Case Studies & Expertise Zone
Visit this Zone to hear about real word 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.
Do you recognize these headaches?
- Lack of financial control and visibility on projects
- How to efficiently track progress and manage risk with hundreds of projects
- Inability to allocate resources effectively
It’s possible to manage 500+ non-construction projects in one place, gaining full control and visibility over all projects not just construction ones.
Hear how one Enterprise within a $38 billion global corporation improved project and portfolio management with better visibility and control.
- Show how improved visibility of a Project Portfolio is improving results
- Show how a Project Management Methodology can be truly embedded in a global organization
- Explore the reasons to invest in a Portfolio Project Management application
- Why Excel isn’t the answer to every problem
Phil has worked for Honeywell in the Building Solutions division for over 33 years within the controls industry for Commercial Buildings. In the last 10 years, he has been part of the Project Operations function, which has been directly involved with the management of large projects including Terminal 5, Wembley Stadium and the Olympic Games.
As organizations are realizing that project management is strategic in a global economy, they’re also realizing the need for project managers with the right skills and experiences on their strategic projects.
This presentation focuses on the skills needed to lead the competition. While once technical skills and experience were sufficient, to stay relevant, project managers must also be project leaders. This requires the acquisition of leadership skills, as well as strategic and business management skills. Today’s project manager must be able to connect why they are leading a project to their organization’s strategy. You’ll also hear personal stories and experiences from the speaker on project leadership in a globalized economy.
Mark Dickson has more than 30 years of experience in managing and leading multi-disciplinary teams and has been a Project Management Professional (PMP)® credential holder since 1998.
Mr. Dickson’s global experience covers a broad range of endeavors, including project and program management, business management, and advisory services for government and commercial clients. He has worked in the defence, infrastructure, transport, building, information systems, urban development, and resource industries; planning and delivering projects and programs in North America, Europe, the Middle East, Africa, Asia, the Pacific, and Australia. Mr. Dickson has led teams delivering relatively small projects through to multi-billion dollar programs.
As a volunteer with PMI, he completed a six-year term on the PMI Certification Governance Council, the body overseeing PMI certifications and credentials, including two terms as Chair. Since joining the PMI Board of Directors, he has served on the Board Audit and Performance Oversight Committee (APOC) and as Vice Chair. In 2017, he became the new Chair of the PMI Board.
Mr. Dickson is a graduate of the Royal Military College of Australia. He holds a degree in engineering and is a past Fellow of the Institution of Engineers, Australia. Mr. Dickson also has a Master of Business Administration (MBA) and is a Fellow of the Australian Institute of Company Directors.
Does this sound familiar? “I’m only interested in the bottom-line…not all that soft and fluffy change management stuff!”? Well here is the reality…A benefits realisation plan is not worth the paper it’s written on if you don’t bring people with you! So many organisations invest all of their time and resources into making change happen and don’t recognise the importance of making change wanted or making change stick. There is a fundamentally flawed perception that change management is a ‘feel-good’ factor but not a key contributor to the bottom-line.
In this presentation Fiona will help you to understand the important role Change Management has to play in the realisation of benefits from your projects and what are the key areas of focus for successful Change Management.
From an early career as a software programmer/analyst Fiona has gained over 20 years’ experience in the corporate training environment delivering and developing courses internationally, covering 27 different countries, most recently Nigeria, Canada, Mexico and The Netherlands.
Her first step into corporate training was in the Technical IT environment where she became one of only 5 female trainers to become CNI (Certified Novell Instructor) accredited. She then established her own group of clients and broadened her experience by taking on longer term project management contracts in between training assignments. This included setting up and managing an Area PMO for their Middle East North Africa Area, based in Dubai.
Fiona returned to the UK in May 2010 to continue her goal of facilitating successful change in the most effective way for her clients. To add to her skills and experience she became accredited as a Level 1a facilitator of the powerful leadership interventions of 9 Conversations of Leadership, Purposeful Teams and Heart of Leadership. Following this she has designed and delivered client specific Project Leadership courses.
Facilitation of workshops is her second passion after training, from facilitating Strategy planning to Project and Programme Management improvement to Innovation workshops.
Recently, she has provided consultancy to the International Criminal Court in a 3 year Programme, studied for a Post Graduate Certificate in Delivery of Soft Skills and Experiential Learning with Roehampton University and is becoming a trainer in Root Cause Analysis
We’ve all heard the more common complaints about risk management: that it’s just about making risk registers, that all it’s for is justifying a project contingency, that it’s too complicated for what it needs to do.
This session will take you through some simple ways you can start to identify your most important risks, manage them properly, and how to know when you really need a more complicated system.
After four years at Thames Tideway Tunnel, where, as Senior Risk Manager, he lead the development of the processes for risk management during delivery, Ken now heads up Turner & Townsend’s risk management function at Heathrow Airport, working on their £3.5bn Q6 project delivery portfolio.
