Case Studies & Expertise Zone Archive

Case Studies & Expertise Zone Archive

Amey is a diverse business, providing services in virtually all infrastructure environments in the UK and overseas.As one of Network Rail’s largest suppliers, Amey is pursuing an enterprise approach to the management of its complex portfolio of projects and programmes spanning multiple Network Rail routes and involving numerous disciplines.

Organising project plans on this basis allows Primavera P6 dashboard reporting, incorporating bespoke KPIs, which enables executive level focus on critical milestones across the entire portfolio and permits critical specialist resources to be balanced effectively.

Speaker Bio

Richard is an experienced business leader with a passion for customer service. He has a successful track record of building and sustaining significant shares in new and mature markets through a focus on the essential continuum between sales and service delivery. Richard joined Amey in 2011 and previous organisations include Balfour Beatty and CEMEX.

Have you ever been concerned about the loss of knowledge and experience when a senior project or programme manager leaves or retires?

In the world of project and change management, where experience trumps process and judgement makes the difference between a successful initiative and a merely well-run one, promoting the sharing of lessons learned has a tremendous payback. BUT, though widely advocated, the reality is lessons are learned and re-learned project by project and project manager by project manager.

This session involves the participants in establishing what needs to be done to get the value from an organisation’s project history by moving from storing experiences to making a story that changes an organisation’s capability.

Speaker Bio

Christopher has led CITI since 1992, which is now a recognised centre of excellence for pragmatic advice and guidance in managing complex projects and programmes. Working with clients that are key players within their own sectors and are well known outside their sectors, and with academic partners, CITI has established a powerful presence in the market place and a growing credibility for the profession of project management. As CEO he has developed CITI’s capability and capacity to deliver project management expertise in the form of personal development, organisational development, and project and programme delivery.

As a thought leader in how to develop organisations’ capability and capacity to meet their change imperatives, he acts as an advisor and assessor to board members and leaders of significant programmes in the financial, retail, energy, defence and government sectors. Passionate about project management and ‘getting things done’, he is the author of many papers and articles on advanced project management subjects, including benefits realisation and the management of programmes.

His lively and passionate style makes him a popular and regular speaker on project and programme management issues.

Ninth Wave has extensive expertise in supporting project portfolio management.  In this session, Jon will describe and explain the following key aspects of Project Portfolio Management:

  • Achieving strategic alignment
  • Evaluating ‘what if’ scenarios
  • Resourcing the projects portfolio

He will share Ninth Wave’s experience in this area and show some of the tools and techniques that we use to support PPM.

Speaker Bio

Jon is a director of Ninth Wave, a UK-based PPM software and consulting firm. At Ninth Wave, Jon has implemented programme, project and resource management systems for clients in the aerospace & defence, financial services, media and public sectors. Prior to Ninth Wave Jon worked for KPMG Consulting. His roles with KPMG included resource management of the firm’s manufacturing consulting group and management of KPMG’s consulting practice in Kuwait. Jon is a Chartered Engineer and Member of the BCS and IET.

Poor levels of resource utilization can severely impact overall profitability, but sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment.

Drawing on recent experiences with Petrofac, the Oil and Gas facilities provider, and Micron Technology, the custom semiconductor designer, we will see how project and services organizations can strike the right balance.

Speaker Bio

Barry Muir is a director and founder of Innate, the resource management software company. He has more than 20 years’ experience of implementing resource management software to commercial organizations across different market sectors.

CH2MHILL is renowned for supporting some of the UKs most iconic projects such as the Olympics 2012, CrossRail, HS2 and Thames Tideway plus many more globally. When the starting gun fires how do you set up project control that is fit for purpose and its deliverables both understood and welcomed by the client.

With examples from current CH2MHILL projects the speakers will a guide you through dealing with people, tools and process showing how to bring them together in a harmonious and productive manner.

Speaker Bio

Simon Springate has over 35 years’ experience in Planning and for 20 years was the lead across London Underground on Project Controls with particular emphasis on Project Planning and Earned Value Management systems covering over £1B of annual capital investment.

Currently Simon is Head of Project Controls for Europe at CH2MHILL. He joined CH2MHILL in 2014, he led Project Controls development in AngloGold Ashanti (Continental Africa Region) including a spell working directly on a Gold mine in Ghana. Before that it was 2 years in Qatar as Project Controls Director for Qatar Rail Company on a $35B programme to build Qatar’s entire rail infrastructure. Throughout his career Simon has supported the development of the project profession through active membership of the APM and their Special Interest Groups. Outside of the APM he is involved with the PMI, CPM, and Project Benchmarking, he was member of the Henley Knowledge Management forum and ran a Value Management client club.

Recognising that organisations today are constantly challenged to improve the speed, accuracy and agility of IT whilst continuing to manage risks and costs, LV= Liverpool Victoria initiated a project to investigate the potential use of a PPM tool to address this seemingly endless conflict in priorities.

This presentation discusses the journey that LV= Liverpool Victoria took from inception to current day and looks at how focussing on beneficial change principles helped to drive the success of the project.

Speaker Bio

Barry has worked in IT for 22 years, starting as a post-graduate analyst programmer and settling into project management, which he havs done for the last 14 years.  During that time he worked for some major multi-national corporations, such as JP Morgan, Marsh & McLellan and EDS (now HP Consulting).  Having started his IT career with one of their subsidiary companies, Barry returned to LV= Liverpool Victoria six years ago to establish a technical IT project management capability.  In his current role he manages a team of Business Analysts and Project Managers as well as the delivery of portfolio of projects within our IT Change function.  Having implemented Planview at the start of 2014, his current focus is on how LV= Liverpool Victoria can better align investment planning to benefits realisation.

Alan will outline how the growth of Kerridge Commercial Systems necessitated the need for more controlled and visible resource management.  He will discuss the key areas that needed to be addressed the process his team went through to select the software and the benefits identified since go live in 2013.

Speaker Bio

Alan has had 15 years’ experience in software Operations Management.  Alan joined Kerridge Commercial Systems in 2011 as the Chief Operating Officer with the responsibility to ensure the Operations Division continue to provide first class implementation & support services to our customers.

Prior to joining KCS,  Alan spent 4 years at Kewill Systems  as the Vice President Professional Services (Europe) with responsibility for implementation projects across the region.  Prior to Kewill, Alan worked with Infor, MAPICS & Xelus Ltd with a focus on operations delivery. Before moving to the private sector, Alan spent 16 years working for the Ministry of Defence, specialising in logistic & Transport;  roles including a tour onboard RFA Resource which included in-theatre operations during Gulf War 1.  This was followed by 3 year detachment at the British Embassy, Washington DC as part the Trident D5 Ballistic Missile Project Team.

Alan has a Master of Science Degree in Logistics & Supply Chain Management

People Deliver Projects is working with 7 leading organisations on sponsor capability and it is now a major focus of our work. We will share with you what we have found and we will make a case for how to get better sponsorship for your projects.

The session will be creative and with audience participation. Actors will be involved and there may be laughter. We will explain why we believe that sponsors can do the job well, in fact better, given the right support. We will also share how the project manager can make a tangible difference to getting a better sponsor, in what is often a troubled relationship. Why not bring your sponsor along?

Speaker Bio

Andy Taylor runs People Deliver Projects, who helps organisations to deliver projects and change more successfully by focusing on PEOPLE. As a former project manager and stakeholder and sponsor, Andy started People Deliver Projects in 2006 in response to what he saw as a large hole in the project management field, namely People skills, leadership, collaboration and relationships. He has become a specialist in how to make project management work in unreceptive environments and how to bring the best out of project managers, teams, sponsors and stakeholders. The work is always practical, common sense, creative and engaging. Now with a growing business and 80 trusted customers across all sectors, the mission is continuing and more and more organisations are getting the balance right across process and people.

Your project is in trouble, overdue, over budget and issues escalating all around. Do you: request that the Project Manager provide daily situation reports? Demand sun up and sun down calls? Require the preparation of presentations for crisis board meetings? Establish new processes and reports to ensure it never happens again?
All of the above?

Seamus explores the qualities organisations and project managers need that can rescue drowning projects.

Speaker Bio

Risk management and benefits management are undoubtedly essential project and programme management competences that deliver true success. However, their deployment in real-world projects often occurs independently; if at all.

This educational session will explore the interdependent nature of risk and benefits management and demonstrate the significant advantages that can be gained by integrating them. Using mapping techniques, this session will demonstrate how risk management can significantly enable the delivery of project outputs that ultimately contribute to the realisation of benefits for the organisation, through an improved risk/benefits symbiotic relationship. A number of successful examples will be explained during the session.

 

 

Speaker Bio

Bruce is a highly experienced project and programme management professional consultant with an impressive track-record of success at the sharp-end across the capability acquisition, security and IT arenas. Bruce is an active member of the APM South Wales and West of England Branch and an APM Benefits Management SIG member.

William is a highly regarded risk management professional, with 12 years’ experience working across numerous global locations in a diverse range of programmes and businesses. He has advised on risk management initiatives to Defence, Energy, Construction, Oil & Gas and Local Government clients across the globe. He is a Member of the Institute of Risk Management, holds a Distinction in his Risk Management MSc, is PRINCE2 and APMP qualified.

Business priorities have changed. Today’s business leader is focussed on transformational not transactional management. If you want proof just look at the titles of the bestselling management books on Amazon or in the airport shop. Our stakeholder’s priorities have changed yet the project management profession is still
focussed on transactional activities, debating process improvement and project management offices!

