Case Studies & Expertise Zone

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Visit this Zone to hear about real world examples of project implementation and insights from leading project management experts.

All attendees are eligible to attend these FREE presentation sessions which will be delivered from open zones within the exhibition hall.



The UK Parliament is based in some of the most recognisable buildings in the world, including the iconic Palace of Westminster. The Parliamentary Estate is embarking on an ambitious programme of works that will ensure that it can continue to serve as the home of the UK Parliament in the 21st century.

David Hemming will share the challenges of managing an exciting and complex portfolio of work that addresses 160 years of backlog of repair, whilst preparing for the

biggest decant of Westminster Palace since World War II and preserving the heritage of the Estate.

Speaker Bio

David Hemming joined the Houses of Parliament team in July 17. He is currently the Deputy Managing Director of Strategic Estates.  His previous role was as the Head of Estates for Leeds Beckett University.  Prior to that, he spent 20 years serving in the Corps of Royal Engineers.  In his early military career, he took the high-risk approach and specialised in Bomb Disposal and Technical Engineer Reconnaissance.  With the advent of children, he took a lower risk approach and specialised in the provision of infrastructure, and the management of large complex estates.   He is Chartered Civil Engineer with a broad range of experience covering client, contractor and designer roles.  He is a fellow of the Chartered Management Institute.

He has fulfilled various senior built environment roles within the public sector.  He is currently responsible for delivering an unprecedented portfolio of work on the UK Parliament.  This much construction work has not been undertaken since the iconic  Palace of Westminster was built in the 1840s.  The portfolio of major work capital portfolios is expected to be delivered over the next decade, leading to the full Restoration and Renewal of the Palace of Westminster. The projected outturn over the period will rise from an annual capital spend of £100M rising to £500M.  The portfolio of work covers substantial enhancements to the fire safety provision, replacement and upgrading of building services, conservation of the historic fabric, and refurbishment and fit out of space to enable the decant of the Palace.


Introducing new technology across large organisations can be fraught with danger. First you need to get the technical part right to ensure the tech works, but you also have to ensure that the people side of the change is supported sufficiently.

Waitrose knew they had a challenge ahead of them when rolling out new devices to frontline staff. So they set-up an internal change practice to support the change effort. On-top of driving the adoption of new technology the team had to tackle real culture and behaviour change to ensure that the programme was successful.

In this talk we will hear how they went about establishing a change practice, how they engaged the business and won ‘a seat at the table’, and how they successfully support people outcomes for a complex technology transformation.

Speaker Bio

Chris Pue ‘Chris has worked in the Change Management practice in Waitrose since its creation in 2017 where he is focused on Change methodology and how Change Management can support the successful delivery of transformational change across the John Lewis Partnership. Prior to this he has worked in project management, operational strategy and employee engagement.’

Louise Hutchings…. ‘Louise has worked for the John Lewis Partnership for 17 years, moving over to change management in 2017. Previous to this Louise has delivered many IT change programmes across Waitrose including new data systems and buying systems. Prior to joining the change team, Louise worked as a Communications Manager within Waitrose Supply Chain.


Managing multiple projects with a limited pool of resources can be an exciting ride. Whilst sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment, having spare resources ‘just in case’ can severely impact operational profits.

Drawing on recent experiences with Lendlease, the international property and infrastructure developer, and APTIM, a leading provider of engineering, program management, environmental services, disaster recovery, complex facility maintenance, and construction services, we will see how project and services organizations can maintain the right balance in a constantly changing environment.

Speaker Bio

Barry Muir is the managing director and co-founder of Innate, the resource management software company. He has more than 30 years’ experience of successfully implementing resource management software across different market sectors.

Digitisation has changed the nature of IT and PMO work. Modern teams are struggling to complete digital transformation initiatives successfully and are left feeling disconnected, siloed, overloaded with software, and pressured to get more done faster. Success in the future will be largely dependant on your organisation’s ability to connect the customer experience via a variety of workflows that drive data accuracy, team collaboration and more refined business processes.

Learn ways that digitisation has changed modern work for PMO organisations and how successful businesses adapt:

  • Innovative approaches to the digital “Anatomy of Modern Work”
  • Real-world examples of how digitisation can improve results
  • Tips for transforming your work today

Workfront is the Enterprise Application Platform for Modern Work Management, connecting enterprise work, collaboration, and digital assets into an operational system of record.

Speaker Bio

An IT veteran of over 20 years, Simon is a specialist in cloud based information and Enterprise Work Management, he has held senior technical positions at Autonomy, IBM, Intralinks and Verity.

