoun.

2015: Extending EVM & scheduling best practice metrics.

An overview of Earned Schedule, which provides time based schedule metrics and schedule prediction using EVM data. Advanced techniques which build on from Earned Schedule is also discussed including the concepts of “Schedule Adherence” including the P factor measure and an explanation of how Schedule Adherence directly assists network schedule analysis by enabling the identification of tasks subject to “impediments and constraints” or “at risk of rework”. Download the presentation.

2014: Earned Value: Taking the Next Step When Schedule is King.

Anecdotal experiences that trace project management issues around EV and then identifying how Earned Schedule (If known about) may have provided insights and confidence that could have lead to better outcomes in a fixed price environment. Download the presentation.



AVM Deeble.jpgAir Vice Marshal Chris Deeble.

2015: A Best Practices Project Governance and Controls Framework Using Joint Strike Fighter as the Case Study.

This presentation discusses the project governance and controls framework for the Joint Strike Fighter (JSF). The importance of the framework in enabling the achievement of successful outcomes from the strategic level down and the relevance of the governance and control considerations for projects and programs of all sizes and complexity is highlighted. Download the presentation.



MarkD.jpgMark Dickson.

2016: Benefits Linkages - Creating connection between purpose, governance and controls.

Insights as to why benefits realisation should become a cultural movement within organisations and why linkages to Governance and Controls may hold the key to increasing successful project, program and strategic outcomes based on PMI’s 2016 Global Project Management Survey, the Pulse of the Profession®. Download the presentation.



Rafd-ACS.jpgRaf Düa.

2018: How Project Failures Threatens the Board Room. Some Prevention Strategies – An Australian Perspective.

A review of the role of governance in relation to the oversight of project and program management, and the importance of good governance information at the board level.
Download the presentation.


2018: An Introduction to Project Scheduling

This education session covers:
- What is Project Scheduling?
- Scheduling Definitions and Basics
- Scheduling techniques & CPM, and
- Basics of schedule review and analysis.
Download the presentation.


2018: Peer Review of a Schedule.

An update on the 2017 presentation below.
Download the presentation.


2017: Peer Reviewing a Project Schedule.

Management is required to ensure that the project planning and schedule being offered up actually works and actually meets the requirements of the contract and will, in reality, deliver the project. A Peer review will establish that a methodology and project narratives exist. Typical Peer Review techniques services include:

- Schedule consistency with Contractual clauses and any constraints
- Ensure KPI’s are met
- Evaluation of project status with relation to the updated schedule
- Earned Value Analysis
- Schedule Pull Sessions and crash studies
- Preparation of schedule narratives
- Analysis of "what if" scenarios for change order impacts
- Analysis of likely time extension requests

The presentation will illustrate how this can be achieved:

- Download Raf's presentation.

- Download the supporting White Paper.



2015: The Case for Governance and Controls.

The effect of statutory provisions mandating continuous disclosure by listed companies and recent enforcement activity on the governance of projects, programs and portfolios. Download the presentation, or download the full paper.


2014: Using Cultural Change to Introduce Earned Value Performance Management into an Australian SME Rural Construction Company.

This paper howhow cultural change was introduced into a rural, small to medium, Construction Company, using EVPM to manage increasing workload and tight resources and market conditions for a low cost. Download the presentation.


Mahmoud Efatmaneshnik.jpgMahmoud Efatmaneshnik

2019: A Modelling Approach for Integration of Systems Engineering and Program Management

Defence systems acquisition is fraught with all sorts of financial, technical and political risks. The most effective way of mitigating risks associated with acquisition of complex systems is through identification of these risks as early as concept examination phase. One possible avenue to de-risk complex acquisition projects is through the integration of program management and systems engineering views. In General terms, project/program management is concerned with timely and on the budget execution of projects where as Systems Engineering is concerned with complexity management and successful systems integration. This paper will outline an approach for risk and complexity evaluation and mitigation of capability concepts to be used, in risk mitigation planning, systems engineering planning and project control activities.
Download the presentation.



Elissa Farrow.jpgElissa Farrow.

2014: Harnessing the Power of Diversity.

This presentation covers: What are the benefits of diversity? How significant are diversity differences e.g. ethnicity, gender, age, location? How do we build project teams that bring out the strengths of our diverse workforce? How do you create a ‘rich communication’ environment and break down barriers? What the role of a leader is in diverse project teams? Download the presentation.



RobElliott.jpgCDRE Robert Elliott.

