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December 2012


All the best for the forthcoming festive season and welcome to our final Newsletter for 2012.

2012 has been a fantastic year for ICCPM in all areas.  This included a successful global Roundtable Series and Research & Innovation Seminar for our partners, a robust series of research projects, and an ever increasing range of support activities for our partners.  This year we also saw a strengthening of our relationships with other professional project management bodies.  APM (UK) signed on as an Alliance Partner which adds to our existing relationship with IPMA.

Our 2012 Roundtable Series, Complexity in a Time of Global Financial Change: Program Delivery for the New Economy, has been a huge success.  A big thanks to all of those who hosted events, particularly our partner Booz Allen Hamilton as well as the UK Cabinet Office and National Audit Office.  A findings paper will be released for our partners and attendees in the first quarter of 2013.  A special thank you to Dr John Findlay of Maverick and Boutique who facilitated all four events!

Our research projects continue to be led by a wonderful band of volunteer leaders and many other contributors.  Sue Pritchard, Reverend Michael Cavanagh, John Davies, our friends from the SE Group, University of Technology Sydney and Queensland University of Technology have all made significant contributions.  Indeed the collective KD2 research efforts have delivered a number of outcomes.  One of these, Stage 1 of the much awaited CPM Digital Gateway (Library), will be launched in February 2013.  This resource will continue to grow post Stage 1 release and will be available to all ICCPM Partners and Individual Members.

Through KD2, ICCPM will continue to support CPM research.  Without a doubt, the most exciting investment we are supporting at present is the preparation of a bid for the Cooperative Research Centre (CRC) for Managing Complex Projects and Programs that will be presented for consideration by the Australian Government in June 2013.  Importantly, the essential CRC Partners; ICCPM, the University of Technology Sydney, the University of Sydney and Queensland University of Technology, will be engaging with the international research community as part of this investment.

In an ever changing world I would like to bid farewell to two valued members of the ICCPM Executive, Brett Ackroyd and Christine Levers, who have both made profound contributions to the direction and growth of ICCPM.  Our sincere thanks and best wishes to both of you for the future.  A warm welcome also to our newest member of the team, Kate Hubbard.

In our last newsletter we noted the increasing number of calls from individuals who also want to be part of the ICCPM family.  As promised we have now 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 will be the entitlement to use the post-nominal MICCPM.

Also in the last newsletter I announced that ICCPM will launching an e-book series.  The first of these, written by Reverend Michael Cavanagh relating to ethics in complex projects, will be released in February 2013.  We are of course working with leading thinkers and practitioners to develop a range of e-books for complex project and program practitioners with the latest in practical knowledge and thinking.  Stay tuned to the web site www.iccpm.com for the latest.

A warm welcome to Australia’s Clean Energy Regulator as our newest National Partner.

A special thanks to all of our partners and friends for your support in 2012 and we look forward to continuing the journey with you in 2013.


ICCPM North America has emerged as an entity representative of the community it represents and to where its services are delivered.  Many in the community are North American-based private global organization and government public entities.  The strategic focus of supplementing our Associate Partner Network in the region to provide more breadth and availability is in-process, and successful to-date, with the recent additions of Bruce Chadbourne, Blue Ridge Executive Coaching, LLC, and Carol Marinello being added to the network.  These additions bring significant and rapid support to both our Strategic Partners and Clients.

ICCPM North America is currently in discussions with North American universities seeking to establish a virtual network of expertise and global leadership in CPM teaching and research seeded with the ICCPM supported Queensland University of Technology’s Executive Master’s in Complex Project Management degree.  On the 8th of October we delivered our first US-based  Systems Thinking and Complex Program Management program at Georgetown University with a rich mix of attendees from the National Geospatial-Intelligence Agency,  Defense Acquisition University, Dell, BAE Systems, FIS Global and Lockheed Martin, to name a few.

The ICCPM Roundtable was held on the 6th of November in Washington DC and focused on “Complexity in a Time of Financial Change:  Program Delivery for the New Economy”.  Dr. James McMichael, of the Defense Acquisition University, delivered the keynote address highlighting the complexities that exist in delivering major weapon systems in this day and age and the differences from the past.  Dr. Guy Ben-Ari delivered an afternoon talk on Innovation Economy and the associated governance concepts that would be needed to address this type of economy.   The purpose of ICCPM’s roundtable discussion was to bring the collective wisdom of the participants to bear on the topic, with the principal outcome being the clear definition of further action required; the output report is forthcoming.  The North American Roundtable was attended by members of industry, government and academia.

