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Issue 5: March 2012

CEO Welcome Message

If we thought that 2011 was a big year, then 2012 seems set to dwarf last year's achievements. With significant research projects under way, a Global Roundtable series being delivered, as well as education and support services being deployed around the planet, the ICCPM team, the research community, and our Associate Partners are set for a very busy year. Most importantly, the vision of a few outstanding leaders has come to fruition as we are now well placed to support both government and industry to better deliver complex projects and manage complexity.

I am pleased to announce that on 24 February 2012, EADS became our newest international partner. This formalises the strong support that EADS has provided for ICCPM's initiatives over the last two years and we are delighted to have them on board. I would like to recognise the efforts of Mr Jean-Luc Galvani and Dr Hans Altfeld in developing the relationship leading to this partnership.

I am also delighted to announce that the Association of Project Management (UK) are the latest of our Alliance Partners. ICCPM does not normally pursue partnerships with national PM associations as we already have a close relationship with the International Project Management Association to which these bodies belong. However, in this instance the partnership with APM (UK) recognises their unique level of maturity and leadership in the global community. Special thanks go to APM (UK) CEO, Andrew Bragg, for his support in helping formalise this relationship.

The release of our international task force report "Complex Project Management - Global Perspectives and the Strategic Agenda to 2025" in late 2011 has raised a significant amount of international interest. Our heartfelt thanks go to all those who helped make this a reality. The report resulted in the establishment of the International Complex Project Management Knowledge Development and Dissemination Centre (KD2). Through ICCPM's KD2, we are now facilitating a number of research activities and proposals. The highlight for 2012 will no doubt be the international literature review and analysis of existing CPM and complexity research. This will serve two purposes: firstly to provide policy and action advice for government and industry; and secondly, to further inform KD2's research agenda.

There has been considerable interest in the deployment of the ICCPM Associate Partner Network education and support services. Currently, support is being provided or considered in Europe, the Americas, Australia and Africa.  One of the initiatives ICCPM is supporting, a new Pan-African initiative, is of exceptional magnitude and has the potential to respond to the growing economic demands of the African people and their governments. With ICCPM's support, our Associate Partner, the Institute for Strategy and Complexity Management (ISCM), has been mandated to lead this complex project with its highly specialized project simulation services. To meet anticipated government and industry CPM needs, ICCPM continues to develop its Associate Partner network.

One of the important senior level engagement opportunities ICCPM provides for its existing and prospective partners is the Roundtable series. I am pleased to announce that 2012's 'invitation only' Roundtable series has already begun, with the pilot event held in Australia (Canberra) on 13 March, with further events to be held in the USA (Kennedy Space Centre) on 15 May, France (Lille) on 24 August, and UK later in 2012. A discussion paper has already been developed for the series under the leadership of one of our Associate Partners, Dr John Findlay. The 2012 series titled, "Complexity in a Time of Global Financial Change – Program Delivery in the New Economy" will culminate with the publishing of a findings paper towards the end of 2012.

On a final but very important note, I would like to introduce our new President of ICCPM USA North America, Mr Fred Payne. Fred has a long association with ICCPM as a 'founding member' and having been a Vice President of program management with BAE Systems and Ricardo, has a huge depth of experience in our field of interest. His appointment marks an important moment in providing more regionally focussed CPM support for government and industry in the USA and Canada. I hope you take the opportunity to welcome Fred and seek to establish a close working relationship with him.

I hope you find this newsletter interesting and I look forward to catching up with many of you throughout the year.

Introducing Frederick Payne, President, ICCPM North America

Fred Payne, President, ICCPM North AmericaI in his role immediately prior to joining ICCPM, Frederick (Fred) Payne was vice president and global program management director for Ricardo plc., providing guidance for the global Ricardo project management community, ensuring effective and appropriate application of the Ricardo Project Life Cycle Process Framework  and the accompanying business system improvements in addition to the development of project managers through training and certification programs.

Prior to joining Ricardo, Fred Payne was the corporate director of program management at BAE Systems Inc., responsible for the direction, coordination and stewardship of policy, processes and project management development for over 5000 Project and Program Managers within BAE Systems world-wide.  He represented BAE Systems on the Global Corporate Council of the Project Management Institute (PMI) and is a past chair of this body. In 2005 he was named by the PMI as a 'Top 50 Power Program Management Leader'. Fred is an officer of the ICCPM and is one of the original founding member. 
He holds BSEE and MBA degrees from Fairleigh Dickinson University as well as Graduate Certificate Degree in Project Management from Stevens Institute of Technology.

In his new role with ICCPM North America, Fred will have primary responsibility for the day-to-day operation of the organization including senior representation for ICCPM North America, business development, capability development of ICCPM North America clients, and the overall strategic and operational plan. He will be based in Washington DC, USA.

Commenting on his appointment, Fred said:

"The challenge of leadership today lies in dealing with the greater uncertainty and ambiguity that has arisen as a consequence of accelerated change and for a wide variety of reasons. Traditional project management, although an important base for program delivery, lacks many of the leadership competencies and tools to deliver programs effectively and efficiently. Because of these gaps, we all suffer as a society, whether it be from the anxiety of working on a program that seems inevitable fraught with disaster, a tax payer who sees program costs spiraling out of control, or a non-governmental organization who just can't do more to help people suffering from a major disaster or political strife. For the years I have been involved as an officer of ICCPM, I have seen this organization emerge from a concept to the peak body for Complex Project Management; I take great pride in now being offered an opportunity to lead such an organization in North America, advance the global Complex Project Management research agenda and create the operational framework for the advancement of all Complex Project Management professionals."

Fred Payne can be reached at:

Transformation Planning - ISCM
By Dr Joop Remme, ISCM

Transformation Planning is aimed at the planning and replanning phases of complex projects, for which it realizes specialized simulation services. The performance targets of those projects require special attention, as experience has proven. This is provided by the Transformation Planning method, which monitors the progress towards those targets. The 'pre-view' design functions of Transformation Planning constitute an early warning system. This system reports both to the project team and to the Board during the course of the implementation of complex projects. In doing so, it offers delivery assurance.Our approach on transformation takes into account that transformation can only succeed when the people in the organization develop together, under the leadership of the in-house transformation planning team. In this way they appreciate the new reality and take ownership for it. In offering Transformation Planning, we support this journey, achieving independence from outsiders and full empowerment. This is motivated in our belief that true change has to be the result of learning, which is typically joint learning, turning the organization into a true learning organization. This makes the organization much better prepared for future challenges and goals.

Our approach is in line with the full range of ICCPM services, which are in the same vein characterized by systemic and holistic approaches which benefit especially those clients who seek sustainable transformation planning.

The Transformation Planning method aids organisations by allowing them to:

  • Experiment in a risk-free environment, at a fraction of the cost, their concerns and expectations during a large-scale project
  • Comprehend the associated complexities for complex program management
  • Use simulation software to model business requirements and simulate available solution optionsIdentify risks and constraints
  • Test their assumptions – technical and business
  • Assess the economic profile of the implementations
  • Understand the required competency profiles for project delivery for all scenarios
  • Look at medium-to-long term impacts

For more info regarding Transformation Planning, 
or