2017: A Defence Perspective on Reform and Improving Project Performance.

This presentation looks at the role of program sponsorship within the 'one defence' reform program and how the structure of accountability is enhancing program delivery and sustainment. Download the presentation.



David Fox.jpgDavid Fox.

2015: Applying project controls including Earned Value and Earned Schedule to a Manufacturing Environment.

An overview of the application of project governance and controls using EVM and Earned Schedule in a manufacturing environment. Download the presentation.




Andrew Gee.jpgHon Andrew Gee, MP

2019: Opening keynote address.







Amit Ghildyal.jpgAmit. Ghidyal.

2017: Realising Value from IT Governance: Issues and Solutions.

As part of its Enterprise Information Management (EIM) 2015-2025 Strategy, Defence has embarked on a journey to implement an Enterprise Resource Planning (ERP) system. The key challenges with IT governance implementation are the IT risks, which hinder enterprise performance. The strategy for IT Governance through EIM using benefit realisation models is sound at the policy and process level, however, there is a need to build an implementation and evaluation framework to help ensure realisation of the benefits and the vision. This paper presents a practical implementation and evaluation framework for IT governance and benefits realization.

- Download the Presentation.

- Download Amit's full paper.



Blank-head.jpgAndrew Goodwin

2019: Earned Value Management in Defence

The Directorate of Project Controls Services in CASG's Program Management Branch released updated EVM policy and guidance during 2018-19. The new guidance was born out of the SMART Buyer framework and aids project managers in selecting and tailoring EVM requirements to individual contracts based on an assessment of the contract's strategic significance and cost, schedule and technical risk. This presentation will give an overview of the updated policy and guidance, prefaced by a discussion of the historical driving factors that shaped it.
Download the presentation.



Valdi 140531.jpgValdi Gravitis.

2015: A NSW Government Project Portfolio Improvement Initiative.

This case study is of a project portfolio improvement initiative, in the then NSW Department of Lands, that used Earned Value Management as a key strategy. Download the presentation.



Blank-head.jpgBrad Grey.

2014: Blue Poles: The Science and Art of Project Governance.

Using the painting as an analogy, this presentation explores the science behind project governance that turns chaos theory into control theory. Download the presentation.




Gavin Halling.jpgGavin Halling

2019: Deriving Certainty from Uncertainty - Value from Project Risk and Contingency Management

The International Risk Management Standard ISO 31000 describes itself as a guide. Its application varies widely across organisations. This is to be expected when the context is substantially different (eg a compliance risk process will be different to one for projects). There is also the recent (version 2 Feb 2019) IEAus Risk Engineering Society "Contingency Guidelines". Both these documents tell you what is expected but do not give too much practical insight into HOW to undertake project risk and contingency management.
Project risk has two components that separate it from other risk processes:

1. A rapidly changing risk profile which requires a particularly dynamic process and
2. Consumption of precious capital

This presentation describes a well-honed process that will enable you to effectively manage risk.
Download the presentation.




Halton, Jane.JPGJane Halton.

2016: The Finance Transformation Program.

Speech to the Project Governance and Controls Symposium, by the Secretary of the Department of Finance, Ms Jane Halton AO PSM, Canberra, 12 May 2016. Download the speech.






Damon Hancock.jpg

Damon Hancock

2019: What makes for Successful Infrastructure Delivery

The issues faced by major infrastructure are not new, however many of the people dealing with them are. How do you overcome this 'churn' and maintain a learning perspective in high pressure constant tension environment? Come and hear Damon's view on what we do well, with the contracting market constantly evolving with some large local contracting firms up for sale, some projects are making unprecedented losses and foreign entrants lining up hoping to get a slice of the action. What will prevent them from succeeding and what will push them to success?


2018: The Challenges of Big Infrastructure.

Personal insights and reflections on why so many major projects fail to achieve their core objectives of: on time delivery, within agreed budget, and meeting their stated purpose - at least initially so. Lessons and pitfalls!
Download the presentation.


Louise Hart.jpgLouise Hart.

2014: A Failure of Governance: InterCity West Coast Franchise (UK).

In 2012 the UK Government announced that it would award £5.5 billion InterCity West Coast passenger rail services franchise to First West Coast Limited. Virgin Trains, the ousted incumbent, successfully challenged the decision. This presentation explains what went wrong and the lessons that can be learned in the context of project governance and control. Download the presentation.



SHayes.jpgStephen Hayes.