The PwC A&D Insights 2012 report “looked at the challenges facing program managers as the industry responds to an unprecedented convergence of pressures in the environment in which today’s programs are being delivered” (PwC, 2012).  Not surprisingly, our ICCPM Roundtable Series has this as a major trend output as well, along with considerations in the solution-space.  The PwC report concludes that “companies will need a different kind of program management mindset in which partnership, internationalism, inclusivity and innovation are as much to the fore as really good ‘get it out of the door’ program management (PwC, 2012)”.  By delivering a host of innovative options, ICCPM is globally recognized to be on the forefront of transformational change, holistic systems thinking, and execution models and interventions that are proven successes.  This not accomplished via a formula or a specific process, but by offering appropriate models and tools from which to execute from and providing a vision into the future space, not just a past representation of cost and schedule, and the associated anticipated trend lines of what would happen if you don’t do something different.  Nan Bouchard, Vice President of Program Management, in looking at what will affect a program in the next 10 years states “Complexity is coming from the changing business environment.  Customers are facing difficult budget situations and, as we internationalize more, there’s more complexity in those relationships.  The challenge for all of us, both industry and government, is to deal effectively with this new environment. (PwC, 2012)”.

If we just look at technology uncertainty alone and its impact on programs, the rate of social and technological change is now so fast that there is insufficient time between the introduction of a new technology (system, product, service, tool, method or technique) to develop a deep understanding of all the consequences of its use, and to get buy-in from stakeholders uncertain of its consequences, especially in areas where there is community concern about the risks.  Organizations can expect to spend a greater proportion of their time engaging with stakeholders in rapid prototyping, scenario exploration and participatory research.  Bill Fitzgerald, president for commercial engines at GE Aviation, observes: “Our market position today comes from a technological legacy that has been developed over 40 years.  But the pace of change now means that in the next five to seven years we will cover another 40 years.  That’s a challenge for the industry. (PwC, 2012)”

Peter Fielder, managing director for performance excellence at BAE Systems Plc. sums it up quite nicely in stating, “It’s a competitive environment out there and with the current affordability challenges, it means that the industry has to be agile, innovative and bold in supporting our customers.  So growth without risk seems a bit unlikely to me. Those who get it more right than wrong are the ones most likely to earn the right to be trusted with the next challenges. (PwC, 2012)”  It is through our Global Partnerships, our Associate Partner Network, and our Research Associates that ICCPM leads in effectively dealing with these new environments.

Fred C. Payne, President, ICCPM North America

PwC. (2012) A&D Insights:Programs Under Pressure. UK: PwC.


ICCPM’s Membership Program is now up and running. 

Benefits include:

  • Early notification and invitations to ICCPM events;
  • Discounts on ICCPM sponsored courses and events;
  • Opportunity to contribute to ICCPM sponsored research projects
  • ICCPM Newsletter
  • and more...


Visit the Membership page to find out more or to join ICCPM.


Complex Project Management Foundations Courses

ICCPM is pleased to offer, in conjunction with QUT, intensive foundations courses that can stand alone or be applied towards the Executive Masters in Complex Project Management. The courses will benefit managers and advisors in any field, whether they have a specific project or ongoing program of change running in their organisations.

These courses are:

  • Holistic Systems Thinking
  • Problem Solving in Complex Environments
  • Contracting for Complex Projects
  • Acquisition Strategy
  • Strategic Management of Risks
  • Strategic Procurement
  • Effective Communication for Complex Projects
  • Virtual Teams
  • Dispute Resolution


Please visit our Education site for more information.


ICCPM, in conjunction with QUT, has scheduled the following courses for 2013.

Course Title
18 - 20 MarchBrisbaneSystems Thinking and Complex Project Management
6 - 8 MayCanberraSystems Thinking and Complex Project Management
23 - 25 SeptemberCanberraSystems Thinking and Complex Project Management


ICCPM is currently taking expressions of interest for foundations courses to be held during 2013 in Melbourne, Perth and Sydney. Please contact Diane Hope to register your interest.

For courses outside these centres please email Diane Hope your details, including potential number of participants.


ICCPM, with our Associate Partner network, will be developing a series or a range of series’ of EBooks to share and disseminate CPM knowledge to a wide audience to further raise awareness and knowledge of issues being faced by managers dealing with complexity.

If you are a project or program manager working in a complex environment with questions that you are having trouble finding answers for then we want to hear from you.  What are the problems you are facing?  What do you think is missing from the literature available on project or program management?  What aspects of complexity in program management would you be interested in reading about?