The business needs support on turning strategy into action and this session will describe the “why”, the “what” and the “how” of building a strategic transformational delivery capability to do this. In the process you will learn the language that will make you relevant to the CEO of your organisation.

Speaker Bio

Paul Major, industry commentator, has over 20 years’ experience in managing performance and delivering strategic change, primarily in multinational corporations. In roles including Entrepreneur, Programme Leader, Finance Director and Operations Manager he has gained a unique insight into the challenges of creating, delivering and realising sustained benefits from complex organisational change.
Over recent years, Paul has focused on how to enable competitive advantage through effective implementation of portfolio, programme and project process, collaboration and control solutions.
In addition to speaking at international conferences Paul regularly writes thought leadership articles for the industry press. Current topics include the integration of the next generation of employees into the workplace and the use of social media tools to encourage the sharing of knowledge and development of communities of practice.
Before founding Program Framework, Paul worked in a global programme management consultancy with a range of blue chip clients. During this period he led a consulting team in the creation of a joint venture between a global automotive company and one of its major suppliers involving the rapid transition of 2,500 employees. Prior to this, Paul held managerial positions in Finance and Operations with Inchcape PLC, Invicta Sound PLC, Abbott Laboratories Inc and Smiths Industries.
Paul is a Fellow of the Chartered Institute of Management Accountants.

Projects are all about change, that’s a key differentiator from ongoing operations. Projects carry uncertainty and risk and demand a management method to guide them through a controlled, well-managed, visible set of activities to achieve the desired results. Good principles include:

1. Choosing and delivering projects that are aligned with strategy and objectives
2. Making best use of available resources by applying them to the highest priority projects
3. Assessing how projects contribute to business value
4. Taking management action to keep the portfolio aligned with business objectives

Challenging enough for any PMO, but what if your ongoing operation, your BAU, is
changing so fast it looks different every time you see it? Phil will describe the challenges faced when resourcing the company’s project portfolio and evaluating what-if scenarios, as well as explaining how the pragmatic
deployment of a dynamic PPM tool transformed the PMO’s ability to do just that. first:utility is growing – fast.

Speaker Bio

Phil’s first project, after graduating in Electrical and Electronic Engineering, involved the integration of a car alarm remote control with a passenger lift, in 1990. Phil is now starting his 25th year in project based work that has covered French blood analysis machines, public transport smart card ticketing – where the first payment for work on the Oyster card scheme in London was a not-so-shiny pound coin from Phil’s own pocket, electronic cash technology, railway safety systems, mega-project commercial agreements and bespoke software solutions. Experience as client, supplier and consultant, in public and private sectors and across a range of functions and industries has served to help him focus on the basics, the sensible pragmatic approaches and decisions that ensure successful business change is brought about through project delivery. Phil’s recent implementation of Meisterplan at first:utility has been crucial to how both the PMO and the business plan for and deliver a complex portfolio of business change.

Ninth Wave has extensive expertise in supporting project portfolio management. In this session, Jon will describe the following key aspects of Project Portfolio Management:

• Achieving strategic alignment
• Evaluating ‘what if’ scenarios
• Resourcing the projects portfolio

Jon will share Ninth Wave’s experience in this area and show some of the tools and techniques that they use to support PPM.

Speaker Bio

Jon is a director of Ninth Wave, a UK-based PPM software and consulting firm. At Ninth Wave, Jon has implemented programme, project and resource management systems for clients in the aerospace & defence, financial services, media and public sectors. Prior to Ninth Wave Jon worked for KPMG Consulting. His roles with KPMG included resource management of the firm’s manufacturing consulting group and management of KPMG’s consulting practice in Kuwait. Jon is a Chartered Engineer and Member of the BCS and IET

Change happens in every industry, and it’s more disruptive than ever. For an organisation to compete,  it needs to be able to consider capacity and demand at the forefront and have the flexibility to adapt and respond to changes while mitigating risk.  Steve Beaumont of Planview examines investment and capacity planning capabilities, which enable project planners and executives to:

 

  • Rank new and existing investments based on business drivers and priorities
  • Analyse which investments should be funded, and which should be de-scoped, delayed, rejected or postponed
  • Balance financial and human resource constraints
  • Compare scenarios to consider alternative approaches

Speaker Bio

Steve Beaumont has worked in the Business Systems area for over 30 years. Beaumont spent 12 years working as a Business Systems Consultant for Deloitte, Coopers & Lybrand, and Ernst & Young, where he managed a team of consultants. Beaumont worked with a number of clients to improve and automate their business processes through the selection and implementation of new systems. Beaumont has spent a number of years working in the software industry helping to sell, implement and drive the enhancement of software solutions designed to help both PSOs and IT organisations to manage their businesses and deliver successful projects.

Beaumont’s career started as a Management Accountant, from which he progressed into designing and implementing the accounting software for use within the telecom company that he worked for.

Poor levels of resource utilization can severely impact overall profitability, but sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment.

Drawing on recent experiences with Petrofac, the Oil and Gas facilities provider, and Micron Technology, the custom semiconductor designer, we will see how project and services organizations can maintain the right balance in a constantly changing environment.

Speaker Bio

Barry Muir is a director and founder of Innate, the resource management software company. He has more than 20 years’ experience of implementing resource management software across different market sectors.

This presentation provides insight into the current journey undertaken by one of the UK’s top six energy providers to deliver a real time portfolio, programme and project controls reporting suite. Attendees will be taken through the key areas of the improvement project, including road map and lifecycle, challenges, lessons learned and benefits of integrated real time reporting.

Also, attendees will be given a look into the future of the initiative and how this is helping move the organisation towards a more effective Project Management Office, including the positive effect on project delivery.

Speaker Bio

Dave is the technical services director at RPCuk, a Oracle Primavera gold partner and registered Oracle University partner, and has implemented programme and project management systems for clients across business sectors, which include defence, manufacturing, utilities and infrastructure. More recently Dave has been engaged by organisations to maximum portfolio, programme and project analysis through the implementation, and deployment, of enterprise reporting solutions.

Dave is a certified Oracle specialist and regularly participates in various industry speaking events, including national and local AcostE events and Oracle application expos.

The Trust provides excellent health care services across the towns of Warrington, Runcorn and Widnes and surrounding areas. It is responsible for an annual budget of around £210 million, manages over 4,100 staff and provides access to care for over 500,000 patients.

The NHS is undergoing significant change in the way it manages the delivery of services. At Warrington, the Trust Board launched a transformational change programme to review and improve all aspects of the way it works, including the delivery of IT services.

Margaret will explain how they have established a central Project Management Office in IT with strong, pragmatic processes to oversee the wide range of projects underway, underpinned by Bestoutcome’s PM3 tool, and will describe benefits this has brought, including significant improvements in Board reporting.

Speaker Bio

Will the next generation of workers thank us for what we’ve done? The world of project management is at a tipping point. Today’s top-down, siloed approach is no longer effective in a world of instantly available SaaS applications, real-time data analysis and the challenge of managing all types of work. Instead, global organisations and analyst firms alike are rapidly embracing the concept of Enterprise Work Management – a bottoms-up, grassroots approach to managing enterprise projects.

This session will highlight this industry trend and offer insights on how it will reshape the roles of project managers over the next 3 years.

Speaker Bio

How many times did you face an impossible deadline? How many projects fail to deliver on time what was expected? Unfortunately the answer probably is: “too many!”.

Every project has risks and unforeseen complications but far too often the failure is already built in at planning and resourcing stage. Specialised resources are scarce and the relentless pressure in each organisation for new projects to be delivered asap forces decision making which is optimistic at best.

Based on Hydra’s philosophy and the experiences of our customers, Juan will explore how organisations and project managers can achieve a higher level of efficiency in planning resources and delivering projects on time.

Speaker Bio

Juan Manrique worked for over 10 years at a senior executive level in the introduction of products/services within the IT and Telecoms industry. In 2005 he decided to develop a software solution to contribute to the resolution of the problems around the lack of quality delivery of projects. At the beginning of 2013 he significantly increased the commercial and technological reach of eTask Technologies by orchestrating the acquisiton of Hydra Management, a historic name in Portfolio and Resource management in the UK market. The merger of the two companies has created Hydra a leading organisation with unique techologies to help companies to optimally manage resources and deliver consistently successful projects.

During his career, Juan has developed extensive experience and knowledge in organisations across various sectors within the IT industry, such as ISPs (Internet Service Providers), telecom companies and hardware resellers, both in the UK and the rest of Europe.

Many organisations are seeing the potential benefits of implementing common planning tools and are charmed by the potential of having dashboards and common reports – especially with cloud computing being very much on the agenda.

However, what an IT organisation may see simply as ‘deployment’ must be backed up with related business change, if full benefits are to be realised. David Dunning, Chairman, Corporate Project Solutions (CPS) explains in this session, the simple approach to a smooth and fruitful EPM implementation. David will outline what to plan for and suggest resources you might need in the short term to make it stick.

Speaker Bio

David is a founding director at CPS who originated the professional services delivery organisation and has maintained relationships with many of the most significant CPS customers over the last two decades. He has envisioned and overseen implementations of all sizes, shapes and complexities in the portfolio, programme and project management space with companies from all industry sectors. He is an APMG Registered Consultant, Deputy Chairman of the APM Portfolio Management Special Interest Group, a Certified Management Consultant. While being Chairman of the CPS Board, David continues to work with customers on a strategic level to understand problems and envision people, process, technology and organisational solutions. David is married with 2 boys. When not working, David plays football, coaches a boys football team, and enjoys driving and motorsport of all kinds.