2014: The management of projects in a complex environment.

The need for research and the work of the ICCPM. Download the presentation.





Deb_Hein.jpgDeb Hein.

2015: An Overview of Complex Project Management and ICCPM Initiatives and Research.

An overview of complex project management, why it is different to regular project management and what this means for the manager responsible for delivering outcomes. An overview of ICCPM initiatives and research activities is also covered. Download the presentation.



Kym_H_big.jpgKym Henderson.

2019: Implementing AS/ISO 21508 Earned Value in Project and Programme Management

Kym Henderson was one of the key contributors to the development of ISO 21508 and ISO 21511 (WBS) and lead the Standards Australia project to adopt 21508, upgraded to include a normative annex customised to the needs of Australian contract managers. This is a unique opportunity to understand the practical implications of how AS/ISO 21508 will affect your projects in the future from the person who literally 'wrote the book'.

Download the presentation.


2018: Progress in International Project Management Standards.

An overview on the progress of WBS and EVM standards being developed by ISO TC 258.
Download the presentation.


2015: Establish the Project Baseline + Integrated Baseline Reviews.

The project baseline provides the foundation for effectively managing a project and measuring progress against plan. This presentation looks at the Earned Value Project Management (EVPM) processes used to establish a project baseline and provides an overview of the conduct of the Integrated Baseline Review (IBR) that confirms the viability and approves the Performance Measurement Baseline. Download the presentation.


2014: The Increased Importance of Project Governance and Controls in Lean Times.

Project controls challenges with the Defence community. Download the presentation.

2013: Earned Schedule In Action.

Case study: The application of Earned Schedule on two IT projects, demonstrating quantifiable cost and
schedule performance improvements. Download the presentation.


Hudson, David.jpgMr David Hudson.

2016: Project Controls and the Implications for Enterprise Project Management.

This presentation discusses the wider implications of project controls in the context of an Enterprise Project Management framework and the overlaps between project controls and organisational project management maturity. Download the presentation.



Yiding.jpgMr Yiding Hu.

2016: Can We Improve Project Risk Management?.

Risk management of a Defence acquisition project requires the identification and mitigation of risks from initial project planning to the end of service life. When dealing with long-term system or capability development, project risk management is a dynamic process. This leads to a need for the effective management approaches outlined in this presentation.

Download the presentation.



Vernon Ireland.jpgProfessor Vernon Ireland

2019: Stream Keynote: Engineering Failures and Lack of Recognition of Complex Systems Parameters

A group of engineering projects are examined, all o which failed in a disastrous way, leading to deaths, or failed in spectacularly exceeding the proposed budget. The projects include two NASA projects which had deaths, The Fukushima Daiichi Nuclear plant, BP's Deepwater oil platform in the Mexican Gulf and the Boston Big Dig project. All projects have been shown to have neglected to recognise a group of complex systems parameters, which, if recognised, would have led to avoiding the project failure. The complex systems parameters are examined, some of which are not recognising: Complex rather than complicated; Requisite Variety; Dynamic systems; Beer's Viable Systems Model; We don't know what we don't know; Cascading risk; Systemic risks; Mindfulness; Not dumbing down including reluctance to simplify; Preoccupation with Failure; Normalising deviance; Causal loops; Reference class Forecasting; Generate open communications, clear boundaries and a strong value system.
Download the presentation.



Tom Ioannou.jpgDr. Tom Ioannou.

2016: The Australian Perspective. Download speaking notes.


2014: Project Governance and Controls - the ANAO Perspective.

This presentation covers an outline of the ANAO’s role, structure and audit approach; a discussion of their general perspective on policy and project implementation, and includes lessons learned from some recent audits. Download the presentation.



Joiner_Keith_400px.jpgDr Keith Joiner.

2019: Solving Tensions of Overlapping Project Management and Systems Engineering with the Elegance of the Complex Systems Governance Approach

The Complex System Governance (CSG) model foundationally fuses these disciplines in new governance meta-functions. Further the associated pathological approach developed for CSG implementation provides a path of least resistance and thus greatest parsimony for such change management. In this presentation we overview research illustrating the CSG underpinnings with the concepts of parsimony, requisite saliency, minimum critical specification, power law, and requisite hierarchy; thereby providing more elegant organizational approaches to complex program management and systems engineering than re-integration overlays.
Download the presentation.


2018: Case Study in new Project Governance Quantitative Techniques.