Please contact Deborah Hein with your questions and suggestions.


ICCPM is planning a networking event in Canberra in early May 2013, potentially 9 & 10 May, for all our Associate Partners.  We will keep you updated as planning progresses.

We would like to offer our Associate Partners:

  • The opportunity to meet each other
  • To promote their tools and products to a different audience
  • To discuss the 2012 Roundtable findings paper
  • A different space for communication and networking


Please contact ICCPM to register your interest in attending and receiving further information.



Roger Howick - Assuritas
Roger Howick – Assuritas

With over 30 years of international experience in large major projects organisations and hands-on experience in reviewing more than 15,000 projects, Assuritas® principal, Roger Howick, is passionate about the need for organisations to get the basics right from the beginning.

"Most complex projects are destined to fail from the outset and most of the root causes of failure are evident before the project commences," says Howick.

Having worked at the coal-face in reviewing large scale complex projects with global aerospace and defence companies, government defence departments and infrastructure entities within the UK, USA, Middle East and Australia, Howick provides an independent assessment and pragmatic recommendations to effectively  deal with systemic weaknesses (and therefore latent vulnerabilities) to delivering project outcomes.

"The majority of failures are caused by not getting the basics right at the right time [within the project lifecycle] rather than the absence of so-called 'best practice' project management disciplines."

Since establishing Assuritas®, Howick has provided the range of assistance to Boards and leadership teams: from acting as an independent ‘sounding board’, to establishing a realistic position in respect of organisational and/or project capability; through to full scale project reviews.

"I see our role as providing practical recommendations to address fundamental weaknesses and shortcomings that threaten project certainty and successful outcomes. The common sense recommendations that I put forward are integral to the organisation's overarching Governance and Assurance frameworks and reinforce existing business practices including risk management mechanisms and internal controls."

Assuritas® is an Associate Partner of the ICCPM. Roger Howick is a principal of Assuritas®.



Dendronix is a new company and a new Associate Partner of ICCPM who have developed Behavior Engineering method of risk identification, mitigation and analysis.  They provide tools for reducing project risk along with training and consultancy services. 

Bruce Chadbourne

Bruce brings a wealth of experience in program, project and risk management principles.  He is author of “The Professional Guide to Risk Management” and is a recognised contributor to the publications of the Project Management Institute and the International Institute of Business Analysis.

Bruce has worked in a wide variety of complex projects and organisations from the US Navy to Lockheed Martin to Fidelity Investments.  He has worked with organisations to establish PMO’s and implement risk management strategies.

Ann Schultz – Blue Ridge Executive Coaching

Ann is President and Executive Coach of Blue Ridge Executive Coaching.  She has a wide range of experience in government and business in coaching, consulting and leadership development, along with programme and contract management experience which enables her to understand the needs of her coaching clients and help them to see the big picture.

Ann has authored 10 books and travelled the US speaking to groups about communication and relationship dynamics.


Literature Review and Digital Gateway (Library) on Complex Project Management (RP2)

A collaborative research effort between ICCPM, UTS, QUT, CSIRO and the University of Sydney.

The Literature Review Report is being finalised by researchers at the University of Technology Sydney (UTS).  The initial outcome of the Literature Review has been fed into the search engine, designed by CSIRO, for the Digital Gateway.  The Gateway, once completed, will be the point of entry to the wider web and CSIRO's search engine will provided users with informative materials around issues of managing complex projects and programs.  The Gateway will have the capability for users to tag and rate the returned materials on the basis of their value.  Over time a unique and targeted resource database on Complex Project/Program Management will be created.  The initial version of the Digital Gateway (Library) is set to go live in February 2013.

Better Metrics for Complex Projects (RP5)

Reported by Sue Pritchard.

This is a scoping project designed to clarify the research question, curate the work already undertaken in this space and to surface and explore good questions for further collaborative enquiry.

There is no universally agreed definition of project or program success.  Traditional measures have focused on efficient execution: adherenece to schedule, budget and achievements of scope, which are, by and large, measures of project management performance.  They do not capture how well the project accomplished its original objectives, nor its wider outcomes.  Even where broader outcome benefits are adequately identified at the project initiation stage they are seldom measured in the same way as efficient execution.

"What gets measured gets done."  It is now broadly agreed that 'delivery leadership' is different to project management.  There is a lack of an agreed and coherent set of metrics to go with the practices that characterise effective 'delivery leadership'.

This research project is working with a cross section of participants including SROs, policy leads, auditors, academics and engagement experts to explore their understanding of the problem.  The participants will also help develop new metrics which would support more effective delivery leadership of all the dimensions of temporary organisations (including stakeholders) established on projects.

