Presentations Archive - Project Challenge: UK's leading Show for Projects, Programmes, Process and Resource

Seminars Archive

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Project Challenge Spring Show 2010

	...And you actually want to “go live” with THAT? – Delivering acceptable, sustainable change by using PRINCE2, ITIL and DSDM Atern together Dorothy Tudor, Director, TCC Ltd Effective management of IT systems and the ability to react to change are likely to impact directly on the organisation’s bottom line. Agile approaches mean incremental change, giving early delivery of business value. Understanding and employing PRINCE2, ITIL and DSDM Atern together provides the potential for on time and on target change projects and the smooth transitioning of new IT services into the live environment. This session offers practical guidance and a road map for using PRINCE2, ITIL, and DSDM Atern together, to gain their combined strengths, synergies and benefits. Back to Top
	Assessment led learning. The right level of training, for the right reasons, in the right format, to the right people. Is this too much to ask? Diane S Angell – Managing Director, Aikona Attend this session and discover the practical steps your organisation can take to deliver targeted and effective training to all project personnel. Find out how to offer learning and development solutions that are inherently budget-friendly for your whole project and programme management community; delivering knowledge and skill through innovative routes that go well beyond the classroom. Identify and bridge competence gaps, driving improved performance and bottom line value to benefit your whole organisation. Back to Top
	Balancing agility and governance – How organisations are accelerating innovation by combining the best of agile with the best of PPM David Smith, Principal Consultant, CA Many governance processes appear to have a waterfall model and a strong need to have all customer needs defined upfront. At CA, we’ve brought agility to the forefront understanding that customer needs evolve over time. This session will show how CA started on an enterprise Agile initiative and helped adapt the governance process by providing a balance between having enough information to make a business decision while allowing for enough leeway understanding that customer’s needs and market conditions change. This evolved into a best practice that helped teams bridge governance with agility, providing a closer alignment to the customer need. Back to Top
	Doing More with Less John Beckford, Director, Integra Management Systems Ltd With budgets tightening, public spending likely to fall and consumer spending still restrained, John Beckford looks at how we can all ‘do more with less.’ Drawing on recent experiences in rail and air transport, residential care and social housing, John looks at strategies for transforming and optimising organisational performance so that organisational objectives can be achieved despite constrained resources. John is Director of Integra Management Systems Ltd and Visiting Professor in the Department of Information Science at Loughborough University. Back to Top
	Flight Simulators for Project Managers? Igor Osipov – Director, PM Learning Inc, Michael Finer, Director, Dylanmae Limited How do you prepare for the “in-flight pressures” of real world projects? Project, Programme & Portfolio Simulations are a practical tool to help individuals and teams become more successful – fun, challenging and memorable they can make a real contribution to project success and reducing costly errors. In this presentation, relevant to project managers, sponsors and a wide range of other roles, Igor and Michael explain and discuss the theory, implementation and practice of team based “experiential gaming simulations”. Back to Top
	How everyone on the project can take every Friday off Ian Gotts, Founder and CEO, Nimbus Statistics show that 20% of a person’s time is spend looking for the right information and once they’ve found it checking to be confident that it is correct. Is this true for your projects? Of your organisation? If we can solve this problem, then everyone could take Friday off. And the answer is not necessarily a project intranet and cleaver search engine. Back to Top
	It’s not just about the software: A PPM success story at Yorkshire Building Society Mark Brown – Manager of Intelligent PMO at Yorkshire Building Society and Steve Kirk – Sciforma Lead Consultant When it comes to implementing a PPM application, there is often a gap between what organisations want to do and what actually gets done. Whether it’s poor implementation process, a lack of readiness or unclear objectives, many pitfalls await the project-based organisation in their journey to an effective project and portfolio management capability. But there are successes that prove it can be done. Yorkshire Building Society found their project management systems were holding back their capability and selected PSNext to support the development of their people and processes. Mark discusses both the customer’s and vendor’s view of what made the project a success. Hear from the YBS PMO manager and project sponsor and from the Sciforma lead consultant on how the project was initiated, planned and delivered to provide the right system at the right time and cost, showing the 6 key factors for success. Back to Top
	It’s not what you do, it’s the way that you do it! Martin Taylor – Managing Director, changethreesixty Working with West Midlands Police, changethreesixty has brought about rapid progress in effectively delivering mobile technology to frontline officers and developing their CONFIDENTIAL Infrastructure. Using these two case studies, we will demonstrate how our practical and proven approach to sustainable change could make business change effective in your organisation. Valuable lessons will be illustrated from the projects to improve the efficiency of frontline policing and the security of computer networks. The seminar is aimed at Board Directors and senior managers with responsibility for business change. Back to Top
	Pragmatic Agile For Project Managers Peter Measey, Director and Co Founder, RADTAC The role of Project Manager has been, in some people’s opinion, reduced in the last 10 years by agile frameworks such as 'Lean' or 'Scrum'. This is actually not the case, the role of the Project Manager is as important today as it has always been. To deliver the best products in the fastest time organisations require integrated agile, management and quality frameworks, or, ‘Pragmatic Agile’. This thought provoking presentation will discuss: • What is ‘Agile’ • How to deliver better products, faster and cheaper • How to integrate Agile with Project Management Frameworks Back to Top
	Project politics: turning to the dark side Dr Christopher Worsley – CEO, CITI Group Many a project plan has been wrecked on the rocks of project politics. Where your natural authority, status and influence are not enough to get the job done – true for most project managers – you are going to have to rely on project politics. Where is the game played? What are the rules and how do you win? This session looks at some sensitive projects and shows how by the adroit use of the project manager’s specific skill sets, social and political activity becomes a valued weapon not a waste of valuable time. Back to Top
	Project Portfolio Management: Gaining Visibility and Control Simon Noble, Oracle Primavera Global Business Unit Whether you are trying to get control of your costs and margins in a tighter more competitive environment or dealing with cuts in government spending, increased scrutiny and greater governance, you will benefit from attending this session. Many organisations suffer from the traditional issues: • Trying to do too much with limited resources; • Becoming overwhelmed by administration and reporting requirements; • Being under or over optimistic when planning and forecasting cost; • Uncertainty about which projects are strategically important to invest in. Join us to: • Gain a better understanding of how an integrated Project Portfolio Management Solution provides insight, accountability and transparency. • Discover ways to control costs, maximise revenues and increase competitive advantage with integrated processes and shared data across the enterprise. Back to Top
	Resource Management? I’ve got Excel and half a day a week thank you very much. What do I need to know? David Dunning, Director of Operations, Corporate Project Solutions Every organisation has a responsibility to its key stakeholders to use its resources effectively. In many organisations, resource management is seen as a line management responsibility, to operationally task individuals and track their assignment between project and non project work. However, Resource Management is a much wider subject. David Dunning, Director of Operations at Corporate Project Solutions will explore the balance of resource allocation required between business as usual activity and changes (projects and programmes) and reveal how best to plan, schedule and prioritise people resources. Back to Top
	Saying what needs to be said – Where communication and leadership meet Andy Taylor, Managing Director, People Deliver Projects Conversations can be the pivotal moments on our project. Whether it’s a stakeholder not engaging, a non-performing team member failing to take ownership, or a department manager protecting his turf, these can be the people challenges we either step up to, or maybe let pass by? Confronting these people involves personal risk and so needs courage. Yet, this is when we can most earn trust, relationships grow, and we establish our leadership. This presentation will be practical and lively, with professional actors bringing the content to life (and involving the audience!) Back to Top
	Successful adoption of a PPM Solution using an agile approach Andy Robinson, UK Sales Manager, Ninth Wave Rolling out a PPM solution across a large organisation is a major change programme. Andy of Ninth Wave will focus on the practical steps that can be taken to make the adoption of a PPM solution as smooth as possible and also gain some quick wins. Drawing on customer experiences he will outline how a large organisation can move from using PPM in a single department to an enterprise wide implementation in a phased approach. As well as covering the key activities that made the adoption a success Andy will also highlight some of some of the pitfalls to avoid. Back to Top
	Sun Tzu and Project Delivery Success Dr Shan Rajegopal, Senior Portfolio Management Lead, Pcubed UK & Co- author Sun Tzu and the Project Battleground Over two thousand years ago, an ancient Chinese warrior wrote a book on warfare. His name was Sun Tzu. His book, The Art of War, is now a staple for virtually any military strategic training. Sun Tzu barely mentioned weaponry. Instead, he focused on strategy; strategies that convert to winning and losing. His insights into the nature of competition, battle and diplomacy apply to virtually every aspect of life: from the battlefield to the boardroom, from the football arena to the global arena. Within this context, the book and the presentation examines the application of the Art of War in creating project strategy for delivery success. Back to Top
	Taking Project Management Forward - Professional Development and Recognition Liz Wilson – Head of Professional Standards and Knowledge, Association for Project Management Professional project, programme and portfolio management is at the core of APM and is encapsulated in its five dimensions of professionalism ; breadth, depth, achievement, accountability and commitment. This presentation will explore the development of the standards and initiatives that support project professionals including the APM Body of Knowledge, Competence Framework, qualifications, publications and the branch and SIG structure. It will also provide the latest thinking on the development of a new project professional standard and consider how the profession needs to respond to the challenges to continue on its route to maturity and recognition. Back to Top
	TBA TBA TBA Back to Top
	The Value of a PMO Michael Cooch – Senior Manager (Programme Control Services), Accenture, Adam Cowmeadow – Senior Manager (Programme Control Services), Accenture PMOs are valuable. At least that’s what PMO practitioners think. However, Leadership do not always share that view. In fact many still observe that PMOs are an overhead. This session will arm you with statistics that shift historical qualitative arguments for PMOs onto a more quantifiable foundation. A foundation which introduces the concept that successful project/programme and portfolio delivery correlates closely to PMO maturity. Back to Top
	What are you worth, now? Vince Hines – Managing Director, Wellingtone Ltd Vince Hines, Managing Director of Wellingtone Project Management, will present the latest recruitment data for the project management industry. What are current average project management salaries & contract rates? Has anyone started hiring and what is the outlook for project management recruitment in the UK? Calling on over twelve years of project management recruitment expertise this presentation lifts the lid on pay rates and the state of the recruitment market. Vince will also provide practical guidance on what you should be doing to maximise your recruitment opportunities. Back to Top
	You know how to project manage – so what happens next? Melanie Franklin, CEO, Maven Training Ltd Your organisation has its own project management approach, you and your colleagues have been trained in this approach, documentation, and Project Management roles are well understood. So what happens next? You need to know how much you know, how much you still need to learn, and how much collectively your organisation is capable of delivering. This lively presentation uses real world examples to show the steps to developing a comprehensive approach to increasing the project, programme, risk and change management capability across your organisation. You’ll take away ideas and actions that you can adapt in your workplace, increasing capability for yourself and others. Back to Top

Project Challenge Expo 2009

	Competent Project Managers: Now there's a thought! Tony Martin, Head of Knowledge Management, The Projects Group Competency is a buzzword in today's Project Management profession and will be used more and more as the APM drive towards Chartership, and organisations realise that mass certification is only one of the ingredients. So what can organisations do to encourage competency development in their PPM communities? This presentation will show you a practical and visual approach to competency development and help you position your existing learning and development resources, as well as identify gaps in your delivery. It will help you generate your own ideas for competency development in your own organisation, as well as showing you how others are doing it. Back to Top
	Cost Reduction and Performance Improvement – Aiken Group Case Study Gareth James, IT Manager, Aiken Group Limited Aiken Group is a leading provider of construction, engineering, maintenance and project management services. Aiken Group recognised that investing in a fully integrated Project Cost Management system would strengthen their competitive advantage to respond and report to customers. This presentation will show how HD Cost Management and Primavera were implemented and used to provide dynamic data integration and project cost controls. Delegates will gain an insight into how this approach has helped improve: • Accuracy and response time to customer pricing queries • Performance and Profitability • Real time estimation and scheduling integration to accurately model cash flow and earned value reporting • Real time production control and productivity reporting • Enhanced project portfolio visibility • Stakeholder Reporting Back to Top
	Deliver Better Products Faster and Cheaper Peter Measey, Operations Director, Radtac Ltd This thought provoking presentation will discuss proven ‘Agile’ frameworks and techniques to deliver better products faster and cheaper. The presentation will discuss: • What is an ‘Agile’ project. • How to deliver better products, faster and cheaper. • How to manage key project risks. • Facts, figures and case studies. • Transforming to an ‘Agile’ world. Back to Top
	GMPM and other afflictions affecting project managers Tom Taylor, Founding partner of Buro Four, Vice President Association for Project Management Genetically Modified Project Management is a modern phenomenon which is certainly by no means fully understood -yet. This short talk will include: • Identifying the PM gene in the DNA chain (provisional) • Explaining some of the initial groups of animal PM characteristics which have been observed Practitioners may recognise some of the features and be suitably reassured by the research and analysis which is taking place. There will be participation; and attendees will be offered the opportunity to take part in a short term testing of some emergency remedies. Back to Top
	How Emotionally Intelligent Are You? Nick Fewings, Director, The Colour Works International Limited Research has shown that it is those leaders who have a high-degree of Emotional Intelligence (EI) that are more likely to be successful. So what is EI and how can you utilise yours effectively to ensure success for you and your team in the challenging projects you are tasked to deliver? In this interactive session, Nick will open up your eyes in a colourful, thought-provoking and engaging way about EI and how it can be a key differentiator in meeting your project goals. Back to Top
	Microsoft Project 2010 revealed today! Christopher Pond, Corporate Project Solutions Discover the powerful new features and technical functionality of Microsoft Project and Project Server 2010 at this specially designed seminar intended to give visitors an exclusive overview of the new product, due for release in the first half of 2010. Christopher Pond from Corporate Project Solutions, will reveal the exciting developments and enhanced performance of this new version. Back to Top
	PRINCE2:2009 - When the method meets the BoK Graham Williams, GSW Consultancy Graham Williams is an independent trainer and consultant who has been involved in the latest refreshes of PRINCE2, MSP and M_o_R. He is also the author of the TSO publication 'APMP for PRINCE2 Practitioners'. In this seminar he will be covering three related topics:" 1) He will explain what PRINCE2 is, and for those already familiar with this method, he will also provide an update on the recently published 2009 version 2) He will go on to explain what a BoK is, by comparing those produced by the Association for Project Management (APM) in the UK and by the Project Management Institute (PMI) in the US 3) Finally, he will explain how PRINCE2 complements these BoKs, and vice versa. Back to Top
	Redressing the balance between the Project Manager and the Project Sponsor Eileen Roden – Managing Director, PMProfessional Learning The role of the Project Sponsor is becoming much better understood. More organisations are holding Sponsors accountable for projects and more Sponsors want to fully embrace their role. However, Project Managers have enjoyed a long period of autonomy and this increased level of involvement does not always go down well. This presentation will look at some of the challenges that may need to be addressed as the relationship between the Project Manager and the Project Sponsor moves into a new phase. Back to Top
	Respecting the People Issues when Managing Successful Change Chris Ferguson, Chief Executive, Novare Consulting This seminar focuses on how successful change can be delivered by respecting the people issues rather than ignoring them. The session will discuss the following: 1) Individual, Team, Organisational Change 2) Qualities of Change Leaders Within these elements Chris will describe approaches such as: • Winning Hearts and Minds • Understanding how a changing environment affects people • Encouraging the right behaviours through and training So, Change Leaders remember: • Treat people as individuals • Understand their emotional states • Believe that people want to grow and develop Back to Top
	Saying what needs to be said - where communication and leadership meet Andy Taylor – Managing Director, People Deliver Projects Conversations can be the pivotal moments on our project. Whether with a stakeholder undermining us, a non-performing team member failing to take ownership, or a department manager protecting his turf, these bring the people challenges we step up to, or maybe let pass by? These moments involve personal risk and so need courage. Yet, this is when we most earn trust, relationships grow, and we establish our leadership. This presentation will be practical and lively, with professional actors bringing the content to life. Back to Top