This paper looks at why we need better quantitative test & evaluation techniques for project governance, the six-sigma test techniques used by U.S. DoD & major industries, and the building competencies in test design & analysis using the techniques.
Download the presentation.


2016: Key opportunities to achieve best practice in capability development

Recommendations from the Defence First Principles Review are wide-ranging but will in most instances be judged by the success of reform of capability development. This paper proposes two key measures on which to judge the early success of Defence’s capability development reforms. First, the author proposes the formation of an industry-standard program management office (PMO) to oversee the life cycle of all acquisition projects from inception to final operational capability as part of comprehensive and balanced programs. Second, the author proposes the creation of a robust centralised branch to manage all test and evaluation (T&E), so that all projects have credible test results that underpin the PMO’s decision-making throughout the development and fielding of new capabilities. Download the presentation.



2015: Best Practices in Capability Delivery - Test and Evaluation.

The Australian Senate Inquiry into Defence Procurement found that over the decade from 2000 to 2010 that some ten percent of projects by value ($7.6 billion) had failed to deliver the capability sought and that inadequate test and evaluation was a significant factor in the risks not being determined early enough for them to be mitigated. This presentation describes the new T&E policy, gives examples of how and when it has been applied. Download the presentation.


Ciril Karo.jpgCiril Karo

2019 Keynote: Contestability across the Capability Life Cycle


Keating, Charles (Better Pic).JPGProfessor Charles B. (Chuck) Keating.

2019 Keynote: Complex Systems Governance: A New Approach for Addressing the 'Messes' and 'Wicked Problems' that are By-product of Modern Projects Which Overwhelm PM Practitioners

Complex System Governance is an advanced systems approach that offers project practitioners new and novel insights to improve complex project performance, including:
1. Identification of 'deep system' failure modes for projects beyond traditional cost, schedule, and performance deficiencies
2. Examination of systems based failures in design, execution, or development of critical system functions for projects,
3. Development of systems-based strategies to 'design out' system failures throughout the project life cycle.
Download the presentation.

2019: Responding to Complex Systems Challenges for Project Management

Managing complex projects is quite possibly the most difficult profession devised by man. Dealing with increasing complexity, uncertainty, and ambiguity while trying to maintain consistency in budget, schedule, and performance can challenge the most seasoned project and systems engineering manager. This presentation will examine several contemporary challenges facing project and systems engineering managers from a 'systems' perspective.
Download the presentation.

2019 Masterclass: A Practical Guide to Implementing Complex Systems Governance Concepts on Projects

The purpose of this workshop is to provide a hands-on experience for Project Management (PM) professionals for application of Complex System Governance (CSG) concepts. CSG is a new and novel approach to improve performance through purposeful design, execution, and evolution of essential system functions. These functions sustain project performance in the midst of external turbulence and internal flux. CSG addresses the 'messes' and 'wicked problems' that are the by-product of modern projects and continue to overwhelm PM practitioners.
Download the Masterclass handouts.


2017: A Fresh Look at What Makes Projects Complex and How to Deal With It

This presentation focuses on complex system governance. His research has looked at what makes projects complex. He uses this to propose a fresh structure and process to appropriately govern complexity - one that is not reliant on either a purely system engineering approach (e.g. increased modelling & simulation) or exclusively on project management approaches (e.g. P30). Download the presentation.



roxanne-kelley-june.jpgRoxanne Kelley.

2016: An Update on the First Principles of Defence Review Implementation Project

The First Principles of Defence Review Implementation project is approaching its first year anniversary. This presentation focuses on the achievements to date, lessons learned and the challenges which need to be overcome to achieve success on this very large and significant organisational change project. Download the presentation


2015: "One Defence", The Reasons For Change and Way Forward Focusing on the Challenges and Opportunities for the Defence and Project Governance and Controls Community.

A first hand insights into what the First Principles Review means for the future of project governance and controls and project management in Defence, including an overview on the reasons for the now accepted recommendations for change. Download the presentation.


Blank-head.jpgChloe Kempster

2019: Earned Value Management in CASG

A correctly implemented Earned Value Management System (EVMS) will:
• Ensure better up-front planning by the contractor, leading to joint ownership of the Contract Performance Baseline, through an Integrated Baseline Review; and
• Provide the Commonwealth and company management with the same performance data that:
• reflects an objective measure of contract progress;
• aids in analysis of the future cost and schedule outcomes;
• aids in informed and timely decision making by providing early indication of possible problem areas; and
• allows management by exception by drawing management attention to critical variances from the plan.
Download the presentation.

