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.
PwC has spoken to over 1,400 CEOS around the world across a diverse range of sectors and industries.
CEOs are concerned about over-regulation, cited by 79% of CEOs – making it the fourth year in a row that it’s risen. Geopolitical uncertainty has become the second biggest concern, cited by 74% of business leaders, a figure that may be greater in light of ‘Brexit’.
Michael will explain what this means for portfolio and programme managers, how CEOs look to face uncertainties, build on opportunities and get the best value possible from ongoing transformation.
Michael has deep experience in designing and implementing best practice programme/portfolio governance & control frameworks across a range of industries (e.g. FMCG, government, construction and technology) but specialising in Financial Services.
He has accrued 16 years’ experience in Consulting, Government and the Private Sector optimising and delivering large, complex portfolios and programmes. This experience, underpinned with a consistent delivery track record, has formed the foundation of a genuine passion for the topic of ‘Change the Business’ and portfolio, programme and project management.
This presentation takes a look at a deployment of the Asset Handling “Programme Insight Manager” (PIM) SaaS product from a systems deployment perspective and a client perspective. It identifies the challenges faced in deploying a new system across the whole organisation from the viewpoint of a systems provider and then follows this up with the experience on the client side managing the change process and user expectations through to Business As Usual operation.
If stakeholders matter at all then they must make a difference to the way we plan, structure and execute projects. Thought-leaders CITI Ltd provide a stakeholder-centred analysis of projects and explains which identification, analysis, communication and engagement models are relevant to different types of projects. This has relevance from an office move to transformational change of business and can even include complex social change.
Based on case studies from around the world, CITI consultant Fiona Magee illustrates what goes wrong when stakeholders are not engaged successfully, and what lessons we can learn from these examples.
The talk will be accompanied by a new book by CITI consultant Louise Worsley. This book is intended for project professionals who find themselves involved in managing projects with complex stakeholder concerns. Copies will be available both to buy and to order from CITI Ltd’s stand.
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
Lancashire Co Council struggled with control of their project portfolio. They wanted better budget efficiencies. They needed to reduce manual handoffs. Information was spread over 100+ systems and hundreds of spreadsheets. In order to improve visibility and control of their projects, BT and Cora Systems implemented a software solution and change transformation programme that has brought greater flexibility and enhanced reporting for their users, and, crucially, reduced cost management of their capital programmes.
This presentation will provide some fascinating insights on how their objectives were achieved.
Graham Walker has over 30 years’ experience in IT project management & service delivery. Graham’s current role is Programme Manager for BT’s Local Government region. Prior to joining BT in 2001, Graham spent 21 years in the Financial Services sector where he developed his strong business awareness and customer liaison skills as well as being involved in a number of IT transformation programmes. Graham has delivered several large and complex business change projects from inception through to completion, including requirements definition, business case development, process redesign, benefits realisation management and overall project management. Graham’s professional accreditations include MSP Foundation in programme management, Prince2 Practitioner qualification in project management and a full ITIL Managers certificate in IT Service Management.
Portfolio Management has become a rock star that everyone seems to be talking about today …this because portfolio management is crucial for strategy execution, it helps executives make more informed project investment decisions, it helps everyone understand which projects are most important to deliver and at the same time, it boosts the energy and the overall happiness of the team.
As authors of the AXELOS Global Standard “Management of Portfolios”, Craig and Steve discuss Portfolio Management’s rise to fame as well as zooming into some of the solutions to the big challenges that people and organizations face when moving to a portfolio management state of being.
The programme is a business transformation that relies on a technical solution to enable it. There are fixed deadlines that have very large commercial implications. The programme purpose is to execute a corporate strategic objective (and not just some technology).
The programme cannot succeed without the technical solution, but the business transformation (process, organisational design, etc.) is equally important. The organisation does not have any experience in delivering a programme of this scale using in-house agile development techniques, but the CIO is keen to introduce widen its use. Hear Pcubed’s opinion on how to manage in the “mixed economy”.
Ann is the Waste Management Director for Radioactive Waste Management Ltd and leads a major programme to provide solutions for the long term management of the UKs radioactive waste. This session will describe the arrangements for how the UK deals with retrieving and packaging the UKs legacy of radioactive waste to ensure that it is safe for the long term.
This session will discuss a number of case studies showing how this is put into practice.
In this session, Catherine Onanda, explains how they selected their PMO tool, PM3, and established a PMO ‘value centre’ in East Surrey CCG.
The NHS has to deliver a number of projects and change programmes. Project based tools and Excel were not up to the job of controlling and managing multiple projects and programmes. We decided to create a PMO that used the right tools and processes to track our project and programme outcomes, especially cost savings and benefits.
Key to our PMO’s success was wining the hearts and minds of our project and programme managers. In this session, Catherine explains how East Surrey won the hearts and minds and built a value-adding PMO.
There is no other purpose in doing a change programme than to deliver value and realize benefits. This is the true measure of a programme’s success. In this session Andrew will describe the fundamentals of value delivery from the programme and beneficiary perspectives. He will explain some of the key risks and challenges for organisations in realising benefits and provide practical advice on how to overcome them.
This session is relevant to leaders of change and transformation including PMOs, business change and benefits management. Andrew recently authored the chapter on Managing Programme Benefits in the latest Gower Handbook on Programme Management.
The core of ILX’s speaking session will be how organisations can increase effectiveness by combining best practice, Organisational Capability Models – which include P3M3 v3, The Change Management Maturity Model and Project Complexity Models.
Mike Saville will explore how organisations can benefit from combining these models, enabling leadership teams to answer not just how good are our projects? – but establish solutions to persistent problems and build the capability that they need. These themes will be illustrated by case studies from multi-nationals.
Mike is an experienced international project and programme management consultant and trainer, skilled at developing, communicating and socialising corporate project and programme management methods, and enhancing both organisational and individual PPM capability.A Registered PRINCE2® Consultant, Trainer and Practitioner, as well as an MSP® Trainer and Practitioner.