Welcome to our final Newsletter for 2013.
On behalf of the Board and the rest of the ICCPM Team I would like to wish all of ICCPM’s partners, members and friends all the best for the forthcoming festive season.
2013 has seen ICCPM move from strength to strength. For me, one of the most exciting outcomes for the year was the terrific Research and Innovation Seminar (R&I 2013) hosted by the UK Cabinet Office at Lancaster House in London. We are very grateful to the sponsors: BAE Systems, Hitachi Rail Europe, Lockheed Martin, Serco and the PM Channel as well as the speakers who helped deliver a first class event, sharing information to a truly international audience from around the planet. Thanks to the PM Channel a suite of presentation videos is available for members and attendees at http://www.iccpm.com/content/2013-research-and-innovation-seminar. Next year’s event is already taking shape and will be hosted by the French Government’s IDEHN at L’Ecole de Militaire in Paris in October 2014.
During R&I 2013 we released the findings paper from our 2012 Roundtable Series, “Complexity in a Time of Global Financial Change: Program Delivery for the New Economy”. The paper is available to our partners at http://www.iccpm.com/content/iccpm-resources. A special thank you to Dr John Findlay and Reverend Michael Cavanagh who edited the final report.
It always wonderful to celebrate achievement with friends and I could think of a no more worthy recipient of the Insigna of Knight in the Ordre National de la Legion d’Honneur than our very own Chairman Mr Chris Jenkins. Chris’ investiture by the French Ambassador, His Excellency Mr Stephane Romatet, recognises Chris’ leadership and development of Australia’s second largest defence company, Thales. Thales is an important international partner of ICCPM and on behalf of the whole ICCPM community, congratulations Chris.
Through KD2, ICCPM has continued to support CPM research. The bid for a Cooperative Research Centre (CRC) for Managing Complex Projects and Programs will now be presented for consideration by the Australian Government in June 2014. The essential CRC Partners: ICCPM, CSIRO, University of Technology Sydney, University of Sydney, University of Curtin, University of Adelaide and Queensland University of Technology, continue to engage with government, industry and the international research community as part of this investment. More information regarding the CRC is available at http://www.iccpm.com/content/cooperative-research-centre-managing-complex-projects-and-programs-0
Thanks to CSIRO, Queensland University of Technology and University of Technology Sydney, Stage 1 of the much awaited CPM Digital Gateway (Library) has also been launched and is now available at http://library.iccpm.com/ for all ICCPM Partners and individual Members (use your ICCPM website login to access the Digital Gateway).
A reminder that we have launched the capability for individuals to become non-voting Members of ICCPM. Members will be entitled to a range of benefits that are detailed on our web site http://www.iccpm.com/content/register. Included in these is the entitlement to use the post-nominal MICCPM.
The ICCPM e-book series has now expanded to seven publications and these are available through Amazon. We continue to work with leading thinkers and practitioners to expand the range of books for complex project and program practitioners with the latest in practical knowledge and thinking. The full list of publications can be viewed at http://www.iccpm.com/content/books-ebooks.
ICCPM has had a very successful year supporting its partners with professional services helping de-risk complex projects and programs. Whilst the specifics are too sensitive to publish Deputy Chief Executive, Deborah Hein, and I are happy to discuss the options for support in a confidential environment.
As always, a special thanks to all of our partners and friends and we look forward to continuing the journey with you in 2014.
The ICCPM offices will be shut from close of business Friday 20 December 2013, reopening 6 January 2014.
If your query is urgent over this period, please contact Stephen Hayes (email@example.com).
Hitachi Rail Europe join ICCPM as newest Partner
We are very pleased to announce that Hitachi Rail Europe are our newest partner. Alistair Dormer, Managing Director Hitachi Rail Europe and Stephen Hayes, CEO ICCPM, signed the agreement at our 2013 Research & Innovation Seminar.
Hitachi Rail Europe Ltd (HRE) is the European headquarters of the Transportation Division of Industrial & Social Infrastructure Systems Company of Hitachi Ltd. They have delivered many successful projects and products including the Class 395 High Speed in the United Kingdom and ICCPM looks forward to supporting them in their future complex project management endeavours.
4th Annual Research & Innovation Seminar
ICCPM's Annual Research & Innovation Seminar 2013 was conducted over two days in October. The event theme ‘Preparing for the Unexpected: Flexibility and Resilience in Project Design and Delivery’ resonated with the global audience and provided an excellent platform for the high calibre presenters and presentations; and contributed to the exceptional networking opportunities for attendees. A special thanks to the UK Cabinet Office for hosting this year’s event in collaboration with our sponsors, BAE Systems, Hitachi Rail, Serco Consulting, PM Channel and Lockheed Martin in the prestigious surroundings of Lancaster House.