2019: Cost Estimation – Building Better Practice

First Principles Review (FPR) (1 April 2015) highlighted improvements required in Defence on how costs are estimated, contested and managed. Capability Acquisition and Sustainment Group (CASG) in the setup of Functions established the Project Controls Directorate under Program Management Function to improve all the disciplines of project controls (cost, schedule and risk).

*Assuring and enabling delivery of Defence Capability to the agreed scope, schedule, quality and cost.

*Providing competent skilled resources to enable ongoing Program, Project and Product delivery.

  • Establishing standardised approach to lessons learned, Pre Gate 2, Program, Project and Product Management to improve capability delivery.
  • Implementing standardised transparent Program, Project and Product performance management across the Capability Life Cycle to improve accountability, transparency and trust.
  • Providing trusted internal independent assurance and compliance services to ensure Programs, Projects and Products have appropriate oversight and guidance throughout the Capability Life Cycle

In being able to deliver against each of these initiatives this talk will focus on cost estimation and the improvements that are currently being delivered and the roadmap for the future.
Download the presentation.


Kenley, Russell.jpgRussell Kenley.


2018: Project Governance by Project Micro-Milestones: Location-Based Micro-Milestones and pre-registered payment distribution.

Options to effectively manage construction industry cash flows using project banks and payments based on achieving micro-milestones.
Download the presentation.


2018: Progress in International Project Management Standards.

An overview on the progress of WBS and EVM standards being developed by ISO TC 258.


2016: Implications of Location-based Planning for Defence and Government Projects

This paper describes a new project management model, the location-work breakdown matrix. It represents a fundamental shift in the way location is handled in project breakdown structures. This can improve efficiency in establishing projects, in scheduling and managing projects and can provide better control and earlier warning of problems in project control. The model has application for all physically located projects. Download the presentation.


2015: Redefining the role for location in project controls.

Kerry London.jpgProfessor Kerry London

2019 Keynote: Designing for Project Success - The Power of Many and the Undoing by Multitudes

Much of the research in relation to major capital acquisition projects or mega projects in recent years has tended to focus on the theme that we have such massive time and cost overruns because we don't spend enough time in the beginning of a project to develop realistic planning schedules and realistic budgets. Realisation of this in Australia has resulted in the development of targeted approaches to the pre-planning budgeting. What is the next step then in designing for project success?
Download the presentation to find out.


Walte Lipke.jpgWalte Lipke.

2018 Keynote: “The Earned Schedule Journey”

An overview of the impetus for creating Earned Schedule, the process and the challenges.
Download the presentation.

2018: Managing out of Sequence Project Tasks

Understanding, and calculating the effect of out-of-sequence work on the reliability of Earned Schedule data. Defining the P-Factor'.
Download the presentation.

2018 Masterclass: Predicting project outcomes – Earned Schedule is just the beginning!

The role of Earned Schedule in a comprehensive project controls system.
Download the handouts.


2017: Evolution – Earned Value Management, Earned Schedule, and Science.

Advances in science have been made through the practice of the scientific method; that is, through the proposition of theory followed by experimental testing to either, support and validate the proposition, or refute it. The common denominator in this process is the use of measures. This presentation discusses specific advances in measures and practice, making comparisons between science, Earned Value Management, and Earned Schedule. It is shown that measures intended and used for project control can lead to organizational improvement, improving both product quality and process efficiency. The objective of the presentation is to inspire attendees to initiate an improvement in their own project group or company. Download the Presentation.


2013: Earned Schedule - Ten Years After.

Earned Schedule is an extension to Earned Value Management (EVM) which provides accurate time based metrics. This presentation includes an overview of the history of the global collaboration, the capabilities, benefits and challenges of the method, and its present status in global project management practice. Download the presentation



Phi McClure.jpg

Phil McClure

2019 Keynote: Infrastructure Investment Program – Overview and Governance Arrangements

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

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

The Capability Acquisition and Sustainment Group (CASG) was formed following one of the recommendations of the First Principles Review (FPR). The FPR recommendation requires Defence to adopt more sophisticated contracting models to ensure that personnel in SPOs undertake predominately contracting, assurance, planning and governance activities, while industry partners focus on execution to support the delivery of capability.

Functions are responsible for the professionalisation of the CASG workforce to meet its changing business needs. They will provide training assistance, career progression advice and information on policies and procedures to support individuals (APS and ADF staff) to do their job.