Passionate about technology, process and optimisation Simon has a successful track record of building business and has helped 4 companies be privately acquired and taken a fifth to IPO.

The Nordic countries have some of the most innovative and forward-looking organisations in the world. How do they manage to do this? We will explore the background story in more detail. We will also be looking at how the PMO and project teams can be central to making organisations more innovative and responsive.

There will be a case study on Kone, listed by Forbes as one of the most innovative companies in Europe:

  • How to develop an open project culture
  • Making innovation a key driver to PMO success
  • Measuring R&D performance


Speaker Bio

This presentation covers the approach taken to deliver the AMP6 @One Alliance Capital Programme (Anglian Water)

a) From the Initial programme builds which enabled delivery strategies to be developed through to how the programme was planned and measured in Business as Usual.

b) to the use of software technology in the form of Business Intelligence/Data Warehouse, Programme Support tools (e.g. Programme Insight Manager & Primavera EPPM) and Systemised Schedule creation (Programme Build) which has underpinned and supported the process throughout.

Speaker Bio

Aidan Hickey – Stantec Treatment

Programme Manager for the @One Alliance delivering the AMP6 Programme. Aidan has been with the @One Alliance since its creation in 2005.

Stephen Harrison  – Asset Handling Limited

Director and co-founder of Asset Handling and has been working as a consultant in the Programme/Project Management and Asset Management System’s arena for the last 31 years across a wide range of industries.  This experience means he can provide not just systems expertise, but also the knowledge to leverage project data to improve programme decision making and manage large portfolios of work effectively.




Change is necessary

The track record for project delivery has been difficult and while things are improving, its taking longer than other sectors and professions.

  • 94% of Major programmes are over budget
  • 70% of Projects fail
  • 23 Months is the average delay
  • 44% of PM’s don’t use PPM software
  • 15% Average drop in share-price after overrun
  • 75% of participants lack confidence in project success

Ultimately, you don’t need a digital strategy, you need a business strategy for the digital age.

In Pat’s presentation he will cover a new approach to conceiving and delivering successful programme outcomes.

Speaker Bio

Pat is Director within PwC’s Technology Consulting practice for the past 18 years. Extensive experience in leading large-scale business transformation and simplification programmes enabled by Technology and complex Technology delivery programmes, including Information Management (Business Intelligence & Data Management) and ERP delivery.

December 2015 Storm Desmond wreaked havoc across the northwest of England with Cumbria taking the brunt. 405mm of rainfall were recorded by the Met Office within 48hrs (a new rainfall record), enough to fill Wembley Stadium 290 times over.

The floods that followed had a huge impact on people’s lives and the county’s infrastructure.

Nearly 20k properties were left without power; 60 schools, 17 nurseries and 1 care home were all badly impacted; over 8000 homes, 600+ bridges and 2.5k+ km of carriageway had all been damaged.

The session will explore how traditional PM techniques are stretched and in some cases inappropriate in such dynamic and essentially, uncontrolled environments.

Speaker Bio

Dan has over 20 years’ experience leading complex construction projects both as a customer and consultant. He is passionate about developing innovative solutions to customers’ challenges and creating a high-performance culture with clear goals and accountabilities in the team. He is a graduate of the MSc in Major Programme Management from Saïd Business School, University of Oxford, and currently heads Mott Macdonald’s Global Practice for Programme, Project and Commercial Management leading the development of the 3,000 or so professionals in the Practice working across the globe.

EVM is usually applied where deliverables can be identified and a schedule produced. What happens when you are doing international research where the outcomes are unclear, each phase depends on the success of previous phases and scientists are concerned that project management should not mean bureaucratic overhead and control?

How can we implement EVM, as required by the funding agency while not impeding scientific work? Shining a light on complex decisions and actions enabling scientific teams to foresee impacts of activities on project objectives and outcomes. We share how EVM adds value to scientific communities by illuminating the road ahead.

Speaker Bio

Businesses need to demonstrate the value they are adding. David Roberts and Sheila Roberts of CUPE International focus on how to implement the Business Strategy through projects, using the most appropriate methods, tools and techniques. David and Sheila have a practical and pragmatic attitude, drawn from many years of finding answers to project challenges. They enjoy tailoring approaches to your environment or even coming up with a bespoke solution combining best practice with your organisational, or project environment. David and Sheila are Consultants specialising in all aspects of PPM and specifically using EVM in defence and research environments. They also stay up to date with best practice by teaching PPM methods.


Speaker Bio

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