Business priorities have changed. Today’s business leader is focussed on transformational not transactional management. If you want proof just look at the titles of the bestselling management books on Amazon or in the airport shop. Our stakeholder’s priorities have changed yet the project management profession is still focussed on transactional activities, debating process improvement and project management offices!

The business needs support on turning strategy into action and this session will describe the “why”, the “what” and the “how” of building a strategic transformational delivery capability to do this. In the process you will learn the language that will make you relevant to the CEO of your organisation.

 

Speaker Bio

Paul Major, industry commentator, has over 20 years’ experience in managing performance and delivering strategic change, primarily in multinational corporations. In roles including Entrepreneur, Programme Leader, Finance Director and Operations Manager he has gained a unique insight into the challenges of creating, delivering and realising sustained benefits from complex organisational change.

Over recent years, Paul has focused on how to enable competitive advantage through effective implementation of portfolio, programme and project process, collaboration and control solutions. In addition to speaking at international conferences Paul regularly writes thought leadership articles for the industry press. Current topics include the integration of the next generation of employees into the workplace and the use of social media tools to encourage the sharing of knowledge and development of communities of practice.

Before founding Program Framework, Paul worked in a global programme management consultancy with a range of blue chip clients. During this period he led a consulting team in the creation of a joint venture between a global automotive company and one of its major suppliers involving the rapid transition of 2,500 employees. Prior to this, Paul held managerial positions in Finance and Operations with Inchcape PLC, Invicta Sound PLC, Abbott Laboratories Inc and Smiths Industries. Paul is a Fellow of the Chartered Institute of Management Accountants.

Honeywell will present how they are achieving better control, visibility and real time reporting of their 10,500 projects globally. Through a robust implementation of the Project Management methodology training aligning this to processes and Corporate Policy requirements our customer experience and internal reporting will be more efficient, with the added benefit of implementing a process to efficiently allocate resources by skill set for required project tasks.

 

Through one source of the truth for projects around the world processes are streamlined, earlier indication of issues and collaboration is far more effective with time being saved due to having instant access to relevant data. The ability to track whether key milestones have been achieved and crucially see if they are completed in the right order, robust Change Control and Contract Document storage allows Honeywell to better control and see their project and programme performance.

Speaker Bio

With the recent successful launch of its new A350, Airbus has demonstrated state-of-the-art PPM capabilities to deliver this highly complex and innovative
program.

Learn how the Project Management Office (PMO) operating as a Managed Service can strengthen the effectiveness & efficiency of the organisation by providing expert PPM services to supplement internal capabilities, delivering increased productivity and value compared to traditional models.

 

Speaker Bio

As Chief Operating Officer, John is responsible for the operational and business success of Pcubed across its geographic regions. John joined Pcubed in 2011 after 30 years in the oil and gas industry leading large programs and transformational change across 29 countries. Previously he worked in the firm as a Managing Consultant focused on growing Pcubed’s Energy practice as well as leading some of Pcubed’s corporate strategy initiatives.

Are you unable to consistently deliver projects on time and budget? Have you invested in project planning software tools but not achieved the results that you anticipated?

Tom Elvin, Susannah Clarke and Dave Hurren discuss how harmonising people, processes and products is essential to establishing the firm foundations for successful
programme, portfolio and project delivery.

Speaker Bio

When Atos Origin merged with Siemens IT in 2011, the two companies had different project delivery standards and tools.

Lindsay Cooper, Atos UK’s head of PPM Knowledge Services, will highlight seven key lessons Atos learned when implementing a single method of working, unifying hundreds of project managers, and a single system (Execview) supporting this.

Is it really possible to satisfy everyone, all the time? Not easily! But come along and hear how, two years on, Atos UK has very positive feedback from PMs, happier and more engaged customers, and senior management who see great value in what’s been achieved.

Speaker Bio

Leading challenging and increasingly Volatile Uncertain Complex and Ambiguous (VUCA) projects can leave leaders feeling exposed and vulnerable. This session will provide you with insights and tools to help you lead successfully, relying strongly on your business acumen, interpersonal skills and organisational intelligence.

Specifically:
• Organisational culture – and why this is important to you and your project
• Project Leader’s Eight Lookings – how to ensure you’re focused on what’s important
• Planning your career – moving from “managing” to ”leading”

Also receive a discount voucher for “Project Leadership” 3rd Edition published by Gower from which the materials have been taken.

Speaker Bio

Sarah Coleman draws on over 25 years’ experience of leading projects, programmes and change up to $50million across a range of public services and private sectors in the UK and internationally. During her career she has worked extensively in healthcare, financial services, technology and telecoms. Sarah specializes in working with organizations to develop their project and programme management and leadership capability. She provides a mix of consultancy, training & development and facilitation. A qualified and experienced leadership and executive coach, she also coaches and mentors project and programme professionals who want to improve their performance and step up to the next level. Sarah is a Fellow of the APM and is currently a Non-Executive Director sitting on the board of the APM. She mentors at Judge Business School Cambridge, guest lectures at business schools, and speaks at events and conferences.

Donnie MacNicol is Director of Team Animation and leads consultancy, training, facilitation and mentoring assignments. Donnie specializes in developing an organization’s project leadership capability. Widely recognized as contributing to the ‘people and organizational side’ of project management thinking, he is in much demand as a speaker and writer. He is passionate about delivering value by incorporating the latest behavioural, organisational, cultural and human resources thinking.

Donnie chaired APM’s People SIG for 10 years to 2011 and now contributes actively to a number of strategic initiatives focused on the way the profession engages with business leaders. He has recently become the Chair of the PMI UK Chapter Organisational Project Management Forum.

Projects are all about change, which is what distinguishes them from ongoing operations. Projects carry uncertainty and risk, and demand a management method to guide them through a controlled, well-managed, visible set of activities to achieve the desired results. Good principles include:

1. Choosing and delivering projects that are aligned with strategy and objectives.
2. Making best use of available resources by applying them to highest priority projects.
3. Assessing how projects contribute to business value.
4. Taking management action to keep the portfolio aligned with business objectives.

Challenging enough for any PMO, but what if your ongoing operation – your BAU – is changing so fast it looks different every time you see it?

Phil describes the challenges faced when resourcing the company’s project portfolio and evaluating what-if scenarios. He’ll explain how the pragmatic deployment of
a dynamic PPM tool transformed the PMO’s ability to do just that.

Speaker Bio

Phil’s first project, after graduating in Electrical and Electronic Engineering, involved the integration of a car alarm remote control with a passenger lift, in 1990. Phil is now starting his 25th year in project based work that has covered French blood analysis machines, public transport smart card ticketing – where the first payment for work on the Oyster card scheme in London was a not-so-shiny pound coin from Phil’s own pocket, electronic cash technology, railway safety systems, mega-project commercial agreements and bespoke software solutions. Experience as client, supplier and consultant, in public and private sectors and across a range of functions and industries has served to help him focus on the basics, the sensible pragmatic approaches and decisions that ensure successful business change is brought about through project delivery. Phil’s recent implementation of Meisterplan at first:utility has been crucial to how both the PMO and the business plan for and deliver a complex portfolio of business change.

Poor levels of resource utilization can severely impact overall profitability, but sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment.

Drawing on recent experiences with Petrofac, the Oil and Gas facilities provider and others, we will see how project and services organizations can maintain the right balance in a constantly changing environment.

Speaker Bio

Barry Muir is a director and founder of Innate, the resource management software company. Innate has more than 20 years’ experience of implementing resource management software across different market sectors.

This scenario occurs in projects and programmes time and again….At the outset of a change initiative, disagreements about a business change project or programme must be handled wisely to retain high stakeholder commitment and engagement.

Later in the change lifecycle (as setbacks and ‘bad news’ inevitably emerge) the project team can find themselves in the ‘firing line’: this situation also needs careful handling.

Bernard Murray-Gates, Principal Consultant at CITI, will discuss what you can do about some of the trickier challenges that can predictably arise when dealing with senior business stakeholders.

Speaker Bio

Willmott Dixon is one of the UK’s best known brands in the built environment. Its operations extend through Capital Works, Construction, Regeneration and Support
Services across the private and public sectors.

During 2011 it became clear that they needed something far more sophisticated than  Excel to keep track of this portfolio of projects, and Gordon started looking for a PPM tool
that provided simplicity of use, data transparency, health checks and resource capacity planning at the right price.

After meeting Bestoutcome at Project Challenge he evaluated and subsequently implemented their project portfolio management solution (PM3) because it offered an elegant, easy to manage and cost-effective solution that not only gave him all that he wanted, but much more besides.

Gordon explains how Willmott Dixon moved from Excel to PM3 and describes the benefits this brought, including major improvements in senior management reporting.

Speaker Bio

Honeywell will present how they are achieving better control, visibility and real time reporting of their 10,500 projects globally. Through a robust implementation of the Project Management methodology training aligning this to processes and Corporate Policy requirements our customer experience and internal reporting will be more efficient, with the added benefit of implementing a process to efficiently allocate resources by skill set for required project tasks.

Through one source of the truth for projects around the world processes are streamlined, earlier indication of issues and collaboration is far more effective with time being saved due to having instant access to relevant data. The ability to track whether key milestones have been achieved and crucially see if they are completed in the right order, robust Change Control and Contract Document storage allows Honeywell to better control and see their project and programme performance.

