Seminars Archive

Project Challenge seminars are rapidly gaining a strong reputation. The mix of high calibre speakers, revealing case study presentations and the sharing of practical experience undoubtedly provides significant value for attendees.

We are delighted to present here a FREE pdf archive of all past seminar presentations for visitors to view and download. This service is available to all registered attendees.

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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</

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