	Beyond PRINCE2 - leading delivery rather than working to a method Donnie MacNicol, Director, Team Animation Ltd PRINCE2 is often cited as the world’s most widely used project management method. However, it is well recognised that there’s more to successful projects than simply following a method. Donnie will present the latest thinking developed with Andy Murray of Outperform Ltd., the Lead Author for the 2009 Refresh on what is “beyond” PRINCE2. He will identify the limitations of project methods, their impact on projects and the actions project managers, programme managers and executives must take to improve the likelihood of successful delivery. The session will explain how the method not only needs to be tailored to suit the organisation, the project and the individual, but a framework for fusing the method, the behavioural competencies of those individuals who use the method and the organisational environment. Back to Top
	Case Study – BP America Standardisation Tom Bond, Applications Representative, Oracle BP America is the leading producer of oil and natural gas in the U.S. As the largest investor – about $30B – in the U.S., their investments focus on increasing existing energy sources, extending energy supplies, and developing low-carbon technologies. With daily work exceeding 2.2 million activities annually, the company needed to embark on an effort to increase the efficiency of its routine maintenance processes to better utilize limited resources. The solution: Enhanced collaboration and efficiency using Oracle’s Primavera. Back to Top
	Case Study: Using ITIL and PRINCE2 Noel Scott, Consultant This seminar session, delivered by consultant Noel Scott (PMP), looks at how a PRINCE2 project was used to set up a new ITIL Service Desk. The case study looks at the merits and obstacles when using the guidance together to set up this new offshore service desk. It will focus on how PRINCE2 supported the ITIL implementation, via PRINCE2 management by stages, its focus on lessons learned and risk management approach. Also how ITIL helped with the implementation of PRINCE during starting up a project and the focus on quality versus costs. Back to Top
	Creating WIN:WIN conversations, turning conflict into shared objectives Paul Major, Chief Executive, Program Framework and Management Framework Do your critical project conversations end in conflict or shared objectives?Communicating is a key skill for those involved in delivering projects and programmes. But when a project has multiple stakeholders with differing objectives and opinions,“just telling” isn’t the same as gaining agreement and more importantly commitment! How can we ensure that the critical conversations in our projects and programmes build common purpose not conflict? In this session Paul will share the essential tools necessary for anyone involved in critical conversations whether in our projects, our workplaces (or our homes) and equip you to start experiencing WIN:WIN conversations today. Back to Top
	Doing More with Less John Beckford, Director, Integra Management Systems Limited With budgets tightening, public spending likely to fall and consumer spending still restrained, John Beckford looks at how we can all 'do more with less'. Drawing on recent experiences in rail and air transport, residential care and social housing, John looks at strategies for transforming and optimising organisational performance so that organisational objectives can be achieved despite constrained resources. John is Director of Integra Management Systems Limited and Visiting Professor in the Department of Information Science at Loughborough University. Back to Top
	Elements of Building Project and Programme Capability Melanie Franklin, CEO, Maven Training Melanie Franklin, a world-class inspirational speaker, will demystify the bespoke corporate approaches in respect of Project and Programme Management Capacity Building Solutions. A thought leader in PPM, her expertise has helped organisations to increase their project and programme capabilities through custom-built change programmes that cover Senior Management Commitment, Knowledge Transfer, Assurance Services and Practical Application. Her interactive and passionate delivery never fails to excite her audience, who take away tangible techniques and apply them immediately. Melanie is CEO of Maven Training and accredited author for the UK Government with five books to her name. Back to Top
	PMI Strategic Plan Louis Mercken, Director, PMI The future PMI envisions that: “Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.” This presentation describes how that vision, through a Balanced Scorecard evaluation, informs all of PMI’s programs, products, and services. It includes the planning process for the near term, mid term, and long term horizons, to keep PMI prepared for a variety of eventualities. The presentation will also address PMI’s 40 year history, starting from day one as a global organization, and its contributions to project management around the world and in the UK specifically. Back to Top
	Project Sponsors – guide, guardian or guru? Dr Christopher Worsley, CEO, CITI Group The centrality of governance in the conduct of projects is now generally agreed. Where there is less understanding, is how exactly a project sponsor should carry out the various roles and responsibilities they have. Distilled from thousands of sponsor interactions, this session explores how the project mission provides the sponsor with a mechanism to fulfil the governance role, what’s good, what’s essential, and what can safely be ignored. Being a good sponsor is more than having a good network, being a decisive decision-maker and resolving issues incisively, it’s being able to ask exactly the right question at the right time and recognising when it has been answered. The approach described in this session equips the sponsor with that capability: what are the killer questions that every sponsor must ask? Back to Top
	The nine dimensions of Project Management and how to manage them simultaneously Prof. Dr. Dr. Helwig Schmied – Strasbourg University Prof. Dr. Dr. Helwig Schmied of Strasbourg University in France, presents a new project management approach that simultaneously treats all nine dimensions necessary to be highly successful in projects. This new approach is successfully used by many companies in continental Europe, among them Fromageries Bel, Roederer, SOPREMA, ABB, several public and private hospitals, KERMEL, and many more. Treating all nine dimensions in an integrated manner reduces costs and improves results. He will present the details of the method and the software developed by Communigram which makes its operational use possible. Back to Top
	The Skandia Success Story Anya Parkhouse Turner, Clarity Consultant - Business Change Delivery, Skandia Anya Parkhouse Turner from financial services company Skandia talks about the success story of Clarity in Skandia. Anya will outline the transition from a host of manual processes, through different stages of Clarity use as they built knowledge, understanding and developed capability utilising Clarity as the portfolio tool as part of their Change Delivery Function. Clarity is used for time recording, resource planning, cross portfolio visibility, dashboard reporting, enhanced governance and forecasting and portfolio planning. Back to Top

Project Challenge Spring Show 2009

	Am I boring you? Tom Wood, Senior Consultant, CTG (UK) Ltd. Workshops can be a very productive and efficient way of achieving results. Whether you are trying to obtain agreement to portfolio priorities, seeking stakeholder buy-in to a change programme or reviewing a features list on an Agile development project, facilitated workshops can play a vital role. But workshops are much more than simply meetings with Minutes. Without effective planning and execution they can become an expensive waste of time, and drive participants to the depths of collective boredom and apathy. In this session we will show you a step-by-step approach to improve your facilitation skills and obtain maximum benefit from your workshops – and hopefully help banish boring workshops from your organisation! Back to Top
	Can the programme and project management professional community help project management come of age? Adrian Dooley, Head of Programme and Project Management, The Projects Group Ltd Some have claimed that project management is suffering a mid-life crisis whilst others maintain it is about to come of age. Either way 2009 promises to be a watershed year for the project management profession. Over 2,000 people take project management qualifications every week and the learning industry has been drawn into an arms race to maximise pass rates. This presentation will look at the journey so far, the changes about to happen and how learning technologies can make a difference. • The current state of the project management profession • Significant changes in 2009 • What next for project management? • How the profession can help • Learning that supports professional communities of practice Back to Top
	Can’t plan – won’t plan Allen Ruddock, Director, Transformis Consulting Ltd Whether it’s the PM who just gets on with the project without bothering to plan, or the one who says he hasn’t got time to plan (but seems to have time to do the job again and again when it keeps going wrong) or just stubbornly refuses to plan no matter what, we’ve all seen the failures that result. Why is it that effective project planning is so difficult? Allen Ruddock shares some personal ‘war stories’ and gives a few hints and tips on how to make planning more effective in your organisation. Back to Top
	Change Control’s impact on your bottom line – Laing O’Rourke Case Study Simon Noble, UK Country Manager, Oracle Primavera GBU Laing O’Rourke (Abu Dhabi) perform the role of the PM programme managing the Al Raha Beach Development in Abu Dhabi for ALDAR Properties. The Development represents over US$ 15 Billion of construction work for which Laing O’Rourke is also the main contractor. The entire programme is using NEC3 for all contracts. The size of the Development Programme, playing two roles and the use of NEC3 (which is fairly new to the region) put huge challenges on Laing O’Rourke that needed dynamic and strong management. They needed to have streamlined communication channels and controlled flow of information to enable timely proactive actions. The presentation will show how PCM and P6 were implemented and used in this environment by each of the integrated management and delivery teams. This will include the use of early warning notice, Project Manager’s instructions, compensation events notifications and compensation events (on PCM). The presentation will also show how the NEC3 accepted programme requirements were managed using P6. Back to Top
	Culling projects Dr Christopher Worsley, CEO, CITI Group Killing them or culling them – it’s the difference between stopping a project for good - or just stopping a project. Trimming expenditure on project portfolios makes sense in the current economic climate - but often the end result leaves executives frustrated, with wrong choices made - or subversive, with project activities continuing in 'secret'. For a major oil company, CITI Group analysed their portfolio and defined three scenarios for each candidate project: continue, descope or stop. These were used to develop close out documents which also assessed how and if a project could realistically be re-started at a later date. It was a quick, it was pain-free and proved to be far better than approaches used before or elsewhere. In this seminar the techniques and the results will be shared. Back to Top
	Cut Costs, Not Value – The Science of Portfolio Optimisation Paul Major, CEO, Program Framework Right now cutting costs is a critical business activity, but if we take a knife indiscriminately to our projects’ budget we will throw away the good with the bad, and massively impact our future success for short term gain. There must be a better way of deciding what to stop, what to scale down and where to spend our precious investment capital. Portfolio optimisation is a proven, practical approach to creating evidence based decision making models for choosing where to invest and where not. Because it is based on evidence, maths and allows the opportunity to scenario plan, it takes away the emotion often associated with aligning investment opportunities to organisational strategy and turns portfolio management from an art into a science. To learn more about the science of portfolio optimisation make a rational decision and attend this session. Find out how you can take cost out of your business without destroying its value, both current and future. Back to Top
	Delivering Better Projects Faster and Cheaper Peter Measey, Operations Director, RADTAC Ltd This thought provoking presentation will discuss proven ‘Agile’ frameworks and techniques to deliver better products faster and cheaper. The presentation will discuss : • What is an ‘Agile’ project. • How to deliver better products, faster and cheaper. • How to manage key project risks. • Facts, figures and case studies. • Transforming to an ‘Agile’ world. Back to Top
	Five dimensions of professionalism Andrew Bragg, Chief Executive, Association for Project Management The latest developments in APM’s drive for professionalism will be under the spotlight. Chief executive Andrew Bragg will present an update on the association’s five dimensions of professionalism - breadth, depth, achievement, commitment and accountability. He will also have the latest news on the association’s bid for Chartered status. Back to Top
	From Project Management to Management by Project Gunes Sahillioglu, Director, Excellix In the context of the current economic climate, we have to question the suitability of the conventional management structures. Only agile companies will survive. Project-based / goal oriented structures improve the chances of success. The value of informed decision is even higher under market uncertainties. So, it is now time to move the best practices and the sharp focus of project management to business management world. We need to manage companies by projects, or by portfolios to be more precise… Back to Top
	Global Project Management - The Way Ahead Paul Taylor, Manager of Project Controls for EMEA, MWH Global businesses are now looking at ways to increase the return on their investment in people, processes and systems. Over the last 5 years the technology improvements in IT Infrastructure, Project and Programme management software and individual skill sets is allowing the concept of globally centralising project management to become a reality . Standardised processes and techniques on one system will become the dominant methodology of effectively controlling projects in the next decade. Paul Taylor MWH Manager of Project Controls for EMEA will discuss the components and processes which are needed to make a single global Project Management system viable for many large organisations. Back to Top
	Growing Project Managers into Leaders Andy Taylor, supported by Dan Long and Dave Rowan, People Deliver Projects Project organisations who want to grow capability, and need to deliver more for less, are now depending on (a smaller number of) stronger leaders. This seminar sets out what it takes to grow these high performing leaders, from YOUR point of view, in the project organisation. People Deliver Projects is a making a big impact in UK project management, with a team combining project management, high quality people development, and professional acting. This seminar will be lively, and with plenty of chance for audience participation! Back to Top
	Improving Project Management Through Standards - CA Clarity & PRINCE2 Steve Tanner, Senior Consultant ,CA It's almost impossible to overstate the importance of effective project management for delivering on time, to scope and on budget. The foundation of project management in the UK is often based upon either PRINCE2 or PMBOK as best practise guidance for effective project delivery. However defining such standards is one thing but embedding and truly realising the benefits of such approaches is quite another. In this presentation CA will explore how through web based collaborative technology defined project management standards can readily be lifted away from dusty manuals and poorly maintained spreadsheets to become the life blood of an organisation - providing at a glance dashboards with relevant, real time information, standardised data capture and process enforcement. Back to Top
	Interpersonal skills in Projects and Programmes Melanie Franklin, CEO, Maven Training Melanie Franklin, a world class inspirational speaker, will demystify the interpersonal skills required to deliver projects and programmes using the latest thinking in emotional intelligence. Her interactive and passionate delivery never fails to excite her audience who take away tangible techniques and apply them immediately. Melanie is CEO of Maven Training, a thought leader in project and programme management and accredited author for the UK Government with five books to her name. Back to Top
	KISII – ‘Respect’ Paul Bradley Managing Director SPOCE Project Management Ltd and Carol Wilson Head of Operations and Business Development, SPOCE Project Management Ltd Whilst delivering a recent PRINCE2® training course in Nairobi SPOCE was triggered into setting up a charity for deprived schools. SPOCE would like you to hear about the development of KISII Ltd and how this project works within a PRINCE2® environment and you can become involved. SPOCE will tell you about who is involved, what needs to be done, when it plans to carry out the work, why action has to be taken and how they plan on doing it. Back to Top
	Moving from “he who shouts loudest” to a managed project portfolio led by strategy David Swayne – Director of Information Systems, Nottingham Trent University assisted by Roger Stocker, Managing Director, Innotas Is there anyone who has not had their IT budget cut within the last few months? CIOs are faced with some hard choices and need to prioritise expenditure to those areas of the business that deliver the most value for money. Over the past 18 months, the university has realigned its IT budget from “just keeping the lights on” to focus on those elements which deliver real value to the business, reducing the number of projects from over 100 to less than 40. Key to this success has been the implementation of a portfolio led strategy. David has a wide range of experience across industries, having previously managed IT for Clerical Medical Europe. He is of the view that a project portfolio, just like an investment portfolio, should be managed to ensure the highest possible return on investments while mitigating risk. In sum, portfolio management is about delivering a predictable series of results to your company. This is make-or-break for any IT organisation. Back to Top
	PRINCE2 2009 – Evolution and Revolution Andy Murray, Director, Outperform UK Ltd The two year project to update PRINCE2 is nearly over, which means it won’t be long before PRINCE2:2009 publications and revised qualifications are available. PRINCE2 lead author, Andy Murray, will show how the method has been updated based on principles derived from the existing method (such as ‘management by exception’) and he will explain the initiative of evolution and revolution: evolution of the PRINCE2 manual, and revolution as PRINCE2:2009 reaches to new audiences with the Directing manual. Andy will also explain how the improvements and developments will affect the various users of PRINCE2 – whether a team member, project manager, project board member or from the corporate PMO/COE. Back to Top
	Successful planners take risks Greg Powell, Business Development, Risk Decisions Group Successful project planners are a scarce resource. Their expertise in bridging the gap from operational detail to strategic planning is key to project success. This practical presentation uses a case study to demonstrate how risk analysis and management techniques help project planners improve their schedules, from both detailed and top down perspectives. The results: engagement and buy in from the senior project management team and successful risk taking through properly planned projects. Back to Top
	The business benefits of implementing the Best Practice Portfolio Alan Harpham – Chairman, APM Group Alan Harpham,APM Group’s chairman and experienced management consultant , is presenting on behalf of the Best Management Practice Partnership (OGC,TSO and APM Group), and will discuss the benefits obtained by organisations who adopt the Best Practice portfolio of products. He will explain how investing in the various methodologies, including PRINCE2, MSP, P3O, M_o_R and ITIL, can greatly benefit your business. Alan will explain the cost and efficiency savings available to you and highlight the benefits of using the OGC’s Best Practice Guidance Portfolio which is not only internationally acclaimed but also updated and refreshed globally in line with the ethos of “best practice”. Back to Top
	Using Information: Communication for Decision Professor John Beckford, Director Integra Management Systems Ltd and Teasel PM Ltd John Beckford continues his regular Project Challenge theme of Information by considering how we can gather and validate data, choose the language and present our arguments so that Managers and others make the right decisions! John draws on experience across transport, healthcare, media, education and banking to illustrate his points. Back to Top
	What Are Your Project Managers Really Worth? Vince Hines, Managing Director, Wellingtone Ltd Vince Hines once again lifts the lid on project management salaries. Tackling the subject from an organisations perspective Vince talks through the current state of project management recruitment and most importantly the true cost to your organisation of redundancy. With the average cost of replacing lost resource estimated at over £16k and the no. 1 reason for project failure being poorly skilled project managers, it is arguable that now is not the time to loose this skilled resource. One of the most popular speakers at Project Challenge, this presentation by the Managing Director of Wellingtone Project Management is not to be missed. Back to Top