Speaker Bio

Phil Howe is currently the Project Operations Project Management Excellence Leader – Europe providing Project Management coaching, process management, training programmes and leading tools implementation nd enhancements. Phil has been in this roll for 4 years being the Process Leader for the prior 4 years. Prior to that he worked as the Deputy Project Director for the Terminal 5 Programme (BMS and Fire Alarm Packages) and Senior Project Manager working on Wembley Stadium and other high profile projects. Phil has been working with Honeywell for nearly 33 years starting as a site technician.

Every day, hundreds of millions of people around Europe, and countless more across the World, watch TV programmes made using Sony equipment and systems. Sony’s Professional Solutions Group manufactures products for organisations whose business is creating and delivering high quality images and sound. The Group’s professional services organisation builds bespoke TV broadcast solutions: projects requiring tight management and collaboration of multi-functional and multi-vendor teams, often working to immovable deadlines.

Paul Kelly, a Sony veteran of 25 years, will describe how they meet the challenges of running these complex projects. By way of illustration, he will explain what went into Sony’s supply of the broadcast facilities for the 2014 FIFA World Cup in Brazil.

Speaker Bio

Following a few years with BBC TV News in the mid-1980s, Paul joined Sony Europe’s Professional Services team as a project engineer designing and building, and later project managing, the delivery of TV studios, outside broadcast vehicles and editing solutions for public and private broadcasters across EMEA.

In 2000, Paul moved to the Proposals department, and now generates tenders for complex software-based automation and production solutions. For these, he employs many project management techniques, using online and offline tools for planning, communication and collaboration. He is a Chartered Engineer and holds PRINCE2 and APMP (Association of Proposal Management Professionals) certifications.

When Delivery Transformation Manager Garth Newboult hears a mysterious voice saying “If you build it, they will come,” he feels the need to act to build an End to End simplified Change Lifecycle using best practice PPM approaches.

Despite taunts of lunacy, Garth developed this Lifecycle for YBSG, and once it was built the delivery teams and stakeholders started emerging from their offices to embrace it. However, this field of dreams is about much more than bringing teams out to embrace change.

This session brings to life how YBSG used the best practice approaches of MoP, MSP, PRINCE2, Agile, and Change Management from Novare Consulting. Please join us to hear how Garth developed and transitioned the Lifecycle to deliver a £150M change portfolio and the challenges that were overcome.

Speaker Bio

Garth Newboult is an experienced individual with a proven record of accomplishment in delivering transformational change programmes and projects within complex environments to both internal and external clients. Experienced working with a broad range of organisations from finance, government, public sector, health, technology and telecommunications, utilities and construction. Garth is currently in the role of Delivery Transformation Manager at YBS (Yorkshire Building Society) where his key objectives are “Transform the way we deliver – By making things happen & bring people on-board”. He leads a specialist team who are responsible for building, developing and supporting the delivery of the YBS Transformation Portfolio by ensuring the Change Delivery Practice has the appropriate competency and capability.

Sponsors are critical to the successful delivery of projects (and programmes). Most of them have reached their positions of status and power within organisations by developing and demonstrating very good management abilities. However, these are invariably at odds with the skills they need to lead change initiatives. Too often they perceive their role to be that of the project managers ‘overseer’. This is potentially disastrous!

Peter explores the true nature of the role of sponsor and highlights the need for them not only to understand what they should be doing but also how they need to go about it. They are the lead partner in what should be (needs to be) a beautiful relationship that sadly is not seen often enough.

Speaker Bio

Peter has a passion for assisting individuals and organisations improve their capability to successfully change. His own extensive experience began with a baptism of fire, when he had to lead a transformational change within a major pharmaceutical company. As executive sponsor, Peter took on responsibility for ensuring the change leadership sat with the most able in the organisation. His passion for change management is communicated with skill and humour, resulting in Peter being a popular and frequently invited speaker at conferences.
Peter spends most of his time working on live or imminent initiatives, assisting with the visioning, governance and delivery of change, and the resolution of associated issues.
Peter focuses on sponsorship, portfolio and programme management, and he has promoted and evolved CITI’s leading edge views in these areas. He has been responsible for the development and implementation of programme and portfolio approaches for many organisations, ensuring appropriate mapping to existing in-company approaches and culture. His style and skill set have established him as a recognised expert in working with executives through both through personal coaching and group sessions.

We all know that successful projects and programmes result from effective leadership from a visible Sponsor who provides guidance, direction and drive throughout. However, living up to this is difficult. How do you combine sponsoring projects with the day job? And how do you know if you’re being successful? Sometimes it can feel like a very risky and lonely journey.

In this session Laurence Davidson, Partner at CTS, will provide insights and proven techniques that effective Sponsors use to guide, govern and direct change programmes. The focus of will be on effective and incisive risk management for Sponsors and will demonstrate how this approach strengthens communication and engagement across the organisation.

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Speaker Bio

Laurence Davidson spent his early career in operations management before moving into project management and business consultancy. He has designed project management frameworks for William Hill and Caterpillar and led projects in Nationwide and Reuters.  He delivers project management coaching for a variety of organisations including British Medical Journal and Siemens Healthcare. He has lectured on project management at Henley Management College as part of their executive programmes and is on the executive coaching panel for Warwick Business School.

The need for programme governance has never been greater, yet it is so often seen as unnecessary red tape: Programme Managers just want to get on delivering stuff, they don’t want to get bogged down in administration. Yet every programme has a number of key decision points, where the continued viability of the programme needs to be confirmed by the Sponsor and key stakeholders. These “Gateways” need to be effective, smart, and must have teeth : “do not pass this Gateway” must be a permissible outcome. Something which is simple to say, but not necessarily simple to achieve.

In this talk Mike Pryor, Principal Consultant at Bestoutcome, will give real-life examples of clients who have established smart, light-touch Gateways to support the delivery and governance of their change programmes. He will explain how this has given Executives and Governing Bodies increased assurance across the entire portfolio of work and has significantly improved communications with stakeholders. He will even describe how a “stop this programme” decision was taken and was seen as an extremely positive outcome.

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Speaker Bio

Mike is a Principal Consultant at Bestoutcome where he specialises in business change,  focusing on helping organisations achieve lasting performance improvements in their business operations. During the last twenty five years Mike has helped over fifty clients implement pragmatic, sustainable improvements driven by technology, people and/or process change, including risk management, stakeholder engagement, programme governance and systems delivery processes, tools and standards. Before joining Bestoutcome, he was an independent consultant working across a variety of different sectors including finance, retail, and utilities, and his client experience takes in blue chip companies such as Alcatel, BAA, Boots, BP, John Lewis, M&S, Nationwide, NHS, Severn Trent Water, and the United Nations.

Bestoutcome was founded in 2000  and specialises in providing portfolio, programme and project management, services and products to a distinguished set of blue-chip clients. Our flagship PPM solution PM3 is used extensively in the NHS, Retail and Hospitality sectors. Being practitioners means we can talk to our your project and programme sponsors and delivery teams from a position of experience and knowledge, to help ensure they achieve successful outcomes.

Are major multinationals so very different from your local County Council?
Are the myths and legends of each true? Learn some of the challenges of each (and how to tackle them!) with a man who has experience of both.

Peter Parfitt, current Digital & Customer Experience Manager for Buckinghamshire County Council, has experience of managing demand and capacity in small, medium and huge organisations, both in private and public sector. He’ll explore some of the differences between them and the importance of having flexible, dynamic systems to accommodate the pressures of each.

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Speaker Bio

With the majority of his career being spent working in and running Marketing Communications agencies, working mainly with large scale blue-chip companies, Peter’s route to working within the Public Sector has been long and circuitous.

With over 20 years of Project Delivery experience, as well as over two decades of experience in the digital domain, the skills and disciplines involved in project and portfolio management are deeply ingrained.

From 2010 to 2015 in the production department for Vodafone UK’s digital department, managing up to 400 projects at any one time, the phrase ‘you want it when?’ was never far from Peter’s lips. Managing multi-disciplinary demand across multiple teams, for a multitude of stake holders meant that a pragmatic approach to portfolio management and resource and capacity planning was a total necessity.

Now working within the Transport, Economy & Environment powerhouse of Buckinghamshire County Council, in the middle of the largest public spending restrictions in living memory, Peter finds himself again living in ‘interesting times’. With the discipline of portfolio management only recently looming large on local government’s radar, perhaps unsurprisingly many of the challenges remain the same, and the tools and methodologies are eerily similar.

When not engaged with chasing deadlines, Peter spends most of his time chasing a young family, who are getting not only older, but also faster and harder to catch.

Poor levels of resource utilization can severely impact overall profitability, but sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment. Drawing on recent experiences with Petrofac, the Oil
and Gas facilities provider and others, we will see how project and services organisations can maintain the right balance in a constantly changing environment.

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Speaker Bio

Barry Muir is a director and founder of Innate, the resource management software company. Innate has more than 20 years’ experience of implementing resource management software across different market sectors.

Leading challenging and increasingly Volatile Uncertain Complex and Ambiguous (VUCA) projects can leave leaders feeling exposed and vulnerable. This session will provide you with insights and tools to help you lead successfully, relying strongly on your business acumen, interpersonal skills and organisational intelligence.
Specifically:

• Organisational culture – and why this is important to you and your project
• The Project Leader’s Eight Lookings – how to ensure you are focused on what is important
• Planning your career – moving from “managing” to ”leading”

Also receive a discount voucher for “Project Leadership” 3rd Edition published by Gower from which the materials have been taken.