This year the calibre of presenters and presentations were second to none and truly demonstrated the commitment of individuals and organisations to progressing the research and innovation necessary to advance the management of complexity and complex projects internationally. All of the presentations are available to attendees, ICCPM partners and members and PM Channel subscribers via the ICCPM website (http://www.iccpm.com/content/2013-research-and-innovation-seminar) and the PM Channel website (http://www.thepmchannel.com/). If you were unable to attend the event please access the presentations at your convenience to share the experience with us. We would like to thank Dr Andrew Delo and the fantastic PM Channel technicians, we are overwhelmed by the quality product you have delivered that will allow those who were unable to attend the opportunity to experience and share in the event through your online offering.
For the last five years a number of significant leaders and institutions from around the globe have supported the need to improve government and industry’s capability to deliver complex endeavours. More importantly, in a world where there has been a plethora of reports on the causes of failure that do nothing more than continue to state the problem, they and their organisations have demonstrated the courage and commitment to do something about effecting real change. The International Centre for Complex Project Management is committed to delivering the networking environment for real international engagement, collaboration and research. This commitment is squarely aimed at improving capability and building capacity to improve delivery of the most complex projects and programmes where ever they may be. Our Research and Innovation Seminars are a demonstration of this commitment and we hope to see you in 2014 at the 5th Research & Innovation Conference!
2014 Research & Innovation Conference
The 5th Annual Research & Innovation Conference will be held in early October 2014, and will be hosted in Paris, France.
If you would like to register your interest, please contact Kate Hubbard (firstname.lastname@example.org / +61 2 6120 5110).
Executive Education Courses
ICCPM, through its Associate Partner Network offers a number of short courses and workshops.
Two Systems Thinking and Complex Project Management courses have been organised in conjunction with QUT in the past months, one in Canberra and the other in Brisbane. Participants found the courses valuable on a number of levels. The opportunity for sharing ideas and networking, working through case studies to translate theory into practical application and group presentations to an external panel all contributed to a deeper understanding of complex project management and systems thinking for participants.
Further courses are scheduled for 2014 with the first in Brisbane from 26-28 February. Sign up now and save! Discounted early bird registrations close on 20 December 2013.
The 2014 Course Calendar has more details and course dates.
"I found that the course opened my vision beyond the systems engineering paradigm that I normally work in to look at other methodologies related to the soft systems approach to problem solving. I thought that the approach taken by the course provided enough intellectual rigour on the basis of the individual systems approaches, but also introduced some systems analysis tools and techniques that can be applied within the workplace. The facilitator made the learning process fun, and the facilities provided by QUT were excellent."
Gary Taylor, Australian Aerospace Limited, October 2013
Driving Success in Large High Technology Projects: What really works
The latest eBook published by ICCPM is "Driving Success in Large High Technology Projects: What really works" by Phil Crosby.
Complex and demanding mega-projects are characterised (or in some cases plagued) by new and risky engineering technologies, daunting infrastructure, and staggering budgets.
Do concept reviews, funding approval, or early stage planning take advantage of success indicators based on learning from relevant past experience? Does such knowledge actually exist? And is there any evidence that early stage project development is more effective when armed with such information?
This book answers these questions and more! It also provides a checklist to make sure your next project, high technology or otherwise is a success.
CRC for MCPP
The Cooperative Research Centre for Managing Complex Projects and Programs (CRC MCPP) completed a series of workshops and one on one discussions in Adelaide, Brisbane, Canberra, Melbourne, Sydney and Perth during October and November 2013. This initiative bought together over 70 leaders from across key sectors of the Australian economy to discuss the issues critical to the way complex projects and programs are delivered. The aim of the workshops and meetings was to ensure that the themes, issues, topics and outcomes which will become the focus of the consortium are aligned to the key needs of participants.
The following seven key research themes for the CRC MCPP were identified as a result of these meetings and workshops:
Integration and alignment of team performance
This theme will study the challenges organisations face in integrating and aligning teams that are drawn from within and between organisations delivering complex projects and programs, and the approaches and strategies which have brought success.
Leading and managing complex projects and programs
This theme will build an understanding of the qualities and skills that make for successful leaders and managers of complex projects and programs.