Project Challenge Expo 2008

	A PPM Journey:Where to Start,What to Expect Phil Bartup – Development Resource Manager, Debenhams Phil Bartup assesses Debenham’s project delivery before and after PPM deployment and demonstrates how the benefits of PPM have increased Debenham’s project management maturity. He will explain how Clarity has enabled them to replace a complicated interaction of spreadsheets, planning tools and manual processes with a single integrated solution. Learn how Debenhams can now manage overall spend by programme attributes such as priority, ROI or risk. The presentation draws these conclusions: • Buy in and drive from the top is essential • Implement small and grow as the understanding improves • One version of the truth is king Back to Top
	Covering the stakeholder bases - a new perspective on project success Bob Newman, Director, Insight Consultancy and Donnie MacNicol, Director, Team Animation Project success is not just a matter of meeting time, cost and quality criteria, however difficult that may be in itself. Sustained success is dependent on meeting often unstated, variable and varying stakeholder expectations and success criteria (including sponsors and SROs). This presentation will provide PM’s with insights into how they can strengthen these critical stakeholder relationships. Back to Top
	Defeating ‘Benefits Fraud’ Stephen Jenner - Director, Office of Criminal Justice of Reform Evidence shows that business cases contain assumptions that masquerade as facts and many organisations struggle to demonstrate a return on their investment in change. Addressing this calls for a recognition that a fundamentally different approach is required to the way that we approach benefits management. Stephen designed and operated the Criminal Justice Service IT approach to Portfolio & Benefits Management. Back to Top
	Effective Communication: The Key to Project Success John Beckford – Director, Integra Management Systems Limited John Beckford considers the importance of communication looking particularly at approaches and techniques that can be used to ensure that communications are fully effective in securing project success.The talk draws on recent project experiences in the Transport, Software and Healthcare sectors. Back to Top
	Faster Projects through Organised Communication Dr. Kenneth Brown, Communigram SA Projects can be carried out in half the time if the communication flows between participants are correctly organised. This was the result of Project SICPARI, a pan-European initiative by car manufacturers Renault , Mercedes-Benz, PSA, Volkswagen and FIAT and their numerous suppliers of production systems to find ways of drastically reducing time-to-market of new vehicles (6-7 years was standard in the 1990’s). In 1997, the first “SICPARI” vehicle, the Lancia Ypsilon, hit the dealerships after only 25 months of development. This presentation reports on the experience gained using this approach to accelerate projects and get better results in companies of all sizes. Back to Top
	Feeling the heat. A first hand view of extreme business transformation in South East Asia Kevin Parry – Managing Director, Cogenic Limited Kevin Parry presents a first hand account of major business transformation in South East Asia. Where the risks include terrorist action, Dengue Fever, gridlocked traffic and the opposition of 30 trade unions.The scale and scope of this ambitious programme is a complete business reinvention. Kevin will describe the background, approach and provide some humourous insights into what it’s like to work in a tropical climate against the clock and against the odds leading a multi-national team. Back to Top
	Fresh thinking in growing people skills capability for project and programme managers Andy Taylor – Director, People Deliver Projects Most organisations now understand that heavy emphasis on software and rigid processes rarely, if ever, bring about great project delivery.And unfortunately traditional soft skills training courses seldom have lasting impact. People Deliver Projects provides a real alternative, providing fresh approaches to personalised experiential learning for project and programme managers, teams and organisations. Andy Taylor, supported by actors Dan Long and Dave Rowan, will show practical and innovative ways to really lift your people skills capability. Be warned…there will be opportunities for (voluntary) audience participation. Back to Top
	How good are your Project control staff? How good are your suppliers' Project control staff? How can you prove it? Let us show you! Nigel Hibberd – Chairman of Provoc, The National Steering Group for Project Control Standards and NVQs Nigel Hibberd has been involved in the programme since early/mid 90s. As a functional head of Project Control within BNFL Engineering he started developing standards for selecting contract staff. He soon realised the standards he was developing were equally relevant to staff, and he cross referenced the resultant grading.About this time he became aware of the national standards and how they underpin NVQs . Nigel’s presentation is focussed at raising awareness of why the standards/NVQs are relevant to the employer, the client and the employee. Back to Top
	How Project Management Saved the World: We're probably doomed... Professor Eddie Obeng, Learning Director/Founder of PentacleThe Virtual Business School Saving the planet will completely depend on our ability to manage projects. Imagine you had to lead a project to save 100 carbon footprints in a year...What is the likely outcome of such a project? For at least a decade the project management community has known what to do to deliver prefect projects. Project Managers know what underpins project success. And yet something usually gets in the way of making change happen. Professor Eddie Obeng will suggest what this might be, and will give some practical tricks he uses personally which might just help! Remember, if the world is to be saved it will be saved by project managers, and this means you! Back to Top
	Implementing Agile Project Management – the need for change Rob Thomsett, Thomsett International and Dominic Stow, Principal Consultant, Fronde Synergy GB Ltd Organisations are fast coming to the conclusion that traditional project management does not work any more. Why? The reason is simple - traditional methods are inward-looking, static and simply cannot respond to rapid and constant change. Agile Project Management refocuses the role of the Project Manager on the 'context' surrounding a project such as business drivers, benefits realisation, organisational politics, communication, relationships, cultural challenges and expectation management to deliver projects successfully. This presentation looks at tools and techniques pioneered by Rob Thomsett, author of 'Radical Project Management, and their introduction into large organisations such as e.on (Retail, U.K) and ASB (Commonwealth Bank, NZ). Back to Top
	Is it possible to implement project tools successfully? Bo Tonnquist – Senior Partner, Baseline Management AB To implement a project tool does not guarantee successful projects and better control of the portfolio. Whether or not the tool will be utilised and thereby generate the wanted business impact depends on the management’s support and possibility to elicit employee involvement. No tool is better than the efficiency and knowledge held by the people who use it and the quality of the information fed into the system. It is important to know what and how to do things and use the tool to its best capacity. When the decision to implement a project tool has been taken, it is advisable to proceed with caution. Implement functionalities step by step. Let the projects and the business needs guide the way – less is more. Back to Top
	P3OTM (Portfolio, Programme and Project Office) Sue Vowler – P3O Lead Author, Director of Project Angels There is currently no single place that either organisations or individuals can go to find advice on setting up and running effective delivery “challenge / support” offices in alignment with OGC best practice in PPM. OGC’s new guidance covering Portfolio, Programme and Project Offices(P3OTM) launches in autumn 2008.This session gives the potential users of the P3O guidance a chance to learn about the background and proposed content and gives you a chance to pose questions to the lead author. Back to Top
	PMOs: Copper, counsellor, or consul – a sponsor’s perspective Dr Christopher Worsley – CEO, CITI Group Sponsors and PMOs are two critical elements in the good governance of projects and programmes. It’s all very well having elaborate roles & responsibilities set out, being exhorted to do better and being told what they should do, but it’s better to know how busy executives can deliver the necessary performance and how they can be suitably supported by their PMOs. This session explores the findings from 20 years of observation and research on which PMO structures and which sponsor behaviours work well and how the two are best combined. It identifies the 4 types of PMOs and links them to the expectations of sponsors, the wider project management community and the organisation with examples drawn from successful implementations across many industrial sectors. By putting together the pieces, using the suggested guidelines, the attendees will have a powerful governance approach that suits the project environment in their organisation. Back to Top
	PRINCE2 2009 Project™ Update Andy Murray – Director, Outperform UK Ltd The update to PRINCE2 is the final piece of the refresh jigsaw which fully aligns the best practice trilogy of PRINCE2 (projects), MSP (programmes) and M_o_R (risk). With the authoring work nearing completion Lead Author,Andy Murray, will provide an update on PRINCE2:2009 - an overview of the changes, why they were introduced and the improvements that people can expect. Andy will also provide the first overview of Directing Successful Projects Using PRINCE2 manual the project board specific guide. Back to Top
	Project Management in Turbulent Times Paul Major – Director, Program Framework Reassessing projects is good practice, however, cancelling due to market turbulence and uncertainty needs close consideration and caution. Portfolio and Project management, tightening processes and successful resourcing keeps organisations fit to control and deliver key strategies in times of rapid change. Fluctuating constraints require openness and visibility across project portfolios to decide which projects to progress and which will ultimately deliver value. Understand how to look after complex projects which are critical to success but also have to use scarce resources efficiently to increase the business opportunities. Back to Top
	The Project Based Organisation as a Trigger to Organisational Innovation Manon Deguire – Managing Partner, Valense Ltd “’Innovation’ refers to a phenomenon where a new idea has been implemented into action.” (Taatila, 2005). Various studies in domains as varied as business, organisational sciences, anthropology and biology concur to say that innovation is directly correlated to the capacity for social learning and the quality of social networks. Currently, this fact is not recognised by business in general and only a few prominent researchers have promoted this argument. This presentation will outline how an integrated project-based organisation can foster social learning, constitute a social network and, consequently, trigger innovation in organisations. Back to Top
	The Suicidal Project Manager! David Loveless – Director, Transformis Consulting Ltd “Who needs ‘Project Assassins’ when you have a Project Manager hell bent on committing professional suicide? Whether its a poor choice of team members, inept handling of stakeholders, bungled planning or mis-use of software, they all make Mr Bean look brilliant! David Loveless takes an alternative look at best practice in Project Management highlighting those defining moments when a Project Manager can steer the project in the right direction or …………..“ Back to Top
	Using Project Portfolio Management to Transform IT Project Delivery Mykolas Rambus, CIO of Forbes Project Portfolio Management (PPM) solutions allow organisations to better control their organisations by making sure they are working on the right projects in the right way. Key to this success is the ability to identify, select, prioritise and then execute on the most appropriate projects. Mykolas Rambus, CIO of Forbes, will explain how Forbes transformed their IT department and why they believe that the new wave of SAAS (Software as a Service) applications allows organisations to reduce both risk & investment in PPM while achieving a return on investment of several hundreds of thousands of pounds. Back to Top
	What are you worth, NOW? Vince Hines – Director, Wellingtone Ltd Vince Hines presents the latest recruitment data for the project management industry. What are current average salaries & contract rates? Which industries are hiring and how should you continue to develop your career in the current economic climate? Calling on over ten years of Wellingtone recruitment expertise this presentation lifts the lid on pay rates and recruitment. For further information emial info@wellingtone.co.uk or visit www.wellingtone.co.uk Back to Top
	What matters most - the efforts of the players or the processes they use? Martin Price – CEO, Engagement Works and Director of Professional Development for PMI’s UK Chapter Project managers lead projects; and it is their organisations that deliver. Reliability, innovation and agility, critical features of a project organisation, arise from the efforts of the players, both singly and collectively. Processes don't manage. Martin will illustrate how peoples' capacity for engagement and collaboration lie in the foundations of a successful project organisation. He will show how giving active attention to these foundations will elevate the PPM response to complexity and uncertainty. In addition, he will briefly present the latest standard from PMI describing and defining the competence of the project manager - the Project Manager Competence Development Framework (PMCDF). Back to Top

Project Challenge Spring Show 2008

	Applying Agile within Traditional Project Delivery Frameworks Peter Measey, Director, Radtac Ltd Smarter businesses need to deliver high quality systems with better results, more quickly, cheaply and predictably. Smarter organisations seeking to increase their use of Agile often need to operate in a wider environment alongside traditional ways of working. RADTAC will present Case Studies in evidence of our real-world experience working within this complex and rewarding environment. RADTAC provides unique in-depth expertise and services in traditional, industry-standard approaches such as PRINCE2 and ITIL, and how to implement the full range of Agile methods within these frameworks. Back to Top
	Balancing the desirable with the do-able Dr Christopher Worsley, CEO of CITI Group Enterprise project portfolios are investment vehicles for businesses. Fund managers have esoteric tools to help them make decisions; project portfolio managers have business cases! What can be done to support good decision-making in this environment when the claims made on the investment purse range from mandatory expenditure through strategic commitment to financial benefits? In this case-based session, CITI shares with delegates the approach it has been using over the past 10 years with its many clients to translate strategy (the allocation of organisational resources) into action (the creation of the organisation's portfolios of projects). Back to Top
	Can online collaboration improve your project management maturity? Ian Kendall – Director, Kendall Services Project involvement within a manufacturing environment can often be seen 'in additional to the day-job'; operations take priority. So how can individuals tasked with leading disparate project teams across national boundaries, perhaps with limited authority, ensure they can communicate effectively, maintain operational efficiencies and keep to the project schedule? Online collaboration tools could be the answer. Ian will describe the challenges faced across the purchasing community of a global FTSE250 company and also with a new product development team in the same organisation and demonstrate how an online collaboration tool helped improve communication with teams and stakeholders, drive ownership, help planning and develop project management maturity. Back to Top
	Effective Communication: The Key to Project Success John Beckford, Director, Integra Management Systems Limited John Beckford considers the importance of communication looking particularly at approaches and techniques that can be used to ensure that communications are fully effective in securing project success. The talk draws on recent project experiences in the Transport, Software and Healthcare sectors. Back to Top
	Enterprise Project Budgeting and Financial Forecasting for Project-driven Organisations Neely Hemassi, Director, EcoSys Management Synchronising strategic, commercial, and operational targets with the programmes and projects being delivered is critical to the success of project-driven organisations. Through best practice enterprise project budgeting and financial forecasting processes, organisations can align and integrate top-down strategy with bottom-up execution. In this presentation, we will discuss key components of an effective project financial management strategy: enterprise budgeting, funding management, project forecasting, performance management, and integration between project management and ERPs. Back to Top
	Generating Project Manager Competence, using the PMCDF to grow people and the organisation Michael Yinger, Managing Director, Customer Solutions, Inc. Project Management Institute (PMI) has created a framework for identifying and growing project manager competence. The Project Manager Competency Framework - Second Edition. It provides a guideline for empowering the growth of the individual and the organization. The presentation will break down this newly released global standard, how to use it, how to positively impact project management in your organization. Back to Top
	Information Management Infrastructure for globally distributed Turnkey Project Businesses Varghese Daniel, Founder/CEO, WRENCH Solutions Pvt. Ltd. Today's global organization has a pressing need to manage multiple teams on multiple projects across multiple locations. This session will demonstrate (with Simon Carves as a case study) how WRENCH™ technology infrastructure fulfils this need quickly and without involving multiple I.T. solutions/implementations. With WRENCH, a company can meet deadlines, ensure quality, monitor project resources/processes/deliverables in real-time via an automated ( i.e. error-free) system, collaborate with customers, vendors, consultants - and much more. Back to Top
	Keeping London on the move George Geddes, Project Portfolio Manager, Transport for London When Transport for London was formed bringing together a number of disparate and competing businesses, and it quickly became apparent that it was challenged by the lack of overall visibility and control necessary to ensure that business and technology investments fully supported the TfL strategy, goals and objectives. We needed to know; what are our investment priorities? What value is being returned to the business for each item or each portfolio? If the budget were increased or reduced by 3%, what would our priorities be? How do we coordinate investments across departments? Are our investments adequately diversified? Little did we realise that this was just the beginning of the journey............... Back to Top
	Managing the Olympics Bill Harroun – Head of Programme Controls for CLM, the Delivery Partner for the Olympic Games Bill Harroun is the Vice President for Project Controls for CH2M Hill and the Head of Programme Controls for CLM, the Delivery Partner for the Olympic Games. He has over 30 years experience in Programme and Project Controls. As an advocate of best practice and with a bucket full of war stories, this session is about how we can use every weapon in the armoury to help us improve delivery of our Projects and Programmes. This is a do’s and don’ts lessons learnt presentation from one of the world's most experienced Project Controls professionals with an insight from the largest construction programme in the UK. It will give everyone a unique opportunity to gain some valuable insight. Back to Top
	P3OTM (Portfolio, Programme and Project Office) – new guidance from OGC Sue Vowler, P3O Lead Author, Director of Project Angels There is currently no single place that either organisations or individuals can go to find advice on setting up and running effective delivery “challenge / support” offices in alignment with OGC best practice in PPM. OGC have decided to fill this gap in both the market and its current portfolio of products by developing a set of guidance covering Portfolio, Programme and Project Offices (P3O). The authoring team (Sue Vowler and Anthony Close) have been appointed and the development is underway. The new guidance will undergo extensive review by the P3O practitioner community and is planned for publication in September 2008. This session gives the potential users of the P3O guidance a chance to learn about the proposed content and gives you a chance to pose questions to one of the authors. Back to Top
	PMI’s Career Framework: The Case for a Project Management Career Path John Roecker, Ed.D; Manager, Career Framework, PMI Research has identified career paths as one source of increased employee satisfaction and retention. However, 69% of corporations do not have formal project management career paths. Project Management Institute (PMI), the advocate for the profession, has introduced its career framework, a sample set of job descriptions for project, program and portfolio management. This presentation outlines the development of a project management career path and the process a practitioner may follow as they look to advance in their career. Back to Top
	Portfolio Management for Beginners Paul Major, Director, Program Framework Once the sole reserve of multi national, multi billion pound organisations, true Portfolio Management i.e. the process by which you choose and execute the project portfolio that will deliver the maximum benefit to your organisation, is increasingly becoming available to the “ordinary man”. Recent changes in the solution provider landscape, such as the launch of Microsoft’s Office Project Portfolio Server2007 have significantly changed the costs and challenges associated with implementing a formal Portfolio Management approach. In this seminar, Paul Major will discuss the key building blocks of successful portfolio management and show how this critical business skill set can be made available to mainstream organisations and teams at an affordable price. Back to Top
	PRINCE2 2009 Project™ Update Andy Murray, Director, Outperform UK Ltd The update to PRINCE2 is the final piece of the refresh jigsaw which fully aligns the best practice trilogy of PRINCE2 (projects), MSP (programmes) and M_o_R (risk). The update will also reflect current thinking and wider project management practices to provide a more flexible and adaptable method. Lead Author, Andy Murray, will provide an update on the PRINCE2:2009 Project and will hold a question and answer session on the proposed changes. Back to Top
	Project management – the elusive ‘silver bullet’ Allen Ruddock, Director, Transformis Consulting Ltd Project Managers are forever searching for the magic answers to their project management problems – the elusive ‘silver bullet’. Will it be the latest version of X-Method? The latest version SuperPM software? Or maybe everyone should become a Certified Practitioner? But these options have been around for many years and still projects fail for the same old reasons. Well those ‘silver bullets’ exist, but perhaps not in the obvious places you’ve been looking. Join us on the Project Management treasure hunt and find out where your ‘silver bullets’ are buried. Back to Top
	Project management is common sense made difficult Mark Dickson, Programme Director, Change Resource Ltd What is all the fuss about? A lifecycle is a natural process, and a methodology is a guideline. A project manager is employed to make decisions enabling a successful delivery. Simple. So why is project management made so difficult for project managers? Mark Dickson is an accomplished programme manager and business speaker. This seminar provides a light hearted but inspiring look at applying common sense to the project management methodology, the principles and techniques a project manager must never forget, and asks the question - 'whose methodology is it anyway?' Back to Top
	Radical value creation, how to waste less, do more and get more from projects and programmes Kevin Parry, Managing Director, Cogenic Limited Radical value creation is all about doing things better and faster that would otherwise be possible. Kevin will explain from his experience in both consulting and delivery of projects and programmes, what it takes to do the extraordinary by eliminating the compromises that almost everyone unconsciously makes. Using a Financial Services client, a technology programme and a critical software development organisation as examples, Kevin will show where we start to fail even before we begin a project and how we can make the extraordinary happen by challenging our assumptions. Back to Top
	Size Matters- Using a simplified approach to determine the size of a project Andy Robinson, Business Development Manager, Galorath International Limited The biggest challenge facing most organisations is getting Project Mangers to produce estimates for their projects that can be scrutinised objectively. The main influencing factor for producing a software estimate is assessing the size of a project. This presentation describes an approach to determine the size of a project including which measures should be used at a given stage of a project. Catering for inherent size growth associated with software projects, how to size re-use and rework effort is also covered. Finally the presentation will detail the key people, process and technology factors that affect a software estimate Back to Top
	Strategic Portfolio Management - “It’s a SOFT SPORT” Lee Herbert, Im Portfolio and Clarity Business Manager, British Airways Strategic Portfolio Management is about making sure funding is allocated to investments that fit the strategy and direction of the company. Examines common problems experienced like the disjoint between the business planning cycle and managing the portfolio thereafter. Takes into account differences between business units, enabling strategic prioritisation while allowing individual business units to prioritise work locally. Behavioural changes are key as are tools developed helping to provide better Portfolio control. Back to Top
	Successful Projects - People, Process or Magic? Jane Royden and David Hart - Co-Directors of Edroy and Hart Ltd Many organisations have invested heavily in training staff in a range of project and programme methodologies, but how many have actually achieved real benefits and seen improvements in successful deliveries? Similarly, current thinking emphasises that people deliver and are at the heart of projects, but practically, what does that really mean? This is the story of a major shift in thinking and an example of how to make it happen, illustrated by a major three year, £30 million programme, delivering a cutting edge change agenda in the public sector. Back to Top
	What are you worth? Vince Hines, Managing Director, Wellingtone Project Management Vince Hines lifts the lid on salaries across a wide range of industries in this lively and insightful presentation. Calling on over ten years of project management recruitment experience Vince shows you what salaries to expect for a wide range of project management positions and what qualifications can help you become more attractive to prospective employers. Learn the Contract Rate Rule of Thumb to calculate the day rate equivalent of an annual salary and understand the pros and cons of contracting versus permanent employment. Back to Top