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Speaker Bio

Sarah Coleman draws on over 20 years’ experience as a project, programme and change professional shaping, scoping, designing and delivering strategic initiatives up to £50m in the UK and internationally. She started her career in ICT, working across a range of industry sectors and developing a strong systems perspective. Having established Business Evolution Ltd in 2007, she supports organizations to deliver better outcomes and value. Clients value her commercial perspective, strategic focus and her ability to challenge positively and constructively.

Sarah is a Fellow and former Non-Executive Director of the Association for Project Management. She gained her MBA from Cranfield University and is Visiting Fellow at Lincoln University. Sarah is a published author having contributed the chapter “Dealing with Power and Politics” to “Business Analysis and Leadership: Influencing Change” (Kogan Page, 2013) and co-authored “Project Leadership” (Gower, 2015). She is currently co-editing a book on organizational change for Kogan Page, due out 2017.

The Northern General Hospital Sheffield (STH) had proactively developed its estates capital project management approach to align with RIBA 2013 and to improve internal controls. Sustainable Direction Ltd (SDL) worked closely with STH to together create the “STH Way of PM”, increasing the knowledge of the PM process via two main linked knowledge delivery steps, the PM’s understanding of the Project Process, and Improving PM skills. Key was engendering a culture to make the system clear and correctly focused for the PM team to deliver the business case for the hospital for a significant £multimillion annual project delivery outcome.

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John Henry has over 32 years’ experience in delivering environmental and sustainability projects. He has a strong technical, business and project management background, with management experience at Owner and Director Level. He has provided consulting expertise to a wide range of organisations from small consultancies to multinational organisations and government bodies in over 30 countries, and has been Director on projects up to £80m.

From the US originally he moved to the UK in 1979 completing his PhD at Stirling University. Since then he has taught at Universities, carried out UNECE funded air quality research at the Natural History Museum; and then worked for 24 years in consultancy, including power and energy (M&E); civil, process and chemical; and environmental engineering before setting up Sustainable Direction Ltd to help companies move in a sustainable direction

PwC has spoken to over 1,400 CEOS around the world across a diverse range of sectors and industries.

CEOs are concerned about over-regulation, cited by 79% of CEOs – making it the fourth year in a row that it’s risen. Geopolitical uncertainty has become the second biggest concern, cited by 74% of business leaders, a figure that may be greater in light of ‘Brexit’.

Michael will explain what this means for portfolio and programme managers, how CEOs look to face uncertainties, build on opportunities and get the best value possible from ongoing transformation.

 

Speaker Bio

Michael has deep experience in designing and implementing best practice programme/portfolio governance & control frameworks across a range of industries (e.g. FMCG, government, construction and technology) but specialising in Financial Services.

He has accrued 16 years’ experience in Consulting, Government and the Private Sector optimising and delivering large, complex portfolios and programmes. This experience, underpinned with a consistent delivery track record, has formed the foundation of a genuine passion for the topic of ‘Change the Business’ and portfolio, programme and project management.

This presentation takes a look at a deployment of the Asset Handling “Programme Insight Manager” (PIM) SaaS product from a systems deployment perspective and a client perspective. It identifies the challenges faced in deploying a new system across the whole organisation from the viewpoint of a systems provider and then follows this up with the experience on the client side managing the change process and user expectations through to Business As Usual operation.

 

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Speaker Bio

Stephen Harrison
Stephen is a Director and founder of Asset Handling and has been working as a consultant in the Programme/Project Management and Asset Management System’s arena for the last 29 years across a wide range of industries.  This experience means he can provide not just systems expertise, but also the knowledge to make the most effective use of the information provided to manage large portfolios of work effectively.

Paul Segal
Paul has significant experience in Civil Engineering Programme and Project Management having worked with Contractors and Consultancies in the UK, South-East Asia and Africa.  Paul has set-up and managed multi-million pound engineering projects and investment programmes with a keen focus on improving project controls capabilities and the use of appropriate technology within those teams to maximise results.

If stakeholders matter at all then they must make a difference to the way we plan, structure and execute projects. Thought-leaders CITI Ltd provide a stakeholder-centred analysis of projects and explains which identification, analysis, communication and engagement models are relevant to different types of projects. This has relevance from an office move to transformational change of business and can even include complex social change.

Based on case studies from around the world, CITI consultant Fiona Magee illustrates what goes wrong when stakeholders are not engaged successfully, and what lessons we can learn from these examples.

The talk will be accompanied by a new book by CITI consultant Louise Worsley. This book is intended for project professionals who find themselves involved in managing projects with complex stakeholder concerns. Copies will be available both to buy and to order from CITI Ltd’s stand.

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Speaker Bio

Fiona has over 20 years’ experience in the corporate learning environment delivering and developing training around change, for both the soft skills required for change in the 21st century and the hard technical skills of project and programme management.  She is an experienced workshop facilitator and coach, focused on developing individual’s leadership capabilities.

During her career she has held a number of senior management positions and worked within a variety of industries. She is an experienced communicator and has spoken at global conferences and facilitated events such as global HR strategy workshops for multi-national organisations.

Fiona’s professionalism and entertaining, interactive style of delivery have given her much success in delivering and developing individuals at all levels.  Her approach provides an effective, rewarding and enjoyable learning experience.

Fiona has significant levels of experience working across both public and private sectors and has worked in more than 25 countries world-wide.

Lancashire Co Council struggled with control of their project portfolio. They wanted better budget efficiencies. They needed to reduce manual handoffs. Information was spread over 100+ systems and hundreds of spreadsheets. In order to improve visibility and control of their projects, BT and Cora Systems implemented a software solution and change transformation programme that has brought greater flexibility and enhanced reporting for their users, and, crucially, reduced cost management of their capital programmes.

This presentation will provide some fascinating insights on how their objectives were achieved.

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Speaker Bio

Graham Walker has over 30 years’ experience in IT project management & service delivery.  Graham’s current role is Programme Manager for BT’s Local Government region. Prior to joining BT in 2001, Graham spent 21 years in the Financial Services sector where he developed his strong business awareness and customer liaison skills as well as being involved in a number of IT transformation programmes. Graham has delivered several large and complex business change projects from inception through to completion, including requirements definition, business case development, process redesign, benefits realisation management and overall project management. Graham’s professional accreditations include MSP Foundation in programme management, Prince2 Practitioner qualification in project management and a full ITIL Managers certificate in IT Service Management.

Portfolio Management has become a rock star that everyone seems to be talking about today …this because portfolio management is crucial for strategy execution, it helps executives make more informed project investment decisions, it helps everyone understand which projects are most important to deliver and at the same time, it boosts the energy and the overall happiness of the team.

As authors of the AXELOS Global Standard “Management of Portfolios”, Craig and Steve discuss Portfolio Management’s rise to fame as well as zooming into some of the solutions to the big challenges that people and organizations face when moving to a portfolio management state of being.

Speaker Bio

The programme is a business transformation that relies on a technical solution to enable it. There are fixed deadlines that have very large commercial implications. The programme purpose is to execute a corporate strategic objective (and not just some technology).

The programme cannot succeed without the technical solution, but the business transformation (process, organisational design, etc.) is equally important. The organisation does not have any experience in delivering a programme of this scale using in-house agile development techniques, but the CIO is keen to introduce widen its use. Hear Pcubed’s opinion on how to manage in the “mixed economy”.

Speaker Bio

As Chief Operating Officer John is responsible for the operational and business success of Pcubed across its geographic regions.

John joined Pcubed in 2011 after 30 years in the oil and gas industry leading large critical programs and transformational change across 29 countries.

Previously he worked in the firm as a Managing Consultant focused on growing Pcubed’s Energy practice as well as leading some of Pcubed’s corporate strategy initiatives.

John is based in Pcubed’s London office.

Ann is the Waste Management Director for Radioactive Waste Management Ltd and leads a major programme to provide solutions for the long term management of the UKs radioactive waste. This session will describe the arrangements for how the UK deals with retrieving and packaging the UKs legacy of radioactive waste to ensure that it is safe for the long term.

This session will discuss a number of case studies showing how this is put into practice.

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Speaker Bio

Ann McCall has over 30 years’ experience working in the nuclear industry and is a Fellow of the Institution of Mechanical Engineers. She is currently the Waste Management Director and a Board member of Radioactive Waste Management Ltd, a subsidiary company of the Nuclear Decommissioning Authority (NDA). Before taking up her current post Ann worked for the Swedish nuclear fuel and waste management company for over 6 years. She is currently studying an MSc in Major Programme Management at Saïd Business School, University of Oxford.

In this session, David Walton explains how they selected their PMO tool, PM3, and established a PMO ‘value centre’ in East Surrey CCG.

The NHS has to deliver a number of projects and change programmes. Project based tools and Excel were not up to the job of controlling and managing multiple projects and programmes. We decided to create a PMO that used the right tools and processes to track our project and programme outcomes, especially cost savings and benefits.

Key to our PMO’s success was wining the hearts and minds of our project and programme managers. In this session, David explains how East Surrey won the hearts and minds and built a value-adding PMO.

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Speaker Bio

There is no other purpose in doing a change programme than to deliver value and realize benefits. This is the true measure of a programme’s success. In this session Andrew will describe the fundamentals of value delivery from the programme and beneficiary perspectives. He will explain some of the key risks and challenges for organisations in realising benefits and provide practical advice on how to overcome them.