Contextualised and tailored knowledge capture, access and dissemination
This theme will focus on developing and deploying information management and presentation tools to assist leaders and managers utilise information and learnings from complex projects and programs underaken in a range of sectors.
Project scoping and critical assumption testing
In this research theme, we will search for ways to ensure that projects are scoped and executed more thoroughly, seeking innovative ways to promote lateral thinking, recognition of uncertainites and consequences, and the challenging of assumptions during project scoping and project oversight (including risk management).
Benefits realisation, accountability and innovations
This research theme will focus on mechanisms to support the monitoring and assessment of project benefits, accountability and innovations.
Complex project contracting and procurement
This research theme will focus on the scope for improvements in the contracting and procurement processes used for complex projects and programs.
Decision making and risk optimisation
This theme will focus on processes and protocols for managing risk and uncertainty in the operational phases of complex projects and programs, including coping with the volume and heterogeneity of information that project managers may need to address, and decision-making in the trade-off between risk, schedule, contingency and cost.
Over the coming months, representatives of CRC MCPP will seek formal suppport from interested organsations of their intent to participate in the consortium.
|Key Dates for Participants|
|1 December 2013 - 31 January 2014||Contact us to register your interest|
|1 February - 31 March||Seek internal approval from your organisation to participate in the CRC MCCPP|
|1 April - 30 April||Confirm contributions and level of involvement with our project team|
|1 May - 31 May||Submit signed participant declaration forms to confirm your organisations participation in CRC MCPP|
If you would like more information on participating in the CRC MCPP please contact:
Stephen Hayes CEO, CRC MCPP, email@example.com / +61 2 5120 5110
Greg Spinks, Director Strategy & Bid Development, CRC MCPP, firstname.lastname@example.org / +61 3 9081 0413
ICCPM has gained a new Associate Partner in the form of Gravity Consulting.
Gravity specialises in Strategy Visualisation - a niche service that enables organisations to model and translate complex business strategies, plans and much more into powerful visual representations.
They have combined their strategic consulting expertise with an innovative Information Visualisation Framework that cuts through the complexity and information overload that fogs businesses today.
Over the years, Gravity has recognised the need to depict different types of information using different methods, to help cater to various types of business problems. Infographics that are traditionally static in nature have now evolved into a more user engaging and interactive medium.
Gravity’s visual consulting approach helps organisations navigate effectively through the various stages of their Business improvement and Business transformational journeys.
We look forward to working with Gravity Consulting through 2014 and beyond.
As members of our Complex Project Management community we would like to provide you the ability to access a regular electronic newsletter, that draws upon global newsfeeds on a range of subjects related to Complex Project Management, providing links to news articles from around the globe. It is our intention to begin forwarding a range of articles on a fortnightly basis, beginning on 8 January 2014.
Should you have any specific areas of interest they can be included in the search for article to populate the eNewsletter.
Rather than send the newsletter to everyone, we would prefer your advice on whether or not you wish to receive it. You can opt in or out at any time.
Please advise email@example.com if you wish to be provided this opportunity, and if you have any preference for the type of news you require.
Delivery Environment Complexity Analytic (DECA)
Delivery Environment Complexity Analytic: Understanding challenges in delivering project objectives
The UK National Audit Office has developed a Delivery Environment Complexity Analytic (DECA) tool to provide a high level overview of the challenges, complexity and risks to delivery of a project, programme, policy or area of work. It provides a focus for discussion and consolidation of existing knowledge through consideration of the likely impact of 12 factors which are key influencers of success or failure. These can then be shaped to enable the creation of a delivery environment that is more likely to result in a successful outcome. Users decide whether the potential impact from each factor is high, medium or low to build an overall picture of the delivery environment and its complexity. The completed DECA gives users a better understanding of the challenges the organisation faces in realising its policy aims and/or delivering a project. The DECA can be used to develop a broad, high-level understanding of an organisation for assessing the challenges surrounding the implementation of major projects. It is also a useful tool for wider strategic planning and checking whether risk registers appropriately capture and address these factors.
The work of the NAO has consistently demonstrated that the quality of a project’s initiation often dictates the likelihood of its success. Following the publication of our report A guide to initiating successful projects, we set out to try and establish why project teams do not consistently follow good practice in setting up projects. Using data from around 5,000 projects and organisations we found that indicators of failure can often be found at an early stage in the project’s life cycle – at its very conception.
We found striking patterns in the reasons for projects failing, which all related to the importance of understanding the delivery environment and complexity of the project when making a decision whether to proceed. Organisations which really understood the inherent challenges of their project were able to create an environment for success at the earliest stages of its design, while those which did not set themselves up for failure at a later stage. These ‘patterns’ were themed into 12 factors, which we used to create the Delivery Environment Complexity Analytic (DECA).