Ken is also the Chair of the Association for Project Management’s Risk Special Interest Group, who act both as a community of practice for project risk specialists and as the standard bearer for risk management within the APM and the wider project community.
We all face the challenge of change and with it the development of our capability. Summer 2016 was a watershed moment in this goal with the approval of an industry-led associate project manager apprenticeship standard. Aimed at emerging talent and for those wishing to requalify into the profession, this standard is the new benchmark for those entering project management. It is the first of a series to be followed by degree-level project manager and masters-level programme and portfolio manager standards.
This session will introduce the standard, how you can be involved, tips when considering the new Apprenticeship Levy and news from early adopters. In a world where people make projects; can we afford not to exploit this opportunity?
Project teams are under greater pressure to become more effective and economical than ever before. To address this demand, Gleeds has developed its Performance Improvement model, “LEAD”, to help our clients measure and drive continuous improvement on programmes and projects.
In this session Michael will provide an overview of the LEAD model and the toolkit he has used to improve: accountability and decision making, the allocation of resources, and early warnings for potential problems. He will outline the importance of providing a focus on soft as well as hard targets to give a balanced view of delivery performance.
Michael is a Programme Management consultant in the Organisational Change team at Gleeds, with expertise in Benefits Management and Performance Measurement. Michael is passionate about helping organisations to realise the potential from their investments, by driving through the benefits of change and measuring their progress across the whole life of a project – not retrospectively at the end when it’s too late. He currently heads the Performance Improvement service at Gleeds having worked with a range of public and private sector clients and delivering major transformation programmes. Away from client work Michael is a guest lecturer at Birmingham City University, he sits on the ‘BPS Birmingham’ Infrastructure Committee, and is an Ambassador for the Birmingham-based charity ‘LoveBrum’.
In a change to the approach in recent years, many utility sectors have now been driven by the regulators to focus on an outcomes based approach instead of “the dash to concrete” outputs. This has resulted in the adoption of agile methodologies
aimed at defining programme scope which clearly relates back to the customer and business benefits.
Paul Taylor, Head of Programme Development with MWH, now part of Stantec, will discuss two agile techniques MoSCoW and NICR which have been successfully deployed on major capital Programmes in the water industry.
Paul is the Head of Programme Development at MWH UK, now part of Stantec, one of the world’s largest providers of water, environmental, infrastructure and energy services. He has responsibility for ensuring consistency, predictability and delivery of measurable benefits and tangible outcomes across large infrastructure capital programmes in the UK.
Paul has an in-depth knowledge of a wide range of programme management approaches and creates high levels of standardisation. Through vertical integration of this information, he has been able to reduce delivery weaknesses, by driving high performance within the individual projects, into the programmes and then up to the portfolio.
He has developed a deep understanding of what is needed across different levels in organisations to allow the right information to be with the right people at the right time, enabling effective decision making.
Over his career he has worked to both set up large scale capital programmes from the start and to carry out mid-programme structural realignment where required.
Paul has worked in multiple sectors including Petrochemical, Construction, Nuclear, Telecommunications, Industrial and Water for over 35 years starting as an engineer before moving into senior management positions. He has lectured at the Universities of Birmingham, Sheffield and Central Lancashire on Programme Management, Planning, Cost Control, Earned Value and Risk Management.
As a Global company, MWH, now part of Stantec provides long-term solutions and assured delivery through the application of its skills in Business Consultancy, Programme Management, Project Services, Engineering, Construction and Environmental Management with 22000 employees working in 400 locations across six continents.
Life as a project manager, or in the PMO is sometimes thankless. If things go badly, it’s all your fault… If they go well, then you don’t get the credit! However it is the decisions made when choosing which projects to do, and how many, that are the root cause of the problems.
So how can better project prioritization make a real difference to the PMO, and to you personally?
Steve Beaumont is the VP Business Development at TransparentChoice. He has worked in the business systems arena for over 30 years. Steve has spent over 15 years working in the software industry helping both professional service organisations and IT departments to improve their project and portfolio management processes, and deliver more successful business outcomes. He previously spent 12 years working as a management consultant for Deloitte, Coopers & Lybrand, and EY, where he managed a team of consultants. Steve worked with a number of clients to find effective and innovative solutions for complex business problems through the selection and implementation of new systems.
What is the difference between project management and project leadership? This session starts off reviewing what leadership is, and the different perspectives people have taken.
The presentation then focuses on where leadership behaviour makes a real difference at various points in the project life-cycle. The session will also consider how to assess whether someone has the potential for leadership and highlight the additional skills that need to be acquired with career progression and increasing responsibility.
James is an occupational psychologist and is registered with the Health & Care Professions Council. He has a PhD in psychology and an MBA. He is Chair Elect of the British Psychological Society London & Home Counties Branch.
Earlier in his career he was an IT project manager at British Airways and a business analyst at Cisco systems. At business psychology companies SHL and YSC he worked on building systems to run online psychometric tests and surveys. At Self-insight Ltd. he now works with a range of companies on selection processes, leadership assessment and development, performance management, team building and employee engagement.