This session is relevant to leaders of change and transformation including PMOs, business change and benefits management. Andrew recently authored the chapter on Managing Programme Benefits in the latest Gower Handbook on Programme Management.

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Speaker Bio

The core of ILX’s speaking session will be how organisations can increase effectiveness by combining best practice, Organisational Capability Models – which include P3M3 v3, The Change Management Maturity Model and Project Complexity Models.

Mike Saville will explore how organisations can benefit from combining these models, enabling leadership teams to answer not just how good are our projects? – but establish solutions to persistent problems and build the capability that they need. These themes will be illustrated by case studies from multi-nationals.

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Speaker Bio

Mike is an experienced international project and programme management consultant and trainer, skilled at developing, communicating and socialising corporate project and programme management methods, and enhancing both organisational and individual PPM capability.A Registered PRINCE2® Consultant, Trainer and Practitioner, as well as an MSP® Trainer and Practitioner.

Do you recognize these headaches?

  • Lack of financial control and visibility on projects
  • How to efficiently track progress and manage risk with hundreds of projects
  • Inability to allocate resources effectively

It’s possible to manage 500+ non-construction projects in one place, gaining full control and visibility over all projects not just construction ones.

Hear how one Enterprise within a $38 billion global corporation improved project and portfolio management with better visibility and control.

  • Show how improved visibility of a Project Portfolio is improving results
  • Show how a Project Management Methodology can be truly embedded in a global organization
  • Explore the reasons to invest in a Portfolio Project Management application
  • Why Excel isn’t the answer to every problem

Speaker Bio

Phil has worked for Honeywell in the Building Solutions division for over 33 years within the controls industry for Commercial Buildings. In the last 10 years, he has been part of the Project Operations function, which has been directly involved with the management of large projects including Terminal 5, Wembley Stadium and the Olympic Games.

As organizations are realizing that project management is strategic in a global economy, they’re also realizing the need for project managers with the right skills and experiences on their strategic projects.

This presentation focuses on the skills needed to lead the competition. While once technical skills and experience were sufficient, to stay relevant, project managers must also be project leaders. This requires the acquisition of leadership skills, as well as strategic and business management skills. Today’s project manager must be able to connect why they are leading a project to their organization’s strategy. You’ll also hear personal stories and experiences from the speaker on project leadership in a globalized economy.

Speaker Bio

Mark Dickson has more than 30 years of experience in managing and leading multi-disciplinary teams and has been a Project Management Professional (PMP)® credential holder since 1998.

Mr. Dickson’s global experience covers a broad range of endeavors, including project and program management, business management, and advisory services for government and commercial clients. He has worked in the defence, infrastructure, transport, building, information systems, urban development, and resource industries; planning and delivering projects and programs in North America, Europe, the Middle East, Africa, Asia, the Pacific, and Australia. Mr. Dickson has led teams delivering relatively small projects through to multi-billion dollar programs.

As a volunteer with PMI, he completed a six-year term on the PMI Certification Governance Council, the body overseeing PMI certifications and credentials, including two terms as Chair. Since joining the PMI Board of Directors, he has served on the Board Audit and Performance Oversight Committee (APOC) and as Vice Chair. In 2017, he became the new Chair of the PMI Board.

Mr. Dickson is a graduate of the Royal Military College of Australia. He holds a degree in engineering and is a past Fellow of the Institution of Engineers, Australia. Mr. Dickson also has a Master of Business Administration (MBA) and is a Fellow of the Australian Institute of Company Directors.

Does this sound familiar? “I’m only interested in the bottom-line…not all that soft and fluffy change management stuff!”? Well here is the reality…A benefits realisation plan is not worth the paper it’s written on if you don’t bring people with you! So many organisations invest all of their time and resources into making change happen and don’t recognise the importance of making change wanted or making change stick. There is a fundamentally flawed perception that change management is a ‘feel-good’ factor but not a key contributor to the bottom-line.

In this presentation Fiona will help you to understand the important role Change Management has to play in the realisation of benefits from your projects and what are the key areas of focus for successful Change Management.

 

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Speaker Bio

From an early career as a software programmer/analyst Fiona has gained over 20 years’ experience in the corporate training environment delivering and developing courses internationally, covering 27 different countries, most recently Nigeria, Canada, Mexico and The Netherlands.

Her first step into corporate training was in the Technical IT environment where she became one of only 5 female trainers to become CNI (Certified Novell Instructor) accredited. She then established her own group of clients and broadened her experience by taking on longer term project management contracts in between training assignments. This included setting up and managing an Area PMO for their Middle East North Africa Area, based in Dubai.

Fiona returned to the UK in May 2010 to continue her goal of facilitating successful change in the most effective way for her clients. To add to her skills and experience she became accredited as a Level 1a facilitator of the powerful leadership interventions of 9 Conversations of Leadership, Purposeful Teams and Heart of Leadership. Following this she has designed and delivered client specific Project Leadership courses.

Facilitation of workshops is her second passion after training, from facilitating Strategy planning to Project and Programme Management improvement to Innovation workshops.

Recently, she has provided consultancy to the International Criminal Court in a 3 year Programme, studied for a Post Graduate Certificate in Delivery of Soft Skills and Experiential Learning with Roehampton University and is becoming a trainer in Root Cause Analysis

We’ve all heard the more common complaints about risk management: that it’s just about making risk registers, that all it’s for is justifying a project contingency, that it’s too complicated for what it needs to do.

This session will take you through some simple ways you can start to identify your most important risks, manage them properly, and how to know when you really need a more complicated system.

Speaker Bio

After four years at Thames Tideway Tunnel, where, as Senior Risk Manager, he lead the development of the processes for risk management during delivery, Ken now heads up Turner & Townsend’s risk management function at Heathrow Airport, working on their £3.5bn Q6 project delivery portfolio.

Ken is also the Chair of the Association for Project Management’s Risk Special Interest Group, who act both as a community of practice for project risk specialists and as the standard bearer for risk management within the APM and the wider project community.

We all face the challenge of change and with it the development of our capability. Summer 2016 was a watershed moment in this goal with the approval of an industry-led associate project manager apprenticeship standard. Aimed at emerging talent and for those wishing to requalify into the profession, this standard is the new benchmark for those entering project management. It is the first of a series to be followed by degree-level project manager and masters-level programme and portfolio manager standards.

This session will introduce the standard, how you can be involved, tips when considering the new Apprenticeship Levy and news from early adopters. In a world where people make projects; can we afford not to exploit this opportunity?

Speaker Bio

Project teams are under greater pressure to become more effective and economical than ever before.  To address this demand, Gleeds has developed its Performance Improvement model, “LEAD”, to help our clients measure and drive continuous improvement on programmes and projects.

In this session Michael will provide an overview of the LEAD model and the toolkit he has used to improve: accountability and decision making, the allocation of resources, and early warnings for potential problems.  He will outline the importance of providing a focus on soft as well as hard targets to give a balanced view of delivery performance.

 

Speaker Bio

Michael is a Programme Management consultant in the Organisational Change team at Gleeds, with expertise in Benefits Management and Performance Measurement.   Michael is passionate about helping organisations to realise the potential from their investments, by driving through the benefits of change and measuring their progress across the whole life of a project – not retrospectively at the end when it’s too late. He currently heads the Performance Improvement service at Gleeds having worked with a range of public and private sector clients and delivering major transformation programmes.  Away from client work Michael is a guest lecturer at Birmingham City University, he sits on the ‘BPS Birmingham’ Infrastructure Committee, and is an Ambassador for the Birmingham-based charity ‘LoveBrum’.

In a change to the approach in recent years, many utility sectors have now been driven by the regulators to focus on an outcomes based approach instead of “the dash to concrete” outputs. This has resulted in the adoption of agile methodologies
aimed at defining programme scope which clearly relates back to the customer and business benefits.

Paul Taylor, Head of Programme Development with MWH, now part of Stantec, will discuss two agile techniques MoSCoW and NICR which have been successfully deployed on major capital Programmes in the water industry.

Speaker Bio

Paul is the Head of Programme Development at MWH UK, now part of Stantec, one of the world’s largest providers of water, environmental, infrastructure and energy services. He has responsibility for ensuring consistency, predictability and delivery of measurable benefits and tangible outcomes across large infrastructure capital programmes in the UK.

Paul has an in-depth knowledge of a wide range of programme management approaches and creates high levels of standardisation. Through vertical integration of this information, he has been able to reduce delivery weaknesses, by driving high performance within the individual projects, into the programmes and then up to the portfolio.

He has developed a deep understanding of what is needed across different levels in organisations to allow the right information to be with the right people at the right time, enabling effective decision making.

Over his career he has worked to both set up large scale capital programmes from the start and to carry out mid-programme structural realignment where required.

Paul has worked in multiple sectors including Petrochemical, Construction, Nuclear, Telecommunications, Industrial and Water for over 35 years starting as an engineer before moving into senior management positions. He has lectured at the Universities of Birmingham, Sheffield and Central Lancashire on Programme Management, Planning, Cost Control, Earned Value and Risk Management.

As a Global company, MWH, now part of Stantec provides long-term solutions and assured delivery through the application of its skills in Business Consultancy, Programme Management, Project Services, Engineering, Construction and Environmental Management with 22000 employees working in 400 locations across six continents.