It is designed to help audit teams, sponsors and clients shape their understanding of the challenges and opportunities faced in delivering objectives and outcomes, and the steps needed to address the complexities associated with these risks. Although every project is unique and requires its own delivery plan, the factors which need to be considered in deciding how to shape that bespoke delivery plan are constant. The DECA provides a framework for describing and assessing the context in which outcomes are being delivered.
NAO teams have trialled the DECA on their value-for-money (VFM) work during 2012 and 2013. The Infrastructure UK unit in HM Treasury has included the NAO’s DECA in its Infrastructure Procurement Routemap which comprises a best practice guide and toolkit. The DECA can also be used outside a project delivery context. It is useful to clients, sponsors and NAO teams as the basis for understanding the challenges faced in delivering objectives and outcomes.
More information, the guide and the template can be found here.
New Board Members
ICCPM would like to welcome its two newest board members: Julie Dunlap, Lockheed Martin and AVM Deeble, Australian Defence Materiel Organisation.
Ms Dunlap is the IS&GS – VP, Australian Programs. Ms Dunlap is responsible for establishing a strategy for business expansion within the Australian IS&GS Market and also ensuring the successful execution of all IS&GS programs.
Ms Dunlap’s prior assignment was Civil Vice President of Operations. Civil provides over $4B/year of mission and information technology solutions domestic and international civil agencies as well as commercial customers. Solution areas include Health, Energy Systems, Transportation, Citizen Protection and Services, Cyber Security, Enterprise Information.
From 2005 to 2010, Ms Dunlap was the Director responsible for Lockheed Martin’s Census Business Practice. Ms Dunlap served as the company’s Program Director for the U.S. Census Bureau’s Decennial Response Integration System (DRIS) contract. Valued at more than $1Billion, the DRIS program was responsible for engineering, developing, deploying and operating the system that captured the U.S. 2010 Census. As Director of the international Census Practice, Ms Dunlap provided oversight to the development and delivery of the UK 2011 Census and the 2011 Canadian Census.
Ms Dunlap has over 28+ years of experience with Lockheed Martin and is a Certified Program Manager. Ms Dunlap is experienced in managing large-scale, complex systems for both DoD and Civil customers. Her program management skills include high level of specialisation in earned value management, risk management, and award fee management.
AVM Deeble was born in Sydney in 1957 and graduated from Sydney Technical High School in 1975. He graduated from Sydney University in 1978 with a Bachelor of Science in pure and applied maths and subsequently joined the RAAF in 1979 as an aircrew cadet. After completing Navigator training, graduating as dux of the course, he was posted to fly Canberras. Following a short tour on Canberras he was posted to fly F-111s and gained experience in the strike, reconnaissance and instructional roles at 1 and 6 Squadrons. In 1990 AVM Deeble was posted to the Australian Defence Force Academy as a Squadron Commander. Later that year he was seconded to the F-111 Avionics Update Program and was responsible for the oversight of the development of the F-111 operational software and associated support systems. On completion of the four-year update program he was posted back to F-111s as the Executive Officer of 1 Squadron and subsequently to the 82 Wing Headquarters in charge of operations. As a result of his project work and operational efforts, he was admitted as a Member of the Order of Australia in the 1999 Australia Day Honours.
AVM Deeble was posted to Air Force Headquarters in 1999 where his senior appointments have included Deputy Director of Capability Review and Director of Combat Capability Management – Air Force. In 2002, he was subsequently posted to Capability Systems - Aerospace Development as Director of Aerospace Systems Development. In December 2003, AVM Deeble assumed the duties of Director General Aerospace Development (DGAD). He received a Conspicuous Service Cross for his efforts as DGAD in the 2007 Australia Day Honours.
In June 2006, AVM Deeble was promoted to his current rank and posted to Defence Materiel Organisation as Program Manager Airborne Early Warning & Control. In June 2010 he also accepted responsibility for the Collins Submarine branch, including both acquisition and sustainment activity, as Program Manger Collins and Wedgetail.
In August 2013, AVM Deeble was appointed Program Manager Multi Role Tanker Transport to assist in remediating the boom and achieving final acceptance. In 2014 he will transition to the role of Program Manager for the New Air Combat Capability (Joint Strike Fighter) Program.
AVM Deeble attended the Defence Staff Course at the Australian Defence College. He has accumulated 2500 operational flying hours.