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We all agree governance is a good thing, but what does it mean in practice? While definitions of governance focus on oversight and control, today's volatile environment requires an increasingly agile, far sighted and risk-intelligent leadership approach. And that all points to a new focus for governance: steering. Does your
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Leadership Perspectives of Project Management
What leaders need to know to establish a solid and successful PMO from corporate culture, structure and support, to staffing.
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Too often expensive business change and transformation projects only realise a fraction of the expected benefits. Companies might manage to build a new IT system or process, but that is not enough. To be successful employees also have to change their ways of working to avoid ending up with another
Lessons from Forrest Gump and Pixar: Tackling Complex ICT Projects
As project professionals and practitioners, it is likely that at one stage or another we will be asked to tackle a project that is on a troublesome path. Whether by choice (as in the case of those brought in for recovery) or by circumstance, project performance continues to cause consternation
A review of the implementation of high quality project controls by the USA Government Accountability Office, including the GAO Cost and Schedule Guides.
This presentation is an interactive re-examination on how Agile and EVM can work together to uplift project performance and boost project analysis and forecasting. Giving an overview of both Earned Value Management and Agile methodology and using real world examples and scenarios, showing how the two approaches to managing projects
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Locknote & Symposium Close
As an Executive Director with Synergy Group, I am pleased to be part of a team providing quality services to Government. I have 9 years Industry experience in the Banking, Insurance and Electricity sectors, followed by over 25 years' experience in the Government sector. Before joining Synergy in September 2018,
Project success is a perennial topic in the project management (PM) literature, and the concept of project success has been evolving since the 80s. During the last two decades, researchers started calling to designate benefits realizations as one of the determinants of project success criteria. The initial PM literature focused
Again In 30 years working in projects there have been many change but some glaringly consistent constants: - There are not enough good planners and schedulers (and no one seems to be creating new ones anymore). - The project Schedule is often not used by the Project Manager to manage
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
There are distinctive differences in the role of leader and the role of manager. This begs the question of whether one person can do both. How can you balance between the style and motivations of a great leader with that of a great manager? When these 2 disciplines are blended
Managing a Major Projects Portfolio in a High-Profile Government Agency – Balancing Cost, Capability & Community Expectations
Managing a Major Projects Portfolio in a High-Profile Government Agency – Balancing Cost, Capability & Community Expectations
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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Understanding, and calculating the effect of out-of-sequence work on the reliability of Earned Schedule data. Defining the P-Factor'.
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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The UK nuclear program started at Sellafield in the 1940s. The site has been the host of the first plutonium production reactors for the weapons program (the Windscale Piles), fuel re-processing facilities for the UK nuclear program, the first nuclear power station to generate electricity (Calder Hall), the prototype Advanced
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Mastering Mission Success: Tracking Scope, Schedule, and Cost in Complex and Dynamic Agile/Hybrid Delivery Environments
The most innovative mission-critical capabilities in the world won’t matter if they can’t be delivered on time and within budget. Effectively tracking progress against scope, schedule, and cost is critical to program success. However, this becomes challenging when software is developed incrementally while hardware and overall system lifecycles follow a
The COVID-19 pandemic caused construction shutdowns, supply chain disruptions, and the adoption of remote management in the AEC sector. These unprecedented changes introduced new psychosocial risks to the mental health of project management (PM) practitioners. This research investigates pandemic-associated risk factors, assesses PM stress levels, evaluates organizational interventions, and establishes
This paper establishes three analytical methods-based project risk assessment models, namely, a Fuzzy Bayesian Belief Network-based risk assessment model, an Interpretive Structural Modeling-MICMAC analysis-based risk assessment model, and a Social Network Analysis-based risk assessment model. In addition, one simulation-based project risk assessment model, i.e., the Monte Carlo Simulation-based risk interdependency
Inter-organizational project networks are common in major programs involving governments and delivery partners working collaboratively. Management systems are typically designed as hybrid networks including hierarchical and non-hierarchical structures. This challenges traditional governance theories, which typically assume either a hierarchical or a network structure, but not a mix of it. This
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In large organisations, the value and benefits of project controls and governance is well known. The acceptance and application may differ at various levels of the organisation, however, there is an expectation that planning, analysis and reporting on programs and projects will happen and will assist the organisation in doing
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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
Navigating Uncertainty: Strategies and Techniques for Estimating Large Development and Production Programs with Imperfect Data
You’ve been called into the boss’s office and asked to provide a cost estimate. What’s known about the project? Practically nothing, but the answer’s due next week. What do you do? “Navigating Uncertainty: Strategies and Techniques for Estimating Large Development and Production Programs with Imperfect Data” presents a hypothetical development