Life as a project manager, or in the PMO is sometimes thankless. If things go badly, it’s all your fault… If they go well, then you don’t get the credit! However it is the decisions made when choosing which projects to do, and how many, that are the root cause of the problems.

So how can better project prioritization make a real difference to the PMO, and to you personally?

Speaker Bio

Steve Beaumont is the VP Business Development at TransparentChoice. He has worked in the business systems arena for over 30 years. Steve has spent over 15 years working in the software industry helping both professional service organisations and IT departments to improve their project and portfolio management processes, and deliver more successful business outcomes. He previously spent 12 years working as a management consultant for Deloitte, Coopers & Lybrand, and EY, where he managed a team of consultants. Steve worked with a number of clients to find effective and innovative solutions for complex business problems through the selection and implementation of new systems.

Change is hard. Especially when it involves over 100 IT people who just want to get on with it and would do anything to avoid actually following a process! During this session we will share something of our journey with Workfront. We will show you where we started, how we engaged with Workfront and implemented the tool, some of the adoption strategies we used, and share our growing realisation that the implementation was actually the easy bit!

Speaker Bio

What is the difference between project management and project leadership? This session starts off reviewing what leadership is, and the different perspectives people have taken.

The presentation then focuses on where leadership behaviour makes a real difference at various points in the project life-cycle. The session will also consider how to assess whether someone has the potential for leadership and highlight the additional skills that need to be acquired with career progression and increasing responsibility.

Speaker Bio

James is an occupational psychologist and is registered with the Health & Care Professions Council. He has a PhD in psychology and an MBA. He is Chair Elect of the British Psychological Society London & Home Counties Branch.

Earlier in his career he was an IT project manager at British Airways and a business analyst at Cisco systems.  At business psychology companies SHL and YSC he worked on building systems to run online psychometric tests and surveys. At Self-insight Ltd. he now works with a range of companies on selection processes, leadership assessment and development, performance management, team building and employee engagement.

Organisations are finding a number of similar traits in their programmes;

  •  They experience schedule delay and cost challenges
  •  Complexity is increasing along with the amount of available data
  •  Stakeholder tolerance is reducing with stronger incentives or stringent penalties
  •  Technology is underutilised by leaders to understand their programmes

We’ve worked with a number of organisations to deliver better insights, greater control and optimised performance in their programmes by addressing the building blocks of a high performing team and integrating performance management across the programme lifecycle.

Combining these elements leads to better delivery performance and increased stakeholder confidence.

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Speaker Bio

Banks spend billions on programmes each year. The volume of change, regulatory impact and limited economic growth has resulted in complex and riskier programmes.

How can we improve the planning phases of programmes in banks to reduce risks and ensure we continuously minimise risks throughout the lifecycle?

This presentation will describe a methodology to de-risk programmes and also explore a theoretical case study exploring the mechanisms to de-risk programmes in banks.

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Speaker Bio

Pindy Bhullar has over 20 year’s experience working in the financial services industry with over 16 years at UBS, one of the largest wealth management banks in the world. She is currently a Director working on Commercial Deals for UBS Investment Bank. She has experience of managing global technology implementations, transformational change, strategy and process based programmes. Pindy is passionate about programme management and has recently completed the MSc in Major Programme Management at Saïd Business School, University of Oxford and received a distinction in her thesis.

The pace of change is accelerating, creating uncertainty for all involved. Many organisations operate in a volatile environment where instead of “business as usual”, “change as usual” thrives.

Novare Consulting have supported many organisations to deliver successful change; Chris will use this experience to explain how we support teams to become more effective and engaging when delivering change.

Chris will provide a practical change management toolkit for empowering teams to deliver and embed change. He will describe how Agile supports empowerment and stakeholder engagement enabling teams to overcome resistance, collaborate with stakeholders and embed sustainable change.

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Speaker Bio

Chris is a co-founder and Director of Novare Consulting, which was set up in 2002 to provide project management training and consultancy services to clients. WE are accredited to deliver PRINCE2, PMI and APM qualifications in addition to being an AXELOS Accredited Consultancy Partner able to deliver P3M3 Assessments.

As a result of his background and experience working for large consultancies delivering projects and programmes, Chris works closely with clients to deliver change programmes, such as developing and implementing a PPM Function across 3 continents for a leading aerospace plc.

If disruptive change is now the norm, how can your organisation be agile enough to stay ahead of the game? A critical enabler of change agility is organisational change capability. Two key questions for today’s leaders are – Do we have the organisational capability to successfully manage continual change? What are the consequences to our business performance if we don’t?

Fiona’s presentation will consider; what do we mean by organisational change capability, why is it important to our success and how do we develop it?

 

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Speaker Bio

Fiona has over 20 years’ experience in the corporate learning environment delivering and developing training around change, for both the soft skills required for change in the 21st century and the hard technical skills of project and programme management.  She is an experienced workshop facilitator and coach, focused on developing individual’s leadership capabilities.

During her career she has held a number of senior management positions and worked within a variety of industries. She is an experienced communicator and has spoken at global conferences and facilitated events such as global HR strategy workshops for multi-national organisations.

Her success in developing individuals at all levels, and across more than 25 countries world-wide, comes from her professional, interactive and entertaining style of delivery;  providing an effective, rewarding and enjoyable learning experience. Fiona delights in generating purposeful conversation in facilitated workshops enabling simplicity, clarity and commitment to change.

 

Quiet on the set. Lights, Camera, Action!” The script is done, the scene is set, now you just need the perfect cast and crew. The future of work isn’t going to be a monolithic slog, but rather a Hollywood-style where knowledge workers (actors) come together and perform their part and then move on to do the next film. Why? Recent research shows that in the next few years, the millennial generation of rising stars will be the majority of the workforce requiring a different style of working, one that’s flexible and rewarding. They want to be stars!

This new way of working not only requires a different approach, it requires that each individual be a personal innovator – a Star. This session will provide first-hand examples from Cisco, Jet Blue and Workfront, plus tips and tricks on how you can be a star on your next project and take your walk down the red carpet. “That’s a wrap!”

Speaker Bio

As Vice President, EMEA at Workfront, Richard is responsible for overseeing Business Development in EMEA. Richard’s unique and diverse background allows him to assist organisations make their work matter and allow them to do their best work, faster. With over 20 years of experience in the technology industry, Richard has worked in a variety of senior roles, including Marketing, Product Management, and Engineering.

Project delivery often requires the contracting of other organisations to undertake specialist work, or provide essential goods and services. It is therefore vital to be able to define carefully what it is you need from your partners, to know how to select them and how to manage them.

This presentation will provide an overview of the contracting process and will show how the APM Contracts and Procurement Guide can help you through each of its stages. Bring along your specific questions for guidance during the Q&A session!

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Speaker Bio

Dr Jon Broome is the managing consultant of Leading Edge Projects Consulting Ltd and has been Chair of the APM Contracts & Procurement SIG for some time. He is the co-editor of the Contracts & Procurement Guide. He consults internationally on contract strategy, drafting contracts and technical requirements, dispute resolution and as an expert witness. While his ‘home’ sector is construction and heavy engineering, it has also included assignments in the IT, aerospace, shipbuilding, energy and defence sectors. While each sector has its nuances, he has found that the principles and processes in the guide hold true regardless of which sector you operate in.

With budgets being squeezed, many organisations are launching cost reduction programmes to deliver cost savings. It is now even more important than before to focus on actually delivering these savings.

David Walton, Managing Director of Bestoutcome, describes some key steps to ensure that your projects actually deliver the savings you need. David describes how you plan, manage and deliver benefits throughout the project lifecycle. He covers benefits probabilities, disbenefits, quality gates and linking milestones to benefits delivery.

 

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David Walton is the founder and Managing Director of Bestoutcome, a Programme and PMO consultancy and PPM tools provider. He has led a number of large-scale transformation programmes and has been involved in project and programme management for over 20 years. His focus is on always focusing on the outcomes of the programme. He has worked both in the private sector and the NHS.

Managing multiple projects with a limited pool of resources can be an exciting ride. Whilst sufficient skills must be available to ensure timely completion of assignments and avoid client disappointment, poor levels of resource utilisation can severely impact operational profits.

Drawing on recent experiences with Lendlease, the international property and infrastructure developer, and CB&I, a leading provider of technology and infrastructure for the energy industry, we will see how project and services organisations can maintain the right balance in a constantly changing environment.

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Speaker Bio

Gordon Petitt is the senior client manager with Innate, the resource management software company. He has more than 10 years’ experience of successfully implementing resource management software across different market sectors.

When making the case for investing in change management are you focusing on  terms and measures that sponsors and senior stakeholders really value?  Does the language you use support or hinder their understanding of the impact  that effective change management can have on business performance, benefits  realisation and ultimately on their return on investment?

Lisa will show how powerful it can be to make a shift in focus and language to gain senior management support for investment in change management, especially when discussing the following:

1)      The impact of change management (or lack of it) on the return on investment of your project/programme

2)      The impact of poorly managed change on business performance

3)      The wider business impact of not managing the change impact of your project/programme

 

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Speaker Bio

Lisa is an experienced consultant who specialises in organisational transformations and behavioural change.  She has over 20 years’ experience managing strategic projects and programmes in a wide range of UK and international businesses, both public and private sector.  She has also delivered consultancy advice, support and coaching to executive level management in a number of major organisations, including the BBC, Barclaycard, Rio Tinto, and top UK universities.  Clients value Lisa’s warm, open manner and her ability to adapt her style and approach to suit their culture and needs.