Cooperative Research Centre for Managing Complex Projects and Programs (CRC for MCPP)

ICCPM with our parthers QUT, UTS and University of Sydney is continuing to develop a bid for funding for a Cooperative Research Centre for Managing Complex Projects and Programs.  The CRC Program is a Commonwealth research funding program aimed at supporting research driven from the end-user to address major challenges that require medium to long-term collaborative efforts.  The Bid Team has proposed a set of research themes and projects.  A series of CEO Breakfast Briefings and Industry Workshops were held in late 2012 to collect input from industry and government to ensure the research themes and projets will address the pressing needs in the field of complex project/program management.

The grant propsoal is due for submission in June 2013 and we are seeking industry in-prinicple engagement.  A number of our existing Partners have already agreed to participate further and reap direct benefits from the operation of the CRC.  If you are intersted in learning more about the CRC and how your company/organisation can participate and benefit, please contact Warwick Watkins, the proposed Chair of CRC for MCPP.


Project Management Blunders: Lessons from the Project that Built, Launched, and Sank Titanic

By Mark Kozak-Holland

The sinking of the RMS Titanic ranks as one of the most memorable and significant events of the 20th century and for one hundred years has fascinated countless generations. The events of that fateful voyage have been told and retold over the years; however, few have examined the actual building of the ship and how decisions made during that process directly contributed to the disaster. This book examines the Titanic story from a project management perspective and conclusively shows how the decisions made during design, construction, and sea trials (testing) compromised the ship's integrity and left it vulnerable to disaster.

Titanic's disaster has been put down to bad luck, an accident, and caused by the unforeseen forces of nature. The ship was sunk after glancing a blow with an iceberg. As a result, conventional wisdom is the situation was outside of the control of the captain and officers who were depicted as mere bystanders incapable of changing the course of events. The truth is very different. The seeds of disaster were sown as Titanic was designed, and there was a long chain of mistakes. This book puts forward a very different version of the disaster.

About the author

The Lessons-from-History series was developed by Mark Kozak-Holland, PMP, IPMA-D. Mark is very passionate about history and sees its potential use as an education tool in business today. Mark is a Project Manager and a Senior Business Consultant (certified in the Consultant Profession). He specializes in helping organizations evaluate how emerging technologies can impact their business.

Mark puts a different spin on complex business problems by applying lessons from history. In his book series, Lessons-from-History, he uses relevant historical case studies to examine how projects and emerging technologies of the past solved complex problems. Mark believes history has great relevance in business today. A good analogy helps to simplify, frame and put today's complex projects into context. It builds up a better understanding and enhances reader retention. It makes the whole learning experience more memorable.

The series was very much influenced by James Burke who advocated an alternative approach to using history in business. Mark published his first book titled "On-line, On-time, On-budget - Titanic lessons for the e-business executive" in 2002. The book explains in layman's terms how to deliver an Internet project successfully using Titanic as a case study. He has continued to publish every 18 months.


Project Management Blunders gives a fascinating incite into looking at the Titanic with a project management lens, and lessons that can be learned from mistakes that were made 100 years ago. It gives a great foundation to the underlying knowledge of project management and relates the theory into a real case scenario. Erkan Vasif, University of Hertfordshire

This is an excellent retrospective of the Titanic sinking and the amazing lack of challenge around claims made by the principals. As well as the project lessons it is also a good read and gives a great account of the Titanic's life and final voyage. Paul Summers, Portsmouth, UK

Author Mark Kozak-Holland, in his text Project Management Blunders, presents a searing indictment of the project management failures encountered during the building, launching and ultimately the sinking of the Titanic. Based on an extremely well documented examination of the historical sources the author tells the riveting story of the infamous and unnecessary calamity that included the loss of more than 1500 lives and the destruction of the world's largest ship on her maiden voyage. Kozak-Holland reveals how those losses could have been mitigated and even avoided if the principles of good project management and crisis management were followed instead of decisions being made without proper analysis, risk assessment and thorough contingency planning. Kozak-Holland also shows the ultimate cost of poor management combined with a misguided pursuit of short term profit and PR. We all know how the tragic story of the Titanic ends but Mark Kozak-Holland makes the powerful and easily readable case that events could have and should have turned out differently. Bob Lerner


Boeing blue_large_resized
QUT Business School 



International Centre for Complex Project Management
Level 2, Equinox 3, 70 Kent St
Deakin ACT 2600 Australia
Phone: +61 2 6120 5110

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