Project Challenge Expo 2007

	Agile (DSDM Atern) at Rolls-Royce Peter Measey : RADTAC Delivery Director Rolls Royce are spearheading the use of DSDM ATERN on their PLM (Product Lifecycle Management) Programme. This presentation will discuss: a.Key concepts of DSDM ATERN b.Issues implementing agile within the IT and business environments. c.Issues implementing agile approaches in complex business environments. d.The DSDM ATERN implementation approach at Rolls-Royce. e.Positives and learning points. Back to Top
	Business Drivers Behind Microsoft Project 2007 Graham Shakespeare, Specialist Sales Manager, Microsoft EPG UK The 2007 Microsoft Office Enterprise Project Management system was released to market in early 2007. This session will cover the business issues that were considered when developing this new version. The session will go beyond usability improvements to the wider and ‘softer’ issues facing project oriented organisations. Topics covered will include: · Productivity enhancement areas · Collaboration within and across organisations · Document storage and retrieval · Project selection and prioritisation · Alternatives to email collaboration The desired outcome of the session is that attendees will have a clearer understanding of how Microsoft Office Project can now truly assist organisations whose project teams have issues wider than desktop planning and control. Back to Top
	Communicating complex projects: How do you get everyone to agree to it and then work with it?! Ellen Coomber, Senior Consultant - Project Management, Cognac Large projects involve tens or hundreds of people - but can impact thousands. Communication is one of the biggest causes of project failure - but is often overlooked until its too late. How do you get everyone on the same page in an engaging way that will ensure your message is taken on board, acted on and consistently communicated throughout the organisation? Ellen Coomber of Cognac will be outlining a unique business tool that does just this and enables you to communicate your complex message in 10 minutes – guaranteed. Discover what Cognac has learnt from communicating projects to audiences from 200 to 2 million people in this practical seminar. Come along and find out how to effectively communicate your project and and pick up your free 10 min guide to explaining Prince2 and project management to your project teams. Back to Top
	How does EPM enable a leading edge media company to “manage by the facts”? Mrinal Husain, Service Transition Manager, Red Bee Media This session will show how by successfully deploying Microsoft EPM (utilising the services of Pcubed - the 2007 Microsoft EPM Partner of the Year) into a very fast moving and demanding organisation, clear value and benefits are achieved by enabling “managing by the facts”. The deployed solution is utilised by Red Bee Media and its subsidiaries and adds real measurable value to the business. You will learn of the key deployment steps and also understand the journey an organisation will travel towards obtaining real vision, insight and control of it’s programmes and projects. Back to Top
	How the PSO adapts to the ever changing needs of business Paul Allen, Senior Planning Manager, Yell Despite the fact that project management tools are aimed at the project managers, it is invariably the PSO that develops the system,maintains the services, provides support and provides governance. The PSO will find throughout the year that it objectives can change with demands from different areas of the business, these changes need to be managed,prioritised and standardised. How have we gone about it in Yell and what advice can we give. Back to Top
	How to deliver Competitive Advantage, fast! Paul Major, Director, Program Framework Faster, better, cheaper has been the mantra of businesses striving to improve operational efficiency. In a rapidly changing world, however, incremental improvement no longer guarantees competitive advantage. Business leaders are looking for a new model that guarantees success by deploying step changes, creating a capability to implement the strategic imperatives of the organisation. The “change directorate” is just such a model, creating an organisational capability in choosing and deploying the business changes that deliver competitive advantage consistently, quickly and accurately. But how do you create a change directorate and who staffs it? To hear how Project and Programme Managers can become the Chief Creator of Competitive Advantage and bring their skills to the boardroom not just the backroom, join us for this thought provoking and challenging seminar. Find out how the disciplines of portfolio and programme management could be the next must have skill for boardrooms globally. Back to Top
	Information for Change John Beckford, Director of Telos Partners and Integra Management Systems Ltd Arguing that Information is only really valuable when we do something with it, John Beckford draws on recent consulting projects in the IT industry, railways, healthcare and telecoms, to explore what information is needed to enable and support successful change. Back to Top
	Making Projects more Profitable Jonathan Ward, Director, Severn – Tefen This presentation outlines the results from Tefen’s Project Performance Improvement Initiatives. These activities result in faster and cheaper projects that deliver better quality results. The presentation will discuss how simple metrics can be used to enhance project performance. We will question some of the accepted common Project Management practices and show how by challenging these we can improve the productivity and capability of project teams. The presentation will contain case study examples of Project Management Excellence in action. Back to Top
	Managing a £100 million programme (how much detail should the Programme Manager understand to deliver a successful programme?) David Walton, Director of Bestoutcome Ltd A £100 million programme will have multiple projects and often hundreds of activities. The programme manager must be selective in the programme areas to focus on. In David’s experience there are a number of ways programme managers can identify when and where to get involved in more detail, i.e.: • Ensure that project managers understand the desired programme. outcomes • Create a culture of support and remove any climate of fear • ‘Promote’ and track key programme milestones, risks and issues In this presentation, David will illustrate how these principles can guide programme managers to the areas that need attention. Back to Top
	Managing multicultural project teams Gerry Dodd PMP, Director of PMI UK Chapter 1998 to 2004 The presentation considers the importance of understanding cultural differences and languages spoken, when a team is made up of individuals from different parts of the world. The presentation gives the audience an opportunity to review their own preconceptions of different cultures. Presentation Format – Lecture Format that will include audience participation in a ‘Culture Quiz’. Back to Top
	Managing Successful Programmes - Whats new? Rod Sowden, MSP Lead Author and Managing Director, Aspire Europe The presentation will introduce the new version of MSP and cover the significant changes included in the new manual, providing background and context as to why these changes have been made and what benefits these will bring to users of the world leading Programme Management approach. Rod will introduce the new chapters on Vision, Blueprint and Managing the Tranches, whilst covering the new tools and techniques that have been included in this version, particularly for Benefits, Stakeholder and Transition Management Back to Top
	Maximising the return on investment through effective Risk Management Colin Wheeler, Technical Director, Istria Risk Management Solutions and liaison to the Risk SIG for the Project Management Institute Almost every skilled project manager is aware of the need to manage risks effectively on a project but all too often they are given insufficient support to do so. Statistical risk analysis may be seen as too complicated to be embraced by the majority of project resources, while simple High/Medium/Low estimates too simplistic for effective decision making. This session will illustrate a simple methodology that provides sufficient financial rigour for most stakeholders without alienating other project resources. Delegates can move beyond “finger in the air” estimates of risk exposure through using simple quantification techniques to instantly prioritise risk management activity. In this way, project managers can generate the maximum return on investment for their stakeholders and importantly, be able to communicate their value more effectively. Back to Top
	PRINCE2 Now and Next Andy Murray, Director, Outperform UK, Lead Author for PRINCE2 Refresh Co-author of the guide to the PRINCE2 Maturity Model and Lead Author for the PRINCE2 Refresh provides an overview of the publications to help organisations and individuals get the most from PRINCE2. The presentation will cover topics such as PRINCE2 with DSDM Atern (Agile), using the PRINCE2 Maturity Model, Business Benefits and PRINCE2 for the project executive. The presentation will also provide an overview of the feedback gained from the public consultation for the PRINCE2 Refresh, the OGC Mandate for Change and the proposed changes contained in the Scoping Document (to be published at the event). Back to Top
	PROJECT AND PROGRAMMES - WITH EVERYTHING IN PLACE WHY DO SO MANY STILL FAIL? FURTHER DISTINCTIONS TO ACHIEVING SUCCESS Surj Bami, Director, Management Consultants, Atkins Following on from previous sell-out sessions at Project Challenge, this seminar takes project & programme success to another level. Previously, Surj outlined proven approaches to stakeholders and individuals, understanding patterns of behaviour and innovative ways to manage these. Following a phenomenal response to these sessions, he now builds upon them to look at the universal laws of persuasion together with approaches to "group dynamics" within and around the project environment. Without key people on side, we know that projects can be doomed to failure (once again the 'project' tools and techniques are not the issue). Often in the corporate environment these "key people" belong to their own organisational structures and peer groups and in many cases it is these groups that contain further decision makers and influencers. With all the project tools and reporting in place - many still fail due to these "other factors". How do we understand these structures? How can we engage with them? What are the characteristics ? And how can you use these to succeed ? Focussing on engaging with individuals is key, employing the techniques of the first seminar are vital, though failing to address the organisational group dynamic can undo all your efforts. This seminar shows you how to turn these situations into project and programme success. Be sure to get your seat early for this session which will give you the tools to be applied IMMEDIATELY. Back to Top
	Realising benefits in Global Projects Elizabeth Robin, ARIES Deputy Project Manager, Department for International Development The Department for International Development (DFID) is the UK government department responsible for promoting sustainable development and reducing poverty in poor communities around the world. DFID has headquarters in London and East Kilbride, offices in many developing countries, and staff based in British embassies and high commissions across the globe. The department is currently developing ARIES, an ERP system which will replace its existing financial, procurement, programme management and reporting systems. The project faces challenges due to its global nature and the fact that it will be implemented in areas of the world where communication links are poor and/or the department has small offices. All of this has implications for benefits realisation. Back to Top
	RIGHT STRATEGY - RIGHT TIME - RIGHT PLACE - Using GIS and the MCC Gateway process to guide capital investment projects in Manchester Bob Rutt, Capital Programme Manager, Manchester City Council. The presentation will explain Manchester's overall strategy for delivery of projects; examine operation of the Manchester Gateway review process that has been developed and refined to ensure that projects are scrutinised for strategic fit, corporate priority, financial robustness and effective closure; and show how GIS technology has been incorporated into the Atkins project management application to support location appraisal and mapping of the capital investment programme. Back to Top
	The ACTIVE Programme Management Office (APMO) Marco Assucena, Business Unit Manager – Programme Management, LogiKal – Programme Management Services The Programme Management Office has become a costly function adding little value outside reporting to many projects in its current form. Through development of best practice, LogiKal’s ACTIVE Programme Management Office (APMO) model has been developed and its principals are being implemented effectively on a number of projects of various size and complexity including the Heathrow Terminal 5 Project and the East London Railway Project. The APMO shifts the focus of the Programme Management Office from reporting to delivery, freeing the Project Manager from day to day firefighting to enable a more strategic approach where longer term risk and opportunity can be managed to ensure projects are delivered within time and budget. Back to Top
	Three P's in a Pod - The Need for IT Investment and Shared Decision Making Nick Youngs, Head of Account Management, Transport for London In 2005 the Transport for London IT Strategic Planning Programme recognised the need to improve IT investment and decision making so as to maximise the value that IT delivers to its customers. To address this need IT has established a quarterly Business IT Project Portfolio Planning (3Ps) process to work more closely in partnership with the business in establishing, maintaining and sharing a 12-month rolling IT Investment and Delivery Plan. The presentation will outline the 3Ps process and how it has been implemented, how software has been deployed by BPM to support the process, and summarise the benefits gained. Back to Top
	Transforming Project Performance Sarian Harcombe, IT Portfolio Manager, Environment Agency and Andy Childerhouse, Principal Consultant, Onemind Management Ltd • Projects still coming in late and over cost? • Qualified project managers still not making a difference? • Senior managers not yet fully engaged in supporting their projects? • Project managers suffering from low status? • Not sure how your projects contribute to strategic direction? This talk focuses on the Onemind™ approach adopted by the Environment Agency when setting up their IT Portfolio Office to tackle these issues. We will share with you our innovative trend reporting, our use of project management tools, and our delivery lifecycle. We will be open about the problems as well as the successes. We will provide a structure for setting up a Portfolio Office that made a big difference to project delivery. The Environment Agency set a demanding target to move from project management maturity level 0 to level 2, in a year. With our support, they actually achieved level 3 (one of only two UK organizations to have done so) – and in an unprecedented twelve months. Back to Top
	Ultra-fast projects Dr Christopher Worsley, CEO of CITI Group Accelerated delivery, shortened times to market, and crashing schedules are increasing pressures on project managers. Interesting and sometimes amusing approaches have been adopted – time boxing, DSDM, and agile development all have their advocates but often confuse product with project delivery. In this session we analyse an extreme project – the delivery of a project in ultra-fast time – to find what project control techniques work, and how we transfer them into more everyday project performance. Back to Top