They say “projects now and in the future depend on a large and diverse pool of talented professionals”.  But what is meant by diverse?

Research shows that the correlation between HR-style compliance-based diversity – gender, sexual orientation, race, color, age etc. – and the bottom line is patchy at best.

Whilst Cognitive Diversity gets project teams to communicate and gel, solve problems and make decisions, thereby maximizing productivity, creativity and innovation, this session focuses on revealing insights into the differing expertise of men and women in the project lifecycle and the APM Body of Knowledge.

Speaker Bio

Michael Davis has enjoyed a varied career in managing portfolios of projects, programmes and business change, in both the private and public sectors as well as in academia. His mission now is to help others be great project managers.

Michael is the director of Cognitive Diversity Ltd, a master practitioner in NLP, and a performance coach. Cognitive Diversity Ltd. uses the vast resources of a robust, mature, brain-based and results-based technology which has been validated by 2.2 million profiles worldwide in over 20,000 organisations in 45 countries including 90% of Fortune 100 companies.

Artificial Intelligence (AI) has the potential to revolutionise many aspects of how we live and work, including many opportunities in project management.

In this session we will discuss what these may be and how far AI can go in shaping what project management what will look like in the future.

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Speaker Bio

How do you build maturity in your PMO and go from multiple sources of information to one point of truth? And how do you ensure that the tool you use to do so can grow with your processes?

This session will detail how Skanska UK, part of one of the world’s leading project development and construction groups, has grown from Excel spreadsheets and ad-hoc governance to an industry standard Project Delivery Framework fully supported by the  Antura Projects PPM tool.

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Speaker Bio

Doug Sorrell is now in his 28th year as a Governance and Process Consultant and has helped a number of companies  (BT, Cable & Wireless, Skanska UK, Viatel, Netcom, Uniworld and others) to understand what “good” looks like; He helps organisations both large and small grow to a level of maturity that exceeds their market sector markers.  Doug has spent the last 15 months taking Skanksa IT through a journey of understanding, awareness, creation and application of an end to end Project Delivery Governance model with Antura Projects being a major part of the departmental growth and is currently acting Head of PMO.

At this ‘Pulse of the Profession®’ presentation, you will learn what PMI’s latest research reveals in project and program results. For the first time in five years, more projects are meeting original goals and business intent and being completed within budget. While this progress is likely due to many factors, the presentation identifies the organizational investments that PMI research shows helps organizations achieve their strategic initiatives and realize their business goals.

You will learn what those organizations we identify as Champions do that differentiates them from underperformers.

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Speaker Bio

Caterina La Tona, BSC, PMP, PfMP, Chair  2018 PMI Board of Directors

Caterina La Tona’s career spans more than 30 years, serving multiple industries and characterized by successive global roles, setting strategy and delivering cornerstone initiatives. She is now an advisor, focused on realizing business transformation with IT executives and teams.

As HP Executive Director, Ms. La Tona led the global transition/transformation and program/project management (PPM) capability, driving predictability and repeatability. People and process development were prime goals. Ms. La Tona strengthened the PPM job family to reflect success profiles and implemented a single global method and lessons learned process.

As Transformation Executive for the EDS Manufacturing, Industrial and Energy Industry Group, she drove business results with IT Executives through transformation advisory services and critical change initiatives. All facets of the business were affected, requiring strong leadership, integration and collaboration. Former roles included global portfolio management, contract negotiations and global manufacturing/engineering function management.

The breadth of Ms. La Tona’s experience positioned her to write and speak to diverse groups globally. Topics have included women in leadership, global project/program management, portfolio management, successful transition/transformation and management of change. She has traveled extensively, working with local teams, sharing knowledge and advancing objectives.

Ms. La Tona holds an honors bachelor of computer science degree from the University of Windsor and attended Thunderbird-American Graduate School of International Management program focused on managerial issues in the global enterprise. She is a founding member of the PMI Global Executive Council and has supported multiple PMI initiatives over the years. She has been a mentor for 12 years at EDS, HP and with the Michigan Council of Women in Technology. Ms. La Tona enjoys cross country skiing, hockey and travel.

There are few organisations that doubt the value of digital transformation. It’s the strategy and execution that can be challenging. Projects need to be strategised, executed, and analysed for optimal realisation of benefits.

While most companies are beginning to take steps in their digital transformation journey, less than half of companies have undertaken a digital transformation project. Some worry about digital transformation projects failing, but if they hesitate to act, they risk falling behind.

Learn how to overcome five common stumbling blocks faced by PMOs when working within a digital transformation environment. Workfront is an enterprise work management solution that allows PMOs to work with increased visibility, efficiency, and confidence. With smarter, more modern project management practices, the PMO can effectively lead its organisation in digital transformation.

Speaker Bio

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

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

 

With budgets being squeezed, many organisations are launching cost reduction programmes to deliver cost savings. It is now even more important than before to focus on actually delivering these savings.

David Walton, Managing Director of Bestoutcome, describes some key steps to ensure that your projects actually deliver the savings you need. David describes how you plan, manage and deliver benefits throughout the project lifecycle. He covers benefits probabilities, disbenefits, quality gates and linking milestones to benefits delivery.

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Speaker Bio

Have you wondered how you can improve efficiency in project delivery whilst also providing accurate business data to meet corporate requirements in as efficient manner as possible?

Do you suffer project deviation in terms of time, cost, scope without visibility of the root causes?

Do you run your projects with MS Excel, MS Word and MS PowerPoint

Hear how Honeywell Building Solutions (HBS) has deployed a portfolio management solution to provide better control, insight and governance and it is now incorporating business requirements into the standard “running a project” methodology to provide reduced data entry, allowing data to be entered once for use by many and building a platform for all aspects of project control. Listen to the overview of how HBS has built on its successful global deployment of a standard PPM application with project forecasting modules that provides three outputs:

  1. Project cost profiling
  2. Bottom-up project EAC calculation
  3. Business revenue forecasting

And provides the basis for further developments such as cash flow modelling and labour planning.

 

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Speaker Bio

Phil has worked for Honeywell in the Building Solutions division for over 33 years within the controls industry for Commercial Buildings. In the last 10 years, he has been part of the Project Operations function, which has been directly involved with the management of large projects including Terminal 5, Wembley Stadium and the Olympic Games.

People Deliver Projects has worked with over 20 leading organisations on sponsor capability and it is now a major focus of our work.  We want to get better sponsorship on the map as a big issue and we will share with you what we have learned so far.

Sponsor behaviour is often a problem for project managers, and even where it isn’t, there could be so much more a sponsor could bring.  However, we will argue that believing sponsors don’t know how to sponsor is a myth.  We will also share how the project manager can make a tangible difference to getting the sponsor they deserve, in what is often a muddled relationship.  Why not bring your sponsor along?

At this session we won’t talk any theory, just realty, with a scenario played out by professional actors, with audience interaction from where you sit.  There will be a few home truths, a good debate, laughter, and serious learning.  It’s not cheesey, and no one will be bored, we promise.

Speaker Bio

Andy is the founder and managing director of People Deliver Projects.

Before this, his proper jobs included Project Manager, Factory and General Manager in British Aerospace. He has spent all his working life in projects and change, and outside work his projects are on rock, sea and snow.

Andy’s zeal is for getting projects back to being foremost about people delivering together and the leadership which makes that possible. Process, by contrast, he believes should be simple and just enough to help people to get the job done.

His creative and engaging team have helped 100 organisations to achieve success by learning to lead and deliver projects and change.

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

Drawing on recent experiences with Lendlease, the international property and infrastructure developer, and CB&I, a leading provider of technology and infrastructure for the energy industry, we will see how project and services organizations can maintain the right balance in a constantly changing environment.

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Speaker Bio

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

The role of the project board is critical to providing the proper direction for the project manager

Surveys and benchmarks from organizations like PMI’s Pulse of profession, The Standish Group’s Chaos Report, National Audit Office (NAO), and many more, give insight into the key success factors of successful projects and also, importantly, why many projects fail. In all these reports, we find recurring factors like lack of user involvement, speed of decision making, and senior management commitment. Even allowing for the project manager’s expertise, drive and commitment, it’s the senior manager and project board member who is ultimately accountable for these success factors. The project board can make a project a success by building a facilitating culture, showing commitment, supporting decentralized decision making, and making sure the right users are involved.

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Speaker Bio

Consider the characteristics of projects in the Digital Era: shorter project lead times, self-managed teams, continuous delivery, minimum viable product, dev-ops, the end of the “Iron Triangle” measures of success, Scrum masters and Product Owners.  Is traditional project management dead?

Not so argues Jon Ward, an experienced agile coach and transformational leader.  However Project Management needs to adapt.  With the publication of PRINCE2 Agile and the PMI’s Agile Practice Guide agile is now main stream.  Agile Project Management is an essential ingredient to control and manage the organisational complexities of agile at scale.

In this session we will look at the techniques and behaviours of an agile project manager.

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Speaker Bio

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

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

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

Speaker Bio

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

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

 

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

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

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

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Speaker Bio

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

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

 

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

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

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Speaker Bio

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

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

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

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

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

Speaker Bio

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

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

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

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

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

 

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

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

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

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Speaker Bio

Aidan Hickey – Stantec Treatment

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

Stephen Harrison  – Asset Handling Limited

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

 

 

 

Change is necessary

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

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

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

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

Speaker Bio

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

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

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

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

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

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Speaker Bio

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

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

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

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Speaker Bio

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

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