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How can established methodologies address modern challenges? This presentation explores the updated PRINCE2 7 framework, demonstrating how it integrates sustainability as a core project performance metric. Discover how digitisation and AI can be leveraged within this structured approach to successfully drive complex digital transformation programs.
Over the last six years, Rail Projects Victoria (RPV) has been planning and delivering the State's largest investments in rail infrastructure. With 40 projects and packages of work worth more than $35 billion in the pipeline, many valuable lessons have been learnt. In this talk Edmund will share insights how
Ten Biases May Lead to Illusion of Control
In the complex environment of project delivery, behavioural biases can significantly distort perception and decision-making. These biases often create an illusion of control—where project professionals believe they have more influence over outcomes than they truly do. This illusion can compromise the accuracy of cost estimates, schedules, risk assessments, and benefit
The Answer… Though I Don’t Think That You’re Going to Like it
Clearly communicating costs for non-estimators. Cost estimation is often a mystery to those outside a limited circle of professionals. Early estimates can provide vital data for performing options analysis, setting provisions and managing stakeholder expectations. However, it can be difficult to convince people to accept numbers which, to them, appear
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
The art of Risk Intelligence and 20:20 Decision Making
In this webinar, we explore how to nurture risk intelligence in our organisations, from the top down, from the middle out, from the bottom up. By establishing risk vision, risk connectedness and risk engagement, we can turn risk from an unwanted foe to a welcome friend - a powerful force
To navigate today's volatile environment, capability acquisition must shift left, focusing on early, proactive decision-making. This presentation champions a holistic strategy, emphasizing outcomes, Minimum Viable Product, and robust governance. By embracing innovation and a 'fail fast' approach, we can tip the scales in favour of project success.
The Australian Government’s Infrastructure Investment Program: Governance Arrangements and Managing Project and Program Risks.
The effect of statutory provisions mandating continuous disclosure by listed companies and recent enforcement activity on the governance of projects, programs and portfolios.
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
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!
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The Cost of Misunderstanding Risk: The British Experience in Helmand
As a former British Army officer who served in Helmand Province, I saw how our campaign missed fundamental risk management principles. Political pressures to minimise casualties led us to rely heavily on well-protected vehicles. While these vehicles provided immediate safety, they severely limited our mobility and ability to engage with
The Cost of Misunderstanding Risk: The British Experience in Helmand
As a former British Army officer who served in Helmand Province, I saw how our campaign missed fundamental risk management principles. Political pressures to minimise casualties led us to rely heavily on well-protected vehicles. While these vehicles provided immediate safety, they severely limited our mobility and ability to engage with
An overview of the impetus for creating Earned Schedule, the process and the challenges.
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
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A Fully Integrated Cost Schedule Model (FICSM) helps merge the stovepipes of cost, schedule, and risk into a holistic model and provide risk-informed decision-making information to the Program/project management and stakeholders. FISCM reaches across disciplines to obtain data from cost analysts, schedulers, and risk managers and is useful for defending
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.
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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
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How can formal standards enable agility and accelerated delivery? This presentation showcases the new ISO EVM Implementation Guidance, debunking myths about Agile and EVM incompatibility. Learn how data-driven discipline from ISO standards is essential for diagnosing delays, identifying acceleration opportunities, and successfully delivering capability at speed.
Project controls challenges with the Defence community.
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The need for research and the work of the ICCPM.
The New Gotthard Base Tunnel case study explores the complexity of the project and strategies that have been implemented. It will explore how SBB balance maintenance and operational demands of major infrastructure and the lived experience of lifecycle management and maintenance on a major project. How the New Gotthard Base
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