This will result in a more flexible and mobile workforce that will be better equipped to support delivery of the Integrated Investment Program and future capability requirements.
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Blank-head.jpgShoeb Ahmed Memon

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

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

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

Project Management (PM) literature increasingly calls for making project outcomes (benefits) rather than outputs as criteria for project success. Our findings show that there is widespread awareness about the significance of BR in the public sector and BR frameworks do exist but rarely used. This research also finds that Project governance does not play effective role in promoting BR. This research highlights the lack of adequate funding, human resources and skills that are haemorrhaging efforts for the implementation of BR. This research also points out that the top management is neither fully committed to the cause of BR nor ready to provide resources and leadership for the implementation of benefits realization in the public sector organizations.
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See more on the Walt Lipke Award.



Blank-head.jpgJames Nash.

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

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

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

With a light-hearted example, this presentation illustrates why it is so difficult to determine the value of a project at initiation or determine whether it will be a success, taking the audience through the conception of the project, the analysis of the costs, the estimate of the benefits, and the possible outcomes. This example explores why standard financial analysis techniques do not always assist us in getting the best outcome from a project investment decsion, and why benefits realisation is often so difficult to accurately forecast. Download the Presentation.


Blank-head.jpgHarold Petersen.

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

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



Penna, Melinda.jpgMelinda Penna.

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

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



Mark Phillips.jpgMark Phillips.

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

Book review. Download the presentation.



Pyke, Andrew.jpgAndrew Pyke.

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

This presentation explores some of the vexing problems in defining scope on complex projects, including the Richardson Effect, which found in measuring coastlines that the smaller the ruler, the longer the resulting coastline. As we try to bound project scope in more and more detail, could we be victims of the Richardson Effect, increasing the effort and schedule without limit?

The presentation will explore the possibility that there may be many different answers to a project scope boundary and how we can extract projects from the problems created by issues of scope definition. Download the presentation.


Li Qiao.jpgLi Qiao

2019: Design Structure Matrix based Modular Analysis and its Applications

Modular analysis is a mean to manage complexity in system design processes in order to achieve competitive advantage. It identifies highly interactive groups of components and/or functions which can potentially form good modules. Among various modular analysis approaches, Design Structure Matrix (DSM) method has proved to be an efficient matrix-based modelling and modularity analysis approach. It is a highly flexible, network modelling method with extensive applications in engineering management and many other fields.
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Maisara Al Rais.jpgMaisara Al Rais

2019: Utilising Artificial Intelligence and Machine Learning in Project Controls

Utilising of AI/ML technology in project Controls will be done in 2 stages;
1. historical data for similar projects in a different discipline; collected from As-Built Model, including 4D and 5D data and the validated previous stored projects' data.
2. Current project cost/time performance considering expected risks (EVM calculation with a risk factors algorithm), to predict real-time monitoring for time and cost at completion during the delivery stage.

The methodology of building ML application for any project will be the same as the following steps
1. Collect Date (depending on the project discipline, Business intelligence application to be used in data analysis)
2. Develop Multi-Objective Genetic Algorithm "MOGA" for CPM analysis and EVM calculation with Risk Factors
3. Train Model / Supervise learning (Neural Network to be considered)
4. Deploy Model / get the data back to Maintain and update the model
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Kaye Remington.jpgKaye Remington

2018 Keynote: Educating your Project Management Staff.

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

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

A review of the implementation of high quality project controls by the USA Government Accountability Office, including the GAO Cost and Schedule Guides. Download the presentation.




Belinda Robertson.jpgBelinda Robertson.

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

The ATO's journey from output to outcomes thinking, including the cultural change within the ATO - moving from uncoordinated, organisational unit focused project demand to a strategically driven portfolio prioritised to deliver business value and the Reinventing the ATO outcomes. Download the presentation.




Uzi Rubin.jpgUzi Rubin

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

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

2018: Big or Small: Managing Defence Projects.

An overview of the CASG project portfolio and management approaches.
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Professor Shankar Sankaran

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

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



Blank-head.jpgTony Scuteri.

2017: Introduction to Project Scheduling.

A schedule is fundamentally the decomposition of a project Work Breakdown Structure (WBS). The most widely used scheduling technique is the critical path method (CPM). CPM is mathematical analysis, which can be used on all types of projects that can be represented as a list of activities, each with an estimated duration, single or three-point. In addition, the dependencies between activities need to be defined, as do the resources required to deliver the scope of each activity. Developing and maintaining a schedule throughout the project lifecycle usually involves specific Project Management software, the data managed in the scheduling system is typically integrated with other software tools, examples of which would be an Earned Value system. The session which is educational in nature.

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Saeed Shalbafan.jpgSaeed Shalbafan

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

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


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

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

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

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



Peter Slay.jpgPeter Slay.

2017: Failure of Public Sector Programs: A Framework to Manage Success Criteria.

Public sector programs are commonly criticised for having poor outcomes. One reason may be that such programs have multiple key stakeholders each with differing opinions regarding what would represent a successful outcome. This paper presents a framework to assist project managers to develop a broad-based success criteria review in consultation with key stakeholders and to manage perceptions of program success throughout the implementation period. Download the Presentation.

Winner 2017 Essay Competition.



CollinSmith.pngCollin Smith.

2019: The Game Changer in Large Scale Complex Projects.

Complex projects need leaders with different skills. The 2018 International Centre for Complex Project Management (ICCPM) International Roundtable Series brought together senior practitioners and leading academics to explore Project Leadership: The Game Changer in Large Scale Complex Projects.
The outcomes report from this thought leadership initiative was launch on the 13 June 2019. It includes insights which help organisations stay at the forefront of successful complex project delivery. ICCPM CEO, Collin Smith will present the key insights from this report.
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2017: Contracting for Success in Complex Projects.

This presentation covers the 10 years since the inception of ICCPM, and improvements in the delivery of complex projects. However, the role of contracts has been identified as contributing to the challenges of successfully delivering complex endeavours. Findings from a series of 'roundtable discussions' between ICCPM and IACCM members suggest how improvements could be identified and barriers overcome in order to achieve further gains in delivery performance. Download the Presentation.



John smyrk.jpgJohn Smyrk.

2015: The Project Governance Model.

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




Shari Soutberg.jpgShari Soutberg

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

The Australian Defence Capability Acquisition and Sustainment Group (CASG) Schedule Compliance Risk Assessment Methodology (SCRAM) provides a minimally disruptive, independent, non-attributional and non-advocate review process and framework for identifying root causes of schedule slippage and recommendations for going forward to senior and Executive-level management. SCRAM can be used at the commencement of a project to validate a proposal, pre-emptively identify issues and risks, provide assurance, or be used as a diagnostic tool to identify root causes and drivers of schedule slippage.
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Melinda Smith.jpgMelinda Swift

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

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

2018: Successfully Managing Sponsors.

The importance of sponsorship to project success is defined and a scoring system proposed.
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2017: Stacking the Odds for Project Success.

Projects are successful, challenged or failed and dependant on where you are sitting, they can be all three at the same time. As Project Professionals we are constantly striving for that elusive successful project and in this presentation we will discover the thoughts, stages, roles, concerns and tricks/actions that will assist you on the way to Project Immortality. Learning Objectives

- Learn why organisations don’t care what role you are playing
- Pre-Determine the definitions of successful projects
- Increase your Tool Kit to effect successful and sustainable change

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Blank-head.jpgCol Thorne.

2014: Project Governance and Controls - the Customer Perspective.

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




Gary Troop.jpgGary Troop.

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

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



Kim Terrell.pngKim Terrell.

2016: Going the extra mile.....

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



stephan-vandervoorde.jpgStephan Vandevoorde.

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

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


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

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



Simon Vaux.jpg

Simon Vaux

2019: Transforming Infrastructure with Digital Engineering

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



LouVidotto.jpgLou Vidotto.

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

The use of project control metrics in project management and project governance.
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2017: Basic Project Control Metrics.

Project Controls is an integral component of any project team. From the initial concepts development to the options analysis, right through implementation to handover to the operators. It provides the framework for project documentation linked by a comprehensive Work Breakdown Structure to enable the development of the project baseline documents. This session looks at the makeup of a well-functioning project team and the metrics that a project controls team is expected to establish, monitor, analyse, and report on to enable the project manager to make informed decisions for a successful project.
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Roger Vodicka.jpgRoger Vodicka

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

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



Steve Wake photo.jpgSteve Wake.

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

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

2015: Project Control Metrics.

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


Weaver_Low.jpgPatrick Weaver.

2019: Controlling Agile

Is choosing an agile development methodology an invitation to anarchy? This session will canvass the options available to provide the 'gentle touch' needed to retain effective control whilst allowing the delivery team to be agile and creative. Agile is now a core component of the PMBOK® Guide and Practice Standard for Scheduling 3rd Ed. Based on these standards (and others) Patrick Weaver will look at the interface between Agile and 'traditional controls'.
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2019: The Extreme Cost of Technical Debt

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

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

There are powerful lessons to learn particularly when scoping major projects.
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2018: An Overview of Earned Value Management.

A brief outline of Earned Value Management and the processes required to implement EVM in a business.
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2017: Update on Progress with the Development of ISO Project Management Standards and the Consequences for Australia!

The mission of Technical Committee 258 (ISO/TC 258) is to develop and maintain guidance standards and other ISO documentation regarding the management and governance of projects, programmes, and portfolios. The objective of the TC is to provide the global marketplace with a common understanding and vocabulary with which to practice these management disciplines. Australia is a key participant in this work and this report will provide PGCS delegates with a firsthand account of the work accomplished and in progress, based on the presenter’s personal involvement over the last 10 years.

2017: An Overview of Earned Value Management.

This workshop is designed for Business Managers and planners moving to introduce Earned Value Business Management into an organisation and is based on AS4817. At the end of the session, trainees will understand the power of using Earned Value as a practical control and monitoring technique designed to provide added value and insight to their overall project control process and appreciate the steps necessary to implement an effective EV system in their organisation. Click to download Patrick's Presentation.


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

A standard CPM schedule is a highly optimistic assessment of the likely project completion date! This 1-hour practical workshop identified the limitations of a CPM schedule (and why this is a good thing for managing the work). Plus the steps necessary to move from a standard CPM schedule to a P80 prediction of likely completion based on the GAO guidelines. Download the presentation.


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

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


2015: Establish the Project Schedule.

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


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

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

2013: Governance and Controls.

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



Sean Whitaker.pngSean Whitaker.

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

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




Mark White.jpgMark White

2019: PMOs by Design

Project Management Offices come in all shapes and sizes, and in my experience, are often established in a non-deliberate, and misguided manner. Through certain experiences in my career, presented here as two case studies, I describe how I discovered the concept of PMOs by design, and how this discovery ignited my late career entry into academic research which has also added to my knowledge on PMO establishment, improvement and performance measurement. I summarise my findings supported by sharing some of the research I have undertaken in project management education, competencies, knowledge, organisational project management and management theory.
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Wolfe, Lisa.jpgLisa Wolf.

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

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


2016: Project Surveillance.

The term surveillance is derived from the French word ‘surveiller’ and has a military pedigree. It refers to keeping watch on a location or person. In project management, the notion of surveillance begs the question, “What do you watch?” Observing a project manager first hand is overbearing and may not be warranted. What you can watch is a project manager’s outputs from baseline establishment through project execution, as well as the people, processes, and tools being used to ensure appropriate monitoring and control processes are in place. This presentation focuses on practical approaches which will build solid surveillance processes and functions that can help significantly improve key project performance factors. Download the presentation.



Dr Bob Wylie.jpgRobert Wylie

2018: Managing Projects for Innovation: A competency perspective

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

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

This presentation will raise the question of whether there is a dysfunctional relationship between top managers and projects to implement their business strategy. Evidence will be presented to suggest that projects are not contributing much to strategy and a project governance mechanism will be presented as a possible solution. The proposed governance solution has been recognised by Wiley as leading edge and they have commissioned Dr Raymond Young (UNSW) and Dr Vedran Zerjav (UCL) to publish their ideas as a book for 'accidental project sponsors'. Attendees at the presentation will be invited to provide feedback on the solution and suggest how the book initiative might have maximal impact on project governance practice internationally.
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2018 Walt Lipke Award Winner: Strategic management of the Defence S&T Portfolio: Are we there yet?

Case Study: Defence Science & Technology Group. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges. This paper looks at the next phase of the DSTO migration to an integrated portfolio management system aligned to strategy.
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2017: Implementing Strategy through P3M and Benefits Management: A Case Study of the Defence Science and Technology Group.

The Australian Defence Science and Technology Group (DSTG) is implementing a project, program and portfolio management (P3M) approach for investment prioritisation based on strategic alignment and delivery of benefit (outcome, value or impact) to Defence research goals or needs. As part of this approach an action-research case study has confirmed that P3M and benefits management are necessarily organisation wide initiatives, but found implementation can be demanding. Senior management support is important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important.
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Runner up 2017 essay competition. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges, this presentation looks at the group's migration to a structured portfolio management approach aligned to strategy.
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