	Agile Project, Portfolio and Process Management Peter Measey, Practice Director, RADTAC and Alex Clark Senior Programme Manager, Rolls-Royce A presentation from RADTAC on the Pragmatic application of Agile methods to build, integrate and deliver Agile Project, Portfolio and Process Management frameworks, and transform these to excellent “Business As Usual” - with an insight into the integration of Portfolios that include both Agile and Traditional practices. Together with an overview from Rolls-Royce, on their decision and objectives in deciding to use the Agile DSDM as the framework and foundation for their Product Lifecycle Management programme. Back to Top
	Business Analysis - it ain't rocket science! Guy Beauchamp, Business Analysis Consultant, Business Analyst Solutions Limited Projects can fail: We will analyse real-life examples of what goes wrong, why and what Business Analysts should be doing to mitigate the risk of failure. We challenge the idea that Business Analysis is hard or that it is an art: it is more closely aligned with a science which follows a chain of reasoning leading from the precise definition of a problem/opportunity to a set of solutions, proving every step of the way that each subsequent step is aimed at resolving the problem/exploiting the opportunity. Back to Top
	Creating a Centre of Programme and Project Expertise Janet Williams, Programme Capability and Capacity Manager, DVLA and Hardeep Dhillon, Senior Consultant, Atkins Management Consultants As projects become more challenging, the requirement for organisations to mobilise the right people to the right project team at the right time is increasingly important. With the DVLA, Atkins Management Consultants have created a Centre of Programme and Project Expertise which has enabled the organisation to draw together a virtual team of Programme and Project Management (PPM) practitioners. Centralised allocation of resources, PPM professional development career pathways and the creation of a PPM job family are all contributing to the professionalisation of PPM within the Agency and to the flexible deployment of the right PPM resources to meet each project's particular requirements. Back to Top
	Embedding Benefit Realisation Management (BRM) within an organisation Gerald Bradley, Chairman, sigma Consulting Gerald will consider the challenge of embedding the process of BRM within the culture and practices of an organisation and explore the creation of a Change Programme to manage this cultural transition. For such a programme Gerald will consider a likely vision, some typical components, a practical governance / organisational structure and success criteria for each component. Back to Top
	Enterprise Project Management for the masses! – can smaller organisations or departments reap the benefits of EPM at a realistic cost? Paul Major, Director, Program Framework Enterprise Project Management solutions have historically been seen as only suitable for large multi million pound programmes or big corporate IT departments with large resource pools (and wallets!) With the advent of “Software as a Service” (SAAS) models and the availability of enterprise versions of industry standard planning tools such as Microsoft Office Project, can smaller organisations with realistic budgets still benefit from the advantages of an enterprise wide – or “joined up” – planning solution? Building on Paul’s “sell out” seminars at previous Project Challenge shows covering topics such as “Turning Strategy into Action” and “Deploying an EPM solution – what you need to know before you start!”, this session will look at how you can deploy a Microsoft Project Server based EPM solution in a pragmatic, quick and cost effective way and the likely impact (both good and bad!) that it will have on your organisation. The session will highlight some of the main bear traps to avoid when deploying an MS EPM solution and also look at the viability of using such solutions via the SAAS model. Back to Top
	EPM Solutions in a demanding large IT unit UK Government Speaker (TBA) This EPM focused session will show to attain the folllwing benefits: Improved transparency of individual projects and the overall portfolio of projects. Improved collaboration and understanding of dependencies between projects and programmes. Greater visibility of the professional approach adopted by project managers. Reduced time to report and manage project slippages. Improved quality of project planning and risk and issue management. Back to Top
	Everything you wanted to know about PRINCE2, in 30 minutes, but were afraid to ask Andy Murray, Outperform and Author of Improving Project Performance using P2MM Since its launch in 1996, PRINCE2™ has become ‘the way’ of delivering projects. It has become the international language for project management, with more than 250,000 practitioners spread across 7 continents (yes, even in Antarctica). It has become a community. And as with any community, myths and fables appear as knowledge is passed down the generations (the PRINCE2™ manual itself is in its 4th revision). The purpose of this presentation is to help those people new to project management or new to PRINCE2™ to see through the myths and fables and find out what PRINCE2™ is really about. The presentation will cover: - An overview of the PRINCE2™ Method - An overview of the PRINCE2™ community (OGC, TSO, APM Group, User Group, Training companies, consultancy companies, tool vendors) - Common pitfalls and how to avoid them - An introduction to the PRINCE2™ maturity model – which can be used to help implement PRINCE2, measure its effectiveness or improve its use - How the PRINCE2™ method relates to the wider aspects of Project Management (e.g. soft skills) Back to Top
	Implementing ‘Enterprise Project Management’ David Dunning, Director, Corporate Project Solutions Ltd CPS defines EPM as the combination of people, process and technology to deliver projects collaboratively and in accordance with an organisation’s strategic objectives. Many organisations are seeking to implement EPM, sometimes focusing on just technology, training, or process design. David argues that a wider, holistic and step change approach is the most successful. David presents EPM benefits, how to start an initiative, outlines the transformation process and discusses typical issues. Back to Top
	Leading Change Effectively Nick Fewings, Director, The Colour Works 3 of the top reasons cited in a survey completed by the National Audit Office and Office Of Government Commerce for project/change failure relate to people. In this eye-opening, interactive and thought-provoking session run by Nick Fewings, Director of The Colour Works, the UKs No.1 specialists in personal and team development using a colourful model of behaviours based on Jungian psychology find out: How your leadership style may impact on the changes you are implementing? Discover whether you have got the right skills in your team to compliment yours? How to satisfy the needs of those affected by the change? Back to Top
	Management Of Risk….a new era Frances Scarff; Manager for OGC’s Best Management Practice Guidance; Office of Government Commerce Frances will draw upon her considerable experience as a risk expert at the Office of Government Commerce to provide an overview of the OGC’s activities in the world of risk, portfolio, programme, project and service management. The presentation will introduce the eagerly awaited updated version of Management of Risk (M_o_R): guidance for practitioners. This newly refreshed book retains the underlying principles of M_o_R but these are now presented in such a way as to assist implementation in today’s business environment. The guidance supports embedding throughout an organisation from a strategic to an operational level. Frances’ presentation will include valuable information about the changes to the publication and how they might benefit users. Back to Top
	Measuring return on investment for project management Adrian Dooley, Managing Director, Projects Group plc Companies spend a great deal of money to improve their management of projects. This could involve training; implementation of methodologies; establishment of support offices or a host of other potential initiatives. But do these investments work? Are projects better as a result? True measurement of return on investment is often avoided for cost or political reasons. In this presentation, Adrian Dooley will look at differing aspects of return on investment and identify the actions that companies should be taking if they want to avoid wasting money on project management initiatives of unknown value. Back to Top
	Organisational project maturity – Delivering the results that drive organisations business Larry Bull, Manager, OPM3® Product Suite, Project Management Institute Organisational project management focuses on the systematic application and alignment of project management at all levels of the organisation to achieve its strategic goals. This presentation will demonstrate how an organisation's commitment to mature the structure and execution of its project, program and portfolio management processes can improve its ability to deliver and sustain the results that drive the achievement of its strategy and business goals. Back to Top
	PRINCE2 and DSDM: an agile marriage made in heaven! Keith Richards, Director, Keith Richards Consulting and author of Agile Project Management running PRINCE2 projects with DSDM Over the last decade PRINCE2 has established itself as one of the most internationally accepted structured project management methods. However in recent years the prominence of ‘agile’ project management has increased to such an extent that there is now a real choice in the methods marketplace. This session will look at running PRINCE2 projects in conjunction with DSDM and thereby creating an agile project delivery framework that delivers the right product at the right time without compromising strong project governance. Back to Top
	Project Blind Spot Gunes Sahillioglu, Chief Executive, Excellix The justification for project is meant to be in line with the governance rules in force. Yet, often we wonder why some projects are allowed to continue, or how they were approved in the first place. What are the governance failures that cause these blind spots in our portfolios? How can we identify the root causes? What are the best practices to deal with them? How will thank us for that? Back to Top
	Reducing the risk of project failure – building a project management capability Allen Ruddock, Director Transformis Consulting Ltd High profile project failures are not new. The London Stock Exchange’s Taurus project in 1993, the Londan Ambulance Service system debacle of 2002 and the NHS IT programme of today are but the high profile tip of the iceberg. Surveys indicate anything from 50-85% of projects fail in some way or other. Why don’t we learn the lessons? This session discusses the attempts of a number of organisations to reduce the risk of failure by building a project management capability. It will contrast the approaches, discuss their relative merits and the factors that influenced their relative success or failure. Finally it will offer some pointers towards making your own attempt more successful. Back to Top
	The Challenge – You have the tools, techniques and plans, what about SUCCESS? Surj Bami, Director, Atkins Management Consultants With so much "best practice" around you can have all the techniques, structure and all the planning skills you'll ever need - does this guarantee your programme, project or any assignment is going to achieve results? Sure - go ahead and manage all the risks & benefits, put mitigation in place and have a fantastic reporting set up. How do so many STILL fail to achieve? What's missing? Well the secret is NOT in project techniques or the number of tools, but getting people to work with you. The level of collaboration you achieve DIRECTLY influences your success. This seminar will give you practical, proven, ready-to-use ways to ensure stakeholders, clients and your team work together to guarantee successful outcomes. Back to Top
	The Value of 'I': Realising the Value of Information John Beckford, Managing Director, Integra Management Systems Limited In this presentation, John Beckford will explore the business value of information - and how understanding this value should be used to inform investment decisions, project planning and process management. The presentation will be informed by examples drawn from rail, healthcare, manufacturing and banking. Back to Top
	The Value of Using an Enterprise Project Management Solution in a Hosted Environment Paul Jenkins – Senior Manager, Tubedale Communications In the project and programme management world more and more transparency is being demanded and spending hours in front of spreadsheets compiling reports that are already weeks out of date is less and less acceptable as a methodology. The ability of an organisation to introduce real time reporting capability and provide total project transparency can return significant value to its business. This can be achieved through the use of the Microsoft project 2007 suite of project planning and management tools. This paper will look at the various aspects of how this can be delivered as a conventional as well as a hosted solution using case studies, the benefits that have been realised, the barriers to implementation and the ability and benefits of delivering this service across a whole Enterprise. Back to Top
	Translating strategy into action Dr. Christopher Worsley, CEO, CITI Group Many perfectly good strategies are spoiled by imperfect implementation. Unless good ideas are turned into products and processes that can be used by people, little that is valuable happens. The focus of this session is about taking direct action within the clients’ organisation through active participation at some level of the governance structure – whether it is structuring portfolios, defining programmes and projects, execution assurance or delivery of programmes and projects. Back to Top

Managing Change Programmes – what Managing Successful Programmes (MSP) leaves out
Kevin Parry, Director, Aspire Europe Limited

Kevin will discuss the types of change which organisations experience using his own experience in BT as an example of a major programme driven by and driving change. He will look at the Managing Successful Programmes (MSP) methodology from the Office of Government Commerce and offer a critical review of its strengths and where it leaves Programme Managers to find other sources of advice. Kevin is an accredited Change Manager and Programme Manager who knows first hand how hard it can be to apply theory to real life situations. He brings his insights into what it really takes to succeed in business transformation.
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Project Challenge Expo 2006

	Bid Management at Project Challenge - Why? Chris Weatherstone CEO and Steve Wickham, Director and Senior Consultant WPM Group Ltd. Projects run themselves as we all know, but successful projects do not happen on their own they have to be planned in detail from Day one before you have sold the solution. Here is one approach that has removed much of the risk from a sale by putting the planning elements of the project into the bid arena. Sell not by solution design but by project deliverable. Now who feels more confident? Both you and your client. Back to Top
	CASE STUDY - Delivering new IT Projects and Services at Stoke City Council, planning on the back of a fag packet Steve Boronski, Corporate IT Programme Manager - Stoke City Council A look at how projects delivering new services, can be managed to ensure they are supportable throughout the product lifecycle. Stoke City Council's IT service has gone through a major re-structure to place the customer at the forefront of our actions. New projects and services, including major changes are now delivered by a team of dedicated project managers using a repeatable process for IT Project Management. The presentation will discuss how we achieved a process that enables support staff to remain involved and happy to accept new products as they are delivered, on time, on budget and at the right. Back to Top
	Communicating complex projects: How do you get 50,000 people on the same page? Ellen Coomber, Senior Consultant - Project Management, Cognac Large projects involve tens or hundreds of people - but can impact thousands. Communication is one of the biggest causes of project failure - but with deadlines looming, the important risks being overtaken by the urgent. How do you communicate a complex situation, strategy or initiative in a way that engages and inspires? Discover what Cognac have learnt from communicating projects to audiences from 200 to 2 million people in this practical seminar. Back to Top
	Deploying the Microsoft Enterprise Project Management Solution - What you need to know before you start! Paul Major – Director, Program Framework We are all familiar with Microsoft Project and are used to asking our IS teams to install Microsoft technologies, so why should the Microsoft EPM Solution be any different? Well, the clue is in the name! Microsoft’s EPM solution is just that, a solution to the business problem of managing complex change’s with multiple projects, stakeholders and resources in a “joined up”, accessible way. It really does provide some great benefits but, like all good “projects”, requires some up front effort to ensure it delivers to these expectations. If you are considering using or deploying Microsoft Project Server or the complete EPM solution then it would helpful to understand a few ground rules before you start, right? In this session we will highlight some of the main bear traps to avoid when deploying an MS EPM solution and discuss how to approach deployment from a business driven, rather than technical viewpoint. This seminar will focus solely on the practical aspects of successfully deploying an EPM solution be it based on Microsoft’s Project 2003 solution or the forthcoming release of Project 2007 and is not intended to address technical issues or be a product sales demo! Back to Top
	Difficult? - Absolutely. Challenging? - Definitely. Achievable? - Certainly, but only with determination. Nicki Czerska, Programme Manager from Capgemini – ASPIRE Not every change is welcomed with open arms. Sometimes people need convincing that it will deliver something better than they already have. Was suggesting implementing an Enterprise Project Management system too bold a concept for people to buy into? According to one famous crooner “I did what I had to do and saw it through without exemption. I planned each charted course; each careful step along the byway," Here's how you too can change people views to see that it isn't "My Way" (or "Their Way")... it is more, much more than that. It is ... "OUR Way". Back to Top
	Embedding Benefit Realisation Management – Friends Provident's experiences Ann Watts, Benefit Realisation Development Manager, Friends Provident Beyond the point of establishing robust processes for identifying and measuring benefits there still remains the uphill struggle to secure accountability for the management of time, cost and quality of the realisation of benefits throughout the lifecycle of a project, and beyond. The 'softer' issues relating to impacts on culture and behaviours tend to be either an afterthought or not considered at all. Through adopting a robust benefits management framework FP has made major progress not only by changing internal processes but also by making benefit realisation an integral part of their culture and future growth strategy. Ann Watts, Benefit Realisation Development Manager, will talk about her experiences of the realities and pitfalls of embedding Benefit Realisation Management, the progress that FP has made since adopting the initial approach, and the impacts on culture and behaviours that she has so far seen. Back to Top
	Enterprise Project Management in Yorkshire Water’s IT Department – supporting the company vision to be ‘clearly the best’ Pearl Murphy, IT Programme Manager, Yorkshire Water Yorkshire Water has won the Best Utility Award at the Utility Industry Achievement Awards for the last two years, and has a stated vision to be ‘clearly the best water company in the UK’. It has implemented award winning IT systems and is continually looking to improve the delivery of its IT projects. To assist in this, Microsoft’s Enterprise Project Management Software was implemented. This seminar will cover the areas where this has helped …. and also some of the areas where it has not (yet!) been as successful as we had hoped. Back to Top
	EPM and Media – Successful Programme Management at Red Bee Media (formerly BBC Broadcast) Mrinal Husain, Project Manager for Operational Development, Red Bee Media and Carl Dalby, Media Unit Manager, Pcubed Red Bee Media needed a cross business function EPM solution and selected Pcubed to successfully deliver a full cross team solution based on Microsoft products. The solution covers business development through to operations; the benefits to Red Bee Media have been immense. This session will give you a heads up of how EPM can really work in the creative and challenging world of media broadcasting. Back to Top
	EPM and Media – Successful Programme Management at Red Bee Media (formerly BBC Broadcast) Mrinal Husain, Project Manager for Operational Development, Red Bee Media and Carl Dalby, Media Unit Manager, Pcubed Red Bee Media needed a cross business function EPM solution and selected Pcubed to successfully deliver a full cross team solution based on Microsoft products. The solution covers business development through to operations; the benefits to Red Bee Media have been immense. This session will give you a heads up of how EPM can really work in the creative and challenging world of media broadcasting. Back to Top
	Forensic project management Dr Christopher Worsley, CEO of CITI Group Forensic project management is the process of revealing the sources of poor project performance. It identifies both the immediate cause as well as the predisposing causes of failure, with a view to eliminating the source. Repetition is the most wasteful and corrosive type of failure. The forensic approach dissects the project in a manner that analyses the factors that led to morbidity and, where rescue is possible, recommends direct actions to rectify or avoid the problem manifesting itself again. Back to Top
	Implementing Agile Techniques in the Real World Guy Nelson, Quality Manager, Fidelity Investments Systems and Peter Measey, Director, Radtac Ltd The Information Technology Project Management community have been using agile delivery approaches since the mid 1990s. Agile delivery approaches have been specifically designed to operate effectively in environments where a high level of change volatility and a low level of requirements understanding is likely to be the case. Agile has shown significant success (200% + improvements in productivity) in the software industry. The presentation will discuss the theory of pragmatic agile, how to make agile work in the real world, and visit some private and public sector case studies where the approach has been used with great success. Back to Top
	Lambeth Gun Crime Programme – the first integrated programme of its kind Colin Kennedy – Metropolitan Police Service and Donnie MacNicol, Director, Team Animation Ltd By focusing on people, providing motivational leadership and applying the fundamental principles of project and programme management, the team is delivering an inspirational cross-cutting prevention, enforcement and rehabilitation programme. This is the result of uncompromising collaboration between statutory stakeholders within the law-enforcement and local government domain and the local community. What makes this programme unique is how it defies traditional demarcation of responsibility, mobilises the community and leads to an unprecedented level of information sharing. You will learn how this was achieved together with lessons learned. Back to Top
	Managing for business outcomes, not project delivery Tim Burfoot, Managing Director, Teasel Performance Management The last five years has seen significant growth in the availability of software tools to support project and programme management. At the same time, an increasing number of organisations have developed or adopted structured project management methodologies. Nevertheless there continues to be widespread concern about the number of projects that fail completely, or fall short of delivering their intended benefits. In this presentation, Tim Burfoot will take a critical look at the project lifecycle and explore the management information needed to support a project or programme portfolio across the organisation. He will look in some detail at the critical issue of business capacity and show how the adoption of a Programme Complexity Index can support decision-making and provide the basis for more business-focused management information; adding value to business managers as well as project specialists. He will support the conclusions with case studies from a cross-section of industries and project types, from relatively simple implementations to complex, multi-layered programmes. Back to Top
	Powering the Big Apple: Getting it right First Time Steve Rist, Technology Practice Leader, PIPC It is well known that up to 80% of Mergers and Aquisitions don't deliver the benefits that were expected. Would you like to know the secret of the other 20%? PIPC has delivered a series of successful programmes from New Zealand to New York in a variety of industries, culminating in a recent $1bn acquisition. In session Steve Rist will talk about the skills required to manage such successsful ventures and how the investment targets were met. Back to Top
	Programme Management for Nuclear Decommissioning in the UK Neil Stenstrom, Senior Project Controls Manager, Nuclear Decommissioning Authority An introduction to the NDA and the challenges that this relatively new organisation is facing as it develops its plans and strategies for decommissions the 20 civil nuclear sites in the UK. It then discusses the developments the NDA is making towards programme/portfolio management and the measures it is introducing to improve performance delivery through incentivisation of its current contractors. Back to Top
	Refreshing OGC's PRINCE2™ , Managing Successful Programmes and Management of Risk ® Peter Johnson - Assistant Director - Knowledge Innovation Standards and Skills Division, Office of Government Commerce M_o_R and MSP are currently being reviewed – to be followed shortly by PRINCE2. Find out more about the revision of these highly-valued methods and how OGC has established commercial partnerships to grow their usage in both public and private sectors around the world. Learn more about how the methods can be successfully tailored and the benefits that can be achieved from implementation, through a new collection of case studies. Back to Top
	Right people, right project – harnessing the X-factor! Nick Fewings, Director, The Colour Works 70% of projects fail to achieve there desired goals and 3 of the top reasons relate to people. In this interactive, colourful and memorable presentation find out why this occurs. Whether the changes being implemented are organisational, procedural or driven by new technology, success is largely dependant on your leadership style, harnessing the skills of your project team and effectively engaging with those affected by the changes being implemented. Nick Fewings whose background has included senior change management roles in Barclays will open your eyes to the potential that lies within you and your team to ensure your project is not one of the statistics. This session will draw on Nick’s experience of leading change which has impacted up to 5,000 people combined with his knowledge of behavioural psychology. Back to Top
	The Challenge – You have the tools, techniques an plans, now how will you ensure success? Surj Bami, MD, Head of Business Development, Atkins Management Consultants Yes you may have the techniques, the structure and all the planning skills you'll ever need - but how is your programme, project or any assignment going to achieve results ? You can manage all the risks & benefits, put mitigation in place and have a fantastic reporting set up - but still so many fail to achieve. So what's missing ? The secret is not in project techniques or the number of tools, but getting people to work with you. The level of collaboration DIRECTLY influencing your chances of success. This seminar will give you a practical, proven, ready-to-use ways to ensure stakeholders, clients and your team work together to guarantee successful outcomes. If you would like a copy of the slides for this presentation please email Surj Bami at surj.bami@atkinsglobal.com Back to Top
	The Data Hut© Project: The Alternative to Outsourcing and Offshoring John Beckford, Integra Management Systems and James Robbins, Director of Improvement and Information Systems at Arena Housing Association Faced with the need to continuously improve Customer Service whilst simultaneously reducing operating costs, Arena Housing working with Integra Management Systems Limited developed the concept of the 'Data Hut ©'. A breakthrough innovation in administrative process management. A demanding reduction of £1m per annum (around 30% of the relevant budget) is being delivered whilst at the same time enabling customers and staff faster and more accurate access to key information. This talk will introduce the concept of the 'Data Hut©' and outline the journey to delivery - warts and all. Back to Top
	The Mobile Project Manager Challenge Paul Morrissey, MD, Tubedale Communications, Michael Wignall, Head of Software Services ,Tubedale Communications, Angela Harvey, Product Manager M2M – Orange Business Services Managing heterogeneous, geographically dispersed projects, whist maintaining centralised control and a consistent process and methodology is a challenging exercise. The solution is to have a distributed and mobile project management workforce able to travel where needed and work remotely using a centralised Enterprise Project Management system. Discover how Tubedale Communications Ltd, a Microsoft Gold Certified partner, are implementing just such a solution with Orange as a project partner. Back to Top
	Why can’t we practice what we preach? Adrian Dooley, Managing Director, The Projects Group plc. 50 years of fads and fashions don’t seem to have made a great deal of difference to our ability to manage projects and programmes efficiently. Every decade has its landmark disaster projects with Wembley Stadium and Connecting for Health just being the latest examples. So what’s the secret to getting projects to deliver consistently in an organisational context? Are we just refusing to see the solution that is under our noses? Could it be as simple as taking our own medicine? This interactive session will seek to get the audience to identify the solutions to some age-old problems. Back to Top

Project Challenge Spring Show 2006

	Benefits of Project and Portfolio Management within the Telecommunications industry Jim Robinson - Head of Programme Delivery, Virgin Mobile Jim Robinson - Head of programme delivery - Virgin Mobile will be illustrating just how important PPM is within a competitive telecommunication company in ensuring that they stay ahead of the competition each day and have a return from their investment from doing so. Secondly this presentation will identify why PPM should roll across the business and not just the IT discipline. The flow of the presentation will go through - Why PPM? -How did Virgin Mobile justify the investment- Why Atlantic Global? - Best Practise PPM - Benefits. Jim will also be drawing from his previous role at LogicaCMG where he managed the programme and project delivery and in turn communicate return from the investment. Back to Top
	Building A Project Capability In An Operational Organisation Richard Copley, Strategic Solutions Director, Homeloan Management Ltd This presentation will focus on how we have addressed the challenges that faced our company, that was largely operational in nature, and hugely successful at it, but starting to face a number of competing requirements to do bigger and harder projects, both for ourselves, and for our clients. The presentation will cover: The emerging requirements for project capabilities; The project management framework; The project methods and techniques; (Prioritisation, Management, Benefits Realisation) The toolset; Standards and guidelines; The Implementation journey; Learning as we go. Back to Top
	Controlling Projects and Portfolios – Command and Control Dr Christopher Worsley, CEO, CITI Group What does it mean to control a project? Monitoring and control are usually linked together, yet they demand different skills. There are text books on monitoring – but on control – making things happen rather than watching it go on – there is very little for the practising project manager to turn to. In this session the differences between command and control, techniques and principles of control in projects and the impact of inappropriate controls are examined. For the first time a model for assessing the effectiveness of a control input on a project is unveiled. Back to Top
	Delivering both Automation & Business Value – PPM in the Real world Neville Rhodes - Delivery Services Director – BearingPoint UK IT Directors and CIO’s are concerned about aligning project output to meet the demands of the business. The buzz around IT Governance, running IT like a business, and business alignment is all very well, but all too often the people responsible for running the projects and portfolios, managing the resources, are not involved effectively. BearingPoint has been helping customers reduce the complexity and will share key aspects of this pragmatic approach. Back to Top
	Deploying a Microsoft EPM solution – what you should know before you start! Paul Major – Director, Program Framework Microsoft’s Enterprise Project Management solution is gaining a rapidly increasing following in organisations both large and small, but what are the real issues involved in deploying it? After all it is “Microsoft” so surely all you need to do is install a few CD’s and away you go! In this session Paul will highlight some of the main bear traps to avoid when deploying an MS EPM solution and discuss how to approach deployment from a business driven, rather than technical viewpoint. Building on Paul’s seminars at previous Project Challenge’s on subjects such as “Turning Strategy into Action” and “Delivering Strategic Change” this seminar will focus solely on the practical aspects of successfully deploying an EPM solution and is not intended to address technical issues or be a product sales demo! Back to Top
	Leading Projects – Colourfully Nick Fewings, Director, The Colour Works (formerly Change Director, Finance, Barclays) 70% of projects fail to achieve their desired goals and 3 of the top reasons relate to people. In this interactive, colourful and memorable presentation find out why this occurs. Whether the changes being implemented are organisational, procedural or driven by new technology, success is largely dependant on your leadership style and harnessing the skills of your project team. Nick Fewings, whose background has included senior change management roles at Barclays and the provision of change management consultancy in global organisations will open your eyes to the potential that lives within you and your team to ensure your project is not one of the statistics. Back to Top
	Look into the 'I': Realising the Potential of IT/IS Projects John Beckford, Managing Director of Integra Management Systems Limited In this presentation John Beckford will explore how to fully realise the benefits of IT/IS projects by encouraging focus on the 'Information' aspect rather than the commonly dominant enabling 'technology' or 'software'. Illustrating his talk with examples from industries including rail, healthcare, manufacturing and banking, John will outline the critical insights and offer guidelines for success. Back to Top
	Maximising the Value of IT Post-Installation David Miller, Managing Director of Changefirst IT projects fail when organisations concentrate on the technical issues and treat employees as an afterthought. This seminar will show how to ensure success in IT-driven change. It will highlight the typical priorities in IT change - and why they are wrong; the conflicts of interests which can arise in change management; how to create and support internal change champions and how to evaluate the effectiveness of IT change. Back to Top
	Next Generation Project Management *Bob Owen, Senior Researcher, Salford Centre for Research & Innovation (RAE 6)** Agile development and lean production are beginning to offer the possibility of more reliable delivery of complex projects. Merging of developments in process thinking in the automotive, construction and information systems industries promises improved profits and reputations during project delivery, together with strategic business growth through trust emergence. However, significant changes are called for in management structures, practices and, above all, philosophy; these must be perceived as opportunities rather than threats. The presentation will cover: A summary of some causes of project failure; The nature of Agility; Agile benefits and barriers; Real world successes; Management fears and opportunities; Long-term benefits of philosophical change. Back to Top
	Pharmaceutical Project Management Development Haydn Pike – Operations Programme Manager, Norgine and Adrian Tillin – Head of Business Development, PMProfessional Learning Using Norgine’s recently established project management development strategy as a case study, the speakers intend to develop delegate’s thinking about how the implementation of improved pharmaceutical project management capability can deliver better business results. Key messages will include: The case for structured project management capability development; Strategy components (people, processes, tools); Benchmarking existing capability; The role of project management qualifications; Delivering the strategy Back to Top
	Portfolio Alignment, Governance and the PMO Gunes Sahillioglu, Chief Executive, Excellix Clarity and visibility on project investment decisions are the cornerstones of an improved maturity. Visibility means manageability. Clarity supports accountability. The alignment of the portfolio with the strategic objectives of the organisation provides a strong sense of direction and purpose for the project teams. They start to engage the business teams at a higher level. The Governance improves with Maturity. What is the role of the PMO in this transformation? Should the PMO move its boundaries to become more influential and more visible to the business? Back to Top
	Pragmatic Agile David Hicks, CEO, Radtac Ltd and Martin Freeman, Product Manager, Profund This presentation discusses the key concepts of ‘Agile’ and relates it to the Project Management community. The Information Technology Project Management community have been using agile delivery approaches since the mid 1990s. Agile delivery approaches have been specifically designed to operate effectively in environments where a high level of change volatility and a low level of requirements understanding is likely to be the case. Agile has shown significant success (200% + improvements in productivity) in the software industry, however there have been concerns over it’s applicability across the organisation, the perception is that agile may be good for small non complex projects but cannot be used across a project, programme or organisation. ‘Pragmatic agile’ addresses these issues and integrates together the leading agile approaches into an organisations corporate structures and within the chosen programme and project management methods / frameworks. This means that agile approaches can be used within any project, business or IT related. The presentation will discuss the theory of pragmatic agile and visit some private and public sector case studies where the approach has been used with great success. Email - enquiries@radtac.co.uk if you would like a copy of the presentation. Back to Top
	Process Quantification in the 21st Century Robin Courtney Bennett ACIS, Measurement Systems Manager, Lloyds TSB Registrars and James Wiggins FMS MCMI Euro IE, Managing Director, IMT Ltd Robin Courtney Bennett has been responsible for the design and build of a £650k Activity Performance Management project within Lloyds TSB Registrars and his presentation will relate to the way in which it uses Predetermined Time Data to measure productivity and to support resource planning. He will also discuss the way that the data is used to evaluate the resource impact of proposed process improvements. Jim Wiggins will support Robin's presentation with case study data relating to the impact of predetermined times on the decision making processes associated with resource management. Back to Top
	Programme and Project Management in a Matrix Organisation Paul Ford, Head of Strategy Implementation, EMEA Regional Management, Credit Suisse This presentation outlines the challenges of delivering major programmes and projects in a large and complex organisation with a matrix organisation structure. Highlights the importance of strategic alignment, sponsorship, governance, methodology and independence of the programme or project manager in successful implementations. Evaluates the criteria for success and the challenges of clear accountability and measuring bottom line success. Back to Top
	Realising benefits from change in a fluctuating environment Supt Julian Eales, Head of Custody, Cambridgeshire Constabulary This presentation will discuss some of the changes happening in a UK Police Force. Focus will be on the introduction of new IT systems to improve criminal justice processes and the challenge of realising benefits in a complex and changing environment. The background to the changes will be outlined together with a personal account from a Project Manager of how business benefits realisation work is being introduced and the support given by the Home Office and consultants from SIGMA. Back to Top
	The E-trolley - A case study of best in class project management Geoff Reiss, Chairman of ProgM ,Specific Interest Group in Programme Management The e-trolley is a project featured in Reiss’s book ‘One Project Too Many’. The scene is set in a supermarket where a new programme will install electronically enhanced trolleys – trolleys that scan and weigh goods before the shopper arrives at the check out therefore making check out quick and easy. Anna Keay is given the role of managing the initial discovery project, a pilot to test the ideas out in six selected stores. This case study is simple so everyone can quickly grasp it; complex enough to make the worked examples real; realistic enough to bring out many of the issues facing project managers in the real world and light enough to be entertaining. With the help of the Project Support Office Anna produces all the key documents that every good project should have including: Programme definition; Benefits breakdown structure; High level flow diagram; Work breakdown diagram; Critical Path diagram & barchart; Budget; Initial risk register The presentation outlines the successes and failures of this ‘best practice’ example of programme and project documentation. Delegates are given access to all worked examples supporting documentation. Back to Top
	The Good, The Bad and The Ugly Mark Dickson, Programme Director of Change Resource Ltd When you are in a pub with your mates, can you tell them what you do in less than five hours? Thought not …… project management has become a complex beast, with more people involved, needing more skills, and more requirements than you can shake a stick at. In this session Mark Dickson drawing on his considerable experience examines the questions. So what exactly is a project manager? And what exactly does everyone else do? Back to Top
	The Manchester Method - a standard approach to Project Management Kevin Fletcher, Strategic Planner, Manchester City Council Manchester City Council has formulated a four-phase strategy based to implement generic project management across the whole authority. The session will explain why and how Manchester adopted the strategy it has and its progress to date. The session also highlights some of the successes, obstacles and issues associated with a culture change in a public sector organisation of this size. Back to Top
	Trails, Tribulations and Business Benefits of Implementing PRINCE2 in a Local Authority Mark Harwood, Business Change and Best Practice Manager, Cheshire County Council This presentation gives participants a detailed insight into the trials and tribulations of implementing PRINCE2 into a Local Authority. A "warts and all" analysis of: how it was done, what the key risks and issues were, and how PRINCE2 has helped to deliver some of the key projects. Back to Top
	Using the Portfolio, Programme and Project Management Maturity Model (P3M3) to drive change capability and delivery at Barclays Chris Venning, Head of Change Governance, Barclays Many organisations are adopting “proven” approaches such as PRINCE2 and MSP to managing major change, and using a maturity models to build both their capability and capacity. They are hoping that the combination of proven change disciplines and a controlled evolution will give them less confusion, fewer problems and greater success. This presentation will look at how we are doing this for Barclays’ £800m annual change spend, using the OGC’s P3M3 across portfolios, programmes and projects of change. The presentation will cover: The principles adopted in using P3M3 to drive capability;Assimilating it with the financial control mechanisms of the organisation;Embedding it within the social norms of the organisation; With the following main sections: 1.Background – The Change Governance Framework 2.Linking change maturity and reporting & control 3.Using the OGC’s P3M3 as the framework to drive change evolution. Back to Top

Project Challenge Expo 2005

	An insight into some of the OGC products and services for the wider public sector John Oughton, CEO, Office of Government Commerce Since April OGC has been working with the whole of the public sector as a catalyst to improve success from programmes and projects. It has challenging new efficiency and value for money targets founded on new broadening of its remit beyond central civil government. Many of OGC’s products and services are already being exploited throughout the public sector. This presentation looks at how they are being championed and extended into the vast public sector. Back to Top
	“The Soft Stuff is the Hard Stuff”, Michael Hammer. Julia Wall, Consultant, Sigma One big leap for organisations in managing significant change comes in recognising that activities which they’ve regarded as projects are in fact programmes. In making that recognition words such as ‘stakeholder management’ & ‘cultural change’ start to figure as highly visible but largely formless activities. Julia Wall reflects on some personal observations and learnings from taking BRM into diverse organisations. She suggests some simple guidelines to translate the words ‘stakeholder’ and ‘culture’ from ‘black art’ into workable mechanisms for making things happen. Making the ‘soft stuff’ more tangible makes it more manageable and ultimately delivers measurable benefits from change. Back to Top
	Building Moving Castles – Delivering Profits from Programmes of Projects in a Changing World Dr Eddie Obeng, CEO Pentacle Consulting The presentation will explain: Why Delivering Programmes and Projects is difficult and often fails How to make strategy ‘real’ through programmes How to make projects perfect How to make money rather than lose it How to learn new skills, tools and techniques to do all this AND put them into practice! Back to Top
	Building the intelligent PMO Jonathan Ward, Group Chief Executive, Severn Consulting This paper analyses some of the current business trends and identifies how these can be responded to by the application of modern techniques and technology. The paper discusses the components of an intelligent PMO. How this differs from the more traditional approaches. This presentation will identify the key benefits from deploying this type of function in an organisation, and will present a cost benefit analysis and an approach to implementation Back to Top
	Crafting Leaders Dr Christopher Worsley, CEO. CITI Group So what does it take to be a complete project manager? It's easy enough to recognise one. Things happen around them. They are in touch and in control. The sense of purpose and achievement is palpable. But how do we create them? Do we wait to see if they'll become good on their own or watch sadly while their project drifts into failure a day at a time? This session discusses what makes a project leader. Topics covered included: Leadership versus management - roles and significance in governance structures Leadership in change environments Leading projects vs. leading programmes - what's the difference? Personal profiles of good project managers and good programme managers Results and interpretations from major organisations in financial / defence and information technology sectors Back to Top
	Delivering Strategic Change - are you in control Paul Major, MANAGEMENT FRAMEWORK In a world where 'short termism' dominates, do we have the skills and solutions available to deliver long term performance gains through deploying strategic change successfully? We will outline two different approaches an organisation can take to successfully implement change using the frameworks that are available Back to Top
	Drinking from The Poisoned Chalice - Rescuing a Failed Project Prof John Beckford, Managing Director, Integra Management Systems Ltd, Director, Teasel Performance Management, Consultant Telos Partners, visiting Professor Liverpool, John Moores University Illustrating his talk with examples from industries including rail, healthcare, manufacturing and banking, John will set out to explore the key reasons why projects fail. Drawing on experience, particularly in rescuing failing Information Systems Implementation projects, John will outline the key lessons learned and offer rules and guidelines for project managers. Back to Top
	Effective Business Control and Governance and why it is important for Programmes and Programme Managers Niresh Rajah, Programme Manager, Programme Risk & Control Services, Ernst & Young LLP Increasing accountability is being placed on Senior Executives (CEO's, CFO's, CIO's) by shareholders and through legislation to demonstrate that they are exercising sufficient control over their organisation and over expensive investments (projects and programmes). The session will discuss why there is greater emphasis now on demonstrating good control and governance and how this could impact programme managers. This session will explore: Why is business control important and why now? The impact that good internal financial control (i.e. sarbanes oxley legislation) has had in changing the mindset of senior executives to achieving better overall business controls. Forthcoming European and UK good practice in the governance arena (Operating Financial Review, EU Directives and Turnbull. What are the benefits of effective business control and why is it important for programme managers? What could good control and governance look like for programmes in terms of the Environment, Framework, Processes and Governance. How can Programme Managers and PMO's provide assurance to Senior Stakeholders that there are effective business control over programmes Back to Top
	Get to rely on your people - how to build a reliable and creative project team Martin Price, Director of Programmes for PMI’s UK Chapter, Founder PM Select, John Algar, Director Project Management Track, Cranfield School of Management's MBA A project team is engaged on a unique, uncertain, demanding and important quest. The quality of engagement between the key project players has a direct bearing on business success. Certainly, there is now less room for error and more room for candour, a meeting of minds, wisdom, pace and robust innovation. The so-called ‘soft skills’ solution is not enough. Recent research now offers us a new understanding of how to build team engagement and rapport – an essential foundation for project success. We will describe how project teams can now substantially raise their game - and their project’s reliability. Among other issues, we will address community of practice, appreciative enquiry and coaching and present a fresh approach to achieving the personal learning and the involvement needed of project players in building what has become known as ‘The Single Minded Project’. Back to Top
	Getting the organisational aspects right to excel at project delivery Anthony Brenninkmeijer, Senior Consultant, PriceWaterhouseCoopers More than half of the project failures are related to organisational aspects most of the times outside the control of the project managers. Organisational elements such as structure, accountability, programme management office, staff development and certification are some topics that will be illustrated during this presentation. Back to Top
	Going Dutch! David Roberts - Managing Director - CUPE Ltd and Catherine Gulliver - Programme Manager , Sales & Marketing DHL Benelux. DHL (Benelux) finds itself in a very competitive sector, where customers demand ever increasing service-levels to support their products in markets across continents. Time pressure to deliver is immense. A large number of projects are created to satisfy every new customer requirement. There is also a need to integrate the legacy companies and systems and contribute to the emerging European network, within a rapidly expanding global organisation. Discover how DHL(Benelux) successfully implemented PRINCE2™ to improve project productivity and delivery for customers and DHL will always be building an organization which fits best to our customer’s requirements, in its rapidly changing business environment. No pain, no gain! Back to Top
	How to get Finance to pay for the Implementation Party Eileen J Roden, EMEA IT Programme Office Manager, Cadbury Schweppes A key component of Project Management is financial management. However, within organisations, the financial systems and processes are often separate from those of project management. Cadbury Schweppes IT have, over the past year, implemented a Microsoft EPM based solution in all three of its' major global regions. The deployment in EMEA coincided with a major rollout of SAP. This presentation looks at how the EMEA PMO crafted a combined solution that has significantly improved the financial control and visibility of all IT projects and has provided an integrated set of processes to the benefit of both areas. Back to Top
	Implementing PRINCE2 and best practice at Rabobank Amanda Comber, London Programme Office Manager, Rabobank International Over the last 2-3 years Rabobank International have been implementing Best Practice project management based on PRINCE2 in London and Utrecht. The differences in culture between London and Utrecht have made the implementation an interesting one to be involved with. A number of training and consultancy events, including PRINCE2 Foundation & Practitioner, Boardroom Briefing and Practical PRINCE2 have been completed. Amanda Comber of Rabobank has been heavily involved with the implementation and training. She will present a number of topics including: Why Prince Evolution not Revolution Approach: Top Down or Bottom Up? Engaging Senior Management Learning the theory – Addressing the practical Back to Top
	Introducing Project Management Best Practice into Cable & Wireless using a Maturity Model Approach Joanna Beadsley, Delivery Programme Manager, Cable and Wireless, Sue Vowler, Consultancy Director, Provek This presentation will give a background to the OGC Project Management Maturity Models and an outline of the Cable & Wireless ‘Best Practice’ project, which was the ‘Get Well’ plan using the Maturity Model approach. This session provides an insight into the lessons learned and will prove an informative and entertaining presentation. Back to Top
	Managing the Complexity of Critical Programmes John Caswell, Vice President, Gartner Consulting The increasing complexity of IT projects is driving an increase in the importance of program management disciplines. Join us in a discussion on how Gartner recommends that organisations should manage these issues. Topics covered include: Program Management Offices Independent Oversight Project Assessments Back to Top
	Maximising Programme Success Steve Clarke, Director, Steve Clarke Consultancy The Wholemind approach is the first comprehensive approach on how to really succeed at programmes of change. It makes the connection between our day-to-day behaviours and the rhetoric of intention, purpose, values, relationships, process, control, scope and performance. It connects the organisational procedure and the personal behaviour. Achieving successful change through programmes is not a mystery. Change is feasible and achievable, and can even be painless. This session will introduce an innovative approach to change programmes and provides generic rules or maxims that apply in all organisational or personal change initiatives. Back to Top
	Microsoft Office Project Standard - Everyone Should Have One! Paul Burgum, Microsoft Have you ever sat at your desk with a list of tasks in front of you, knowing you need to plan more formally & put off by the apparent difficulty of learning a new ‘tool’? If so, you are not alone! If you want to know if you are using the right tools for the job, are concerned by the complexity of project management tools or are a user of a previous version of Project and need to understand the benefits of moving to Project 2003 then this seminar is for you. Back to Top
	Power in the Project Office: How much is Too Much? Rob Norton-Edwards, IT Process Integration Manager, ABN Amro’s Wholesale Banking Division A good PMO can be a blessing; a poor one a bane. Such opinions are frequently based more on acceptance and buy-in than on actual competence and delivery. Too often PMO implementations fail, rejected through perceptions of over-reaching for power and influence. This presentation proposes an evolutionary PMO approach, focussing on two essential elements for affording PMO the right amount of power, for the right purpose, at the right time. Back to Top
	Strategic Alignment : ensuring projects deliver business results Tony Price, Principal Consultant - Technology and Change, FirstConsult Services Limited Any project is only worthwhile if it delivers tangible business results in line with the organisation strategy. The question is, how do you track these results to ensure that the project is truly focussed and successful. We explain, using the unique Athena framework, how you can ensure that your projects and programmes remain on target and deliver the expected results. Back to Top
	Success factors for achieving an organizational view of risk Peter van Dal , Risk Consultant, Strategic Thought Group Plc Based on Strategic Thought's experience, through supporting some of the world's most successful companies in their efforts to implement an organization wide enterprise risk management solution, common themes for a successful implementation have become apparent. This presentation will explore those themes in detail and provide some guidance on what should be considered in gaining an organizational view of risk. Back to Top
	Teamwork: Driving forward the ‘Modernising Government’ agenda Terry Dailey, Programme Director, ODPM programmes, London Borough of Lambeth Lambeth is leading on a wide-ranging change agenda as the Lead Authority for the Capacity Building and Supplier Engagement Programmes. A team of interim managers is working with Lambeth, 100+ other councils, 20+ other public sector agencies and 400+ suppliers to drive forward the modernising government agenda. Led by Terry Daily these high profile change projects have major implications for national and local governance Back to Top
	Ten key areas in the management of projects – lessons from international research and practice Peter W.G. Morris, Professor of Project Management, University College London, Executive Director, Indeco Ltd Peter Morris, winner of the 2005 PMI Research Achievement Award, draws on a life-time of academic research and international consulting to suggest ten key areas in developing, defining and delivering projects and programs. The ability to provide ‘on-time, in-budget, to-scope’ execution delivery is at the heart of project management but, argues Dr. Morris, many of the opportunities for improving value and benefit come in the earlier ‘front end’ stages and the profession of project management has a real contribution to make here too. Peter draws on recent research he has performed for PMI and APM in drawing out the importance of managing strategic, technical, commercial and people factors as well as the more traditional project control skills. Back to Top
	The Project Support Office - Measuring functionality to enable improvement Scott Etherington, Wellingtone Ltd Wellingtone has sponsored Project Management research at Leeds Metropolitan University for a number of years. It is research carried out at the university into the functionality of the PSO (or PMO)that has since been developed further by Wellingtone that forms the background for this seminar. An explanation of the full potential of the PSO will be given, including how leading PSO's should migrate from being passive to active parts of the organisation. Details will be given on how attendees can measure the current functionality of a PSO. Having a detailed measure of current functionality enables organisations to understand where further focused developments or changes should be made to achieve maximum value from a PSO. Back to Top
	Who's Methodology is it anyway? Mark Dickson, Programme Director of Change Resource Ltd for Vodaphone UK What is all the fuss about? A lifecycle is a natural process, and a methodology is a guideline. A project manager is employed to make decisions enabling a successful delivery. Simple. So why is project management made so difficult for project managers? This seminar provides a light hearted but inspiring look at applying common sense to the project management methodology, the principles and techniques a project manager must never forget, and asks the question- 'Who's methodology is it anyway?' Back to Top

Project Challenge Spring Show 2005

	Benefit Realisation Management Gerald Bradley - Chairman, Sigma Actually realising benefits - rather than just using them to justify a project and then forgetting about them - is a key issue today for the majority of private and public organisations. This interactive session will introduce a common sense, practical methodology for Benefit Realisation Management. The methodology integrates closely with many existing approaches to programme and project management and dramatically and demonstrably increases the realisation of benefits from investment in business change at all levels. The seminar will include a preview of the newly-launched ChangeDirector software for Benefits Realisation Management, developed in conjunction with Sigma. Gerald Bradley, Sigma’s Chairman, is one of the leading experts in techniques for avoiding project failure and maximising benefits realisation. He first developed an approach for Benefits Realisation Management in 1986, and this session will include insights from Sigma’s experience of its practical implementation ever since. Back to Top
	Case Study - Establishing a rigorous process for integrated change and benefits management Brian Cowley, Head of Business Change, Friends Provident Life and Pensions The increasing need for organisations to demonstrate realistion of measurable benefits from projects and programmes is well known and much discussed. Yet the reality is that still only a few organisations can claim real experience of tackling the issues that prevent organisations from identifying, managing and measuring benefits effectively. Friends Provident Life and Pensions have made a major investment over the last two years in establishing a rigorous process for integrated change and benefits management. Brian Cowley, Head of Business Change, will talk about his experiences of the realities of implementing Benefit Realisation Management, the strengths and pitfalls of FP's chosen approach, and the benefits that he is beginning to see. Back to Top
	Creating the People Pull for Change Ray Jones, Managing Director, The Best People The change management process enables organisations to effect more rapid, better supported change. By supplementing the accepted change management approach with measurable people dimension processes, corporations can re-define the role of change management as an essential foundation for continued business growth. With the aid of case studies from major UK companies, these studies highlight the effect on business performance by lighting fires under individual and team performance; this talk will help you understand the success factors for positive project deliverables. Back to Top
	Greater Development and Applications of Project Management – Choice and Flexibility Tom Taylor, Chairman, Asssociation for Project Management There has been much progress in the last twenty years in Project Management – tools, skills, capabilities and applications. So what is the future? We certainly need a growing community of people and organisations – some full time, some part time, some occasional – with choice and flexibility on how and when they develop their contributions. Tom Taylor, Chairman of APM and an experienced PM practitioner will explore and explain these issues. Back to Top
	How project methodology aids the successful completion and implementation in practical terms Carol Hulm, Special Projects Manager, British Computer Society This presentation will provide an insight into the following: • Setting and Achieving Milestones (Team work) • Stakeholder engagement and Communication • Selecting Suppliers • Project to Service Transition • SLA Management • Customer Satisfaction Back to Top
	I've got the accreditation, but am I qualified? Dr Christopher Worsley, CEO CITI Group A growing number of organisations require proof of capability before entrusting their programmes and projects to programme and project managers. Most individuals when faced with this need follow an accreditation route based on a flawed understanding of the demands that these roles make. What organisations are really seeking is proof that the selected individuals are ‘safe,’ that they can carry out the role successfully. This session using the findings from a number of major companies as they evaluate the personal profiles of their project and programme managers, unravels some of the issues around what makes a first class programme manager, and why some senior project managers cannot break through the glass ceiling. Back to Top
	Implementing the Project Support Office Ken Cordes, Director FKI Logistex, James Young, Managing Consultant INDECO Following a benchmarking study of its project management capabilities, FK1 Logistex set out to establish a lightweight central Project Support Office to deliver heavyweight step change in the way projects are managed across its organisation. Its programme is enormously challenging. This session presents Logistex’s approach to: Benchmarking its capabilities Developing its implementation strategy and engaging with the operating units to ensure buy-in Recasting of its Stage Gate approach Developing its processes, procedures and competency frameworks As well as its future plans for providing a project control system integrated with processes, procedures and templates. Back to Top
	Improving the Application of Risk Management Karl Davey, ARM Product Manager and Consultant, Strategic Thought Ltd Although Risk Management is now a widely recognised proven technique, many organisations, once they get through the detail still perceive the associated techniques as ‘Black Art’ and struggle to fully implement an effective organisational wide process. This often leads to the organisations employees simply going through the motions rather than allowing the process to form an integral part of their business practices. This seminar presentation highlights how many organisations are going back to the basics, developing more understandable and simple approaches to their risk management methodologies. Based on real examples from organisations currently implementing risk processes and requiring involvement from all hierarchical levels, including Contractors and Customers, this presentation will highlight the techniques and methodologies used to develop a ‘KISS’ approach to risk management with the vision of ensuring an efficient and affective organisational wide risk mature culture. Back to Top
	Maturity – the final solution for project delivery? Adrian Dooley, Managing Director, The Projects Group plc In this presentation, Adrian Dooley, Managing Director of The Projects Group plc will be looking at the application of Maturity Models to Programme and Project Management. He will be addressing questions such as; what is Maturity; is it a workable framework for better project delivery; what models are available; how is assessment done; what results can I expect? In his presentation Adrian will be using real life examples and rigorously examining the value of Maturity Models for project management. Back to Top
	Organisational Transformation: Lessons in Sustainable Success Professor John Beckford, Director Integra Management Systems Ltd, Visiting Professor in Management Cybernetics, Liverpool John Moores University Using case studies drawn from projects in industries as diverse as railway operations, social housing, the NHS and banking. John will explore the key issues that cause projects and processes to fail. Examining project organisations, process design and resource utilisation. John will highlight endemic weaknesses in structures and information systems to suggest critical success factors for developing and sustaining a high performance organisation. Back to Top
	Portfolio Management – The Proving Model Are you expected to deliver project success? Can you define project success? Richard Cleary, Manager Information and Communication, BSkyB, and John Frankland, Business Development Manager, Proving Services Ltd Most of us will focus on delivering project objectives like products or services. However all customers, both internal and external, are interested specifically in the benefits (advantages) these products and services deliver to them. These two dimensions seem to conflict and research originated at Cranfield University on 1200 projects confirms that 78% of projects fail to deliver both successfully. Is your organisation honestly facing up to this challenge? Or are you working in an environment, where business cases are manipulated, where projects are managed in isolation, and real project value to the organisation is not being reliably assessed? Companies no longer want to hide from this reality; they are demanding total visibility for each proposed investment. The Proving Model provides the answers to ensure that you do the right things, at the right time for the right reasons. Back to Top
	PRINCE2 – Embedding the Method Paul Bradley, Director, SPOCE Project Management Limited Firstly the ‘Overview’ which will very quickly touch on what PRINCE2 is, and the main areas of Start Up, Initiation, Authorisation, Managing and Closing. The next part ‘Quick Wins’ will look at the documents within PRINCE2 that can be used straight away, without necessarily being tied to the full blown method. Finally ‘Scaling the Process’ will look at the way organisations can define what level of PRINCE2 is applied to the different types and size of projects that are run. Back to Top
	Project Experience – it’s what you get just after you needed it! David Roberts, Managing Director, Cupe Ltd How can you make sure PRINCE2 will be successfully used, after investing in staff training? Training courses can teach skills and techniques, but can not impart the judgment that comes with experience. Creating a supported learning environment increases project productivity and product delivery. In this session David Roberts, Managing Director of CUPE Limited, explains how to overcome barriers to successful implementation of PRINCE2, based upon his international project management experience. Find out what you need to do next after PRINCE2. Back to Top
	Project Leadership – the success factors Kevin Potts, Managing Director, KSP Development ltd What is project leadership and how does it differ from project management? Learn why leadership needs a unique focus when applied to projects. Understand how to adapt leadership to suite your project and organisation. Learn what it takes to be a high-performance project leader. Back to Top
	Project Management – a missed opportunity in most organisations. Donnie MacNicol, Director, Team Animation Ltd and Chair of the APM Teamwork and Culture group Organisations must do more than provide skills-based training, a methodology and technological tool if they wish to improve their project delivery capability. As project management becomes integral to the way private sector, local and central government deliver their services, Donnie argues that project management must be absorbed into the organisational culture. This will require changes to the structures, processes and individual and collective behaviours within not only existing teams but also HR, Finance and operational functions. Back to Top
	Project management is common sense made difficult Mark Dickson, Programme Director of Change Resource, for Vodafone UK What is all the fuss about? A lifecycle is a natural process, and a methodology is a guideline. A project manager is employed to make decisions enabling a successful delivery. Simple. So why is project management made so difficult for project managers? This seminar provides a light hearted but inspiring look at applying common sense to the project management methodology, the principles and techniques a project manager must never forget, and asks the question - 'who's methodology is it anyway?' Back to Top
	Project Sleepwalk Gunes Sahillioglu, Managing Consultant, Excellix Consulting Projects are usually justified by the benefits of the individual targets. Their cumulative impact is often overlooked. The benefits of calculating the contribution of the project to the strategic objectives of the organisation is generally very revealing. A portfolio analysis is required to stop the sleepwalking. This might come as a bitter pill to project teams but it is a healthy diet for the enterprise as it keeps the project portfolio current and valid. Back to Top
	So where do projects come from Geoff Reiss, Chairman ProgM The programme management special interest group This presentation starts by exposing the way in which most organisations select their projects of change. This is done in an amusing way but relates to a process most people will recognise very clearly. It then backs up the view that projects are badly selected by highlighting the results of Gartner and Forrester research in this area and quoting some case studies. Finally it proposes a best practice process for programme selection summarising the report published by the working group of ProgM, the Programme Management Special Interest Group. Back to Top
	Stakeholder Engagement for Effective IS Project Delivery Adam Canwell, Consultant, Telos Partners After bottoming out IS spend is on the increase again - McKinsey stated in 2004 that half of CEOs and CIOs expect IT expenditure to rise by 11 to 25%. However horror stories of miss-spent investment still abound. Recently Sainsbury's had to write off over half a billion pounds of investment in a supply chain solution. Morgan Stanley has estimated that between 2000 and 2002 companies threw away over $130 billion of their IT capital expenditure This talk offers a framework for effective IS project delivery through stakeholder engagement which overcomes many common failings. The payoff achieved by shifting project focus to delivery of business benefit from delivery of technology is explored and examples provided. Back to Top
	Technology and Organisational Transformation – driving out value Peter Floyd, Principal Change Manager, RWD Technologies A repeating Mantra this year is maximising ROI from IT spend, ensuring business operational effectiveness and aligning the IT strategy to the business strategy. This presentation explores a number of ways in which these two imperatives can be realised. This requires a new look at the organisation – it’s functions, how they work effectively together, how organisational transformation is planned and the impact this will have on the programme structure. Back to Top
	The apparent demise of harder project management skills and techniques Carl Karshagen, Principal Consultant, PMProfessional Learning Ltd Projects are undertaken due to demand for change and in today’s rushed world the nature of project management is evolving and undergoing fairly drastic change in itself. Unfortunately some of the changes are for the worse and do not bode well for reversing the trend of failed projects, nor for enhancing project success. The harder skills of yesteryear have taken a back seat to the soft skills demanded today. This seminar takes a look at this trend and aims to provide a platform for reversing this trend. Back to Top
	The Value of Earned Value David Leach, Senior Consultant, PMIS Consulting More and more organisations are recognising the value of Earned Value in achieving best practice Project Management. But what benefits does implementing an Earned Value Project Management system offer? Drawing on experience from the UK and overseas, this presentation will attempt to describe the obvious and not so obvious benefits of implementing an Earned Value Project Management system. Back to Top
	Tracking Achievement : ensuring projects deliver business results Tony Price ,Principal Consultant – Technology and Change, First Consult Services Ltd Any project is only worthwhile if it delivers tangible business results be they small or large. The question is, how do you track these results to ensure that the project is truly focussed and successful. We explain how you can ensure that your projects and programmes remain on target and deliver the expected results. Back to Top
	Turning Strategy into Action - are you ready for the challenge? Paul Major, Managing Director - MANAGEMENTframework "Even great organisations with the best strategies will become ordinary and loose their competitive advantage if they fail to deliver!" Not for the faint hearted, this seminar will suggest that many organisations have become preoccupied with creating operational efficiency through doing "business as usual" better. By contrast we believe sustainable success is driven by the ability to deliver business critical strategic initiatives more quickly, consistently and predictably than the competition. Drawing on ideas discussed in his forthcoming white paper, Paul will provoke you to think about the capabilities required to deploy your key strategic initiatives and suggests that the skills of enterprise project and program management need to become a boardroom capability not a "business as usual" overhead. Back to Top

Project Challenge Expo 2004

	Bridging the Credibility Gap Barry Muir, Managing Director of Innate Organisations are looking at IT departments to deliver business value. So why are they increasingly turning to vendors and consultants for advice and guidance? What does an IT Director need to do to get the respect of the board, asks Barry Muir, Managing Director of Innate. Back to Top
	BUSINESS PROCESS MANAGEMENT : business performance needs efficient processes Pascal Hureau, Director Market & Business Strategy Consulting, Gartner. This presentation describes why business processes should be managed and how Business Process Analysis, BPM Execution and Business Activity Monitoring are part of comprehensive solutions for more efficient business processes. The presentation explains key challenges such as enterprise agility through more flexible and dynamic processes, the importance of explicit processes or new complementary management attitudes to combine proactive and reactive approaches. Key benefits in terms of process efficiency, cost reduction and productivity enhancements will be explained. Back to Top
	CASE STUDY - Strategic change at Lloyds Steven Haasz, Head of Change Management and Human Resources , Lloyds ( international insurance market) This session will talk about the strategic challenges that Lloyd's has faced in implementing a change programme. It will also outline the challenges that Lloyd's faces in the future. The presentation will cover: An overview of Lloyd's & its recent performance Managing the transition from a traditional 'market' model to a Franchise arrangement The Lloyd's Change Management model Lloyd's future challenges Back to Top
	Embedding Risk Management within an Organisation's Culture Karl Davey, Product Manager Active Risk Manager This presentation will explore the problems faced and the solutions necessary to ensure a ‘Real' and ‘Effective' contribution to the management of risk. Based on real examples from organisations currently implementing risk management and requiring involvement from all levels, directors, team member, contractors and customers, this presentation will highlight the techniques used to gain buy–in and commitment with the vision of moving from a “Name and Blame” to a “Name and Gain” culture. Back to Top
	Enterprise Project Management – An Innovative Approach to Project Prioritisation and Resourcing David Dunning, Director, Corporate project Solutions This session will feature an Enterprise Project management client case study from Eli Lilly and will provide real insights into the methods and strategies used by this organization in tackling their challenges. Back to Top
	From Fiction to Fact : An approach for delivery of realistic project proposals. Professor Chris Edwards MA PhD FCMA FRSA, Chair of Management Information Systems at Cranfield University This presentation will introduce an approach for business case development (termed Casandra) that alleviates many of the issues that arise during project execution and focuses on benefit delivery. The approach has been used in a multitude of organizations with very large projects and programmes. Examples will be shown to demonstrate the approach. Back to Top
	Hot Potatos or how to get a project back on track without burning your hands. Ashley Braganza, Course Director, Cranfield School of Management This presentation will Highlight the reasons why projects go off track. Present you with the ways of linking projects to what people do. Provide you with examples of how other organizations have turned projects around. Back to Top
	How does Project Management contribute to “Running IT as a Business”? Nigel Pullen, Managing Director, Preferred Managed Services, formerly Senior Vice President and General Manager EMEA for J D Edwards. How can IT Programme and Project Management, which focuses primarily on the delivery, timelines and value of individual IT Projects, contribute to the broader strategy of “Running IT as a business? How does Project Management interact with other IT areas, and what is its business influence and value to corporate performance, profitability, stakeholder value and customer service? Back to Top
	Implementing Change Governance in Fast Moving Business Richard Field. CIO, Airtricity, Kevin Deeley-Graham, Director Tapster Rock Increasingly organizations are seeking to improve the quality of their change governance. However the processes, information and behavioral changes required in the organization, and the leadership teams can be difficult to implement, particularly where the organization itself is undergoing rapid change. Airtricity is one of the fastest growing organisations in the green energy sector and has addressed many of these challenges in addressing an agenda of global expansion, deregulation and organizational change. Back to Top
	ITIL Overview Harpreet Virdee, Principal Consultant, Pink Roccade This session examines ITIL and provides an overview on where ITIL is relevant to today's challenges, how it can be applied to meet those challenges, and what are the benefits. This session will use a case study appraisal. Back to Top
	Managing the Risk in Research Jo Macdonald, Corporate Risk Advisor QintiQ, and Paul Naybour, Managing Consultant P. M. Professional Learning High technology research projects are about taking a controlled risk. Organisations can innovate without taking a risk and research is all about innovation. QinetiQ are using risk management to create a risk seeking culture in which risk is seen as an opportunity to be managed. An active approach to risk management means that with an understanding of the risks involved, high risk projects can deliver high levels of innovation. Back to Top
	Methods and Madness – A lesson in integrating Prince 2 and the PMBOK Key: Exploiting benefits greater than the sum of the parts James Booth, Parity Training This briefing demystifies the myth around the mutual exclusiveness of Prince2 with the Project Management Institutes PMBOK 2000. It will discuss the compatibility and integration of a best practice framework with the world's largest industry body on ‘how to' project management, and give insights into organisations that are doing this and the benefits they can harvest. Back to Top
	Portfolio Management : Maximising the numbers Dr Christopher Worsley, CEO of CITI Group Portfolio management is emerging as a major responsibility for senior managers in many companies. Most are treating it as an exercise in balancing resource demands. The successful few have addressed the real problem – obtaining the best risk- adjusted value from constrained resources. This session explores what ‘good looks like' and indicates what you can do to achieve it. Back to Top
	PRINCE 2 AND THE PMO – Three Years On Julie Fabien, Head Programme Management, Visa International, and Paul Bradley. Director, Spoce Project Management Ltd The Prince 2 methodology was implemented in Visa 3 years ago by the Programme Management Office. This presentation will recap the key learning points from the initial implementation as well as the status of today's position, and the plans for the forthcoming year. Back to Top
	PROGRAMME GOVERNANCE – Practical Tips Kevin Potts, Managing Director, KSP Developments Establishing a hierarchy of project and programme boards is easy enough to design in theory, but there are many pitfalls that occur in practice. By learning from others' mistakes and successes, you can quickly understand how to make practical improvements to your programme governance. Back to Top
	Realising Benefits Through Change Gerald Bradley, Chairman, Sigma This interactive session will introduce a common sense, practical methodology for Benefit Realisation Management. The methodology integrates closely with many existing approaches to programme and project management and dramatically and demonstrably increases the realisation of benefits from investment in business change at all levels. Back to Top
	Realising the Potential Professor John Beckford, Director Integra Management Systems Ltd, Visiting Professor in Management Cybernetics, Liverpool John Moores University . John Beckford presents a case-study showing how a coherent understanding of project objectives linked with a robust, dynamic process model enables measurable and sustainable performance improvement to be delivered in any project situation. Using case studies drawn from the National Health Service and paper manufacturing, John demonstrates how to identify and capture effectiveness improvements of more than 30%. Back to Top
	So Where do Projects Come From? Geoff Reiss, Chairman Prog M - the Programme Management special interest group This presentation starts by exposing the way in which most organisations select their projects of change. This is done in an amusing way but relates to a process most people will recognise very clearly. It then backs up the view that projects are badly selected by highlighting the results of Gartner and Forrester research in this area and quoting some case studies. Finally it proposes a best practice process for programme selection summarising the report published by the working group of ProgM, the Programme Management Special Interest Group. Back to Top
	Successful Benefits Realisation from IT Enabled Change Programmes. A case study of investment in clear and detailed requirements. Richard Max-Lino, Chief Executive, Quest4 Consulting Ltd This presentation is based on a case study of a project which formed part of a complex info rmation and knowledge management programme on an international public sector organisation. It involved stakeholders from over 150 countries worldwide, and was conducted during a rapid shift in organisational direction. Combining project management and wider commercial capabilities for the benefit of all stakeholders (including advisors, the client. Better procurement and vendor relationship management) will also be demonstrated. Back to Top
	The benefits of driving best practice across major programmes Steve Bailey, Director, Lockheed Martin and Ian Gotts, CEO, Nimbus £30 million of new business, £5.7million of savings, CMMI level 3 achieved ahead of target. These are just some of the benefits that Lockheed Martin has delivered by changing the organisation's process culture and getting best practice consistently adopted across all its major programmes in both the defence and commercial sectors. The results speak for themselves. But what exactly did Lockheed Martin do, how long did it take, and what was involved? Steve Bailey, Director, Lockheed Martin and Ian Gotts, CEO, Nimbus describe how Lockheed Martin driven major business culture change and have involved the whole company in process improvement. Back to Top
	The Business Value of Enterprise Project Portfolio Management Pascal Hureau. – Director at Gartner, Market and Business Strategy Consulting The presentation will focus on the business value of Enterprise Project Portfolio Management. It will include related issues and challenges, business benefits, risk management and success factors from most recent initiatives. Back to Top
	Turning Strategy into Action: Performance Management in a complex and volatile environment. Commander A J Willis MA, MBA, MCMI Royal Navy With organisations operating in increasingly complex and volatile environments it is essential for Management Boards to offer clear and unambiguous strategic direction. It is also necessary for management to identify and understand what is actually being achieved in their organisation. This seminar offers a practitioners perspective. It examines how strategic use of the balanced scorecard and risk management can assist public and private sector senior boards and their management teams successfully execute resource management, make corporate level decisions and turn their strategy into action. Back to Top
	Understanding the BPM Landscape Mark McGregor, Council Member BPM Group Thinking has changed and new concepts have taken root. These concepts are centred on the recognition that every business is a series of interrelated processes and management of these processes is essential to the ongoing success of business. With the immense interest in BPM that has grown over the last two years, there is inevitably going to be confusion over - What is BPM? Who are the major players in BPM? How is the BPM landscape changing?. This overview will provide insight into what's happening, what to watch out for and how understand where your suppliers are coming from. Back to Top
	WEMBLEY STADIUM – CASE STUDY Michael Cunnah, Chief Executive, Wembley National Stadium What are the issues involved in managing a project with a very high public profile? There is an ever present media interest in Wembley and it has high political importance. This creates a challenge, which is beyond the traditional project management boundaries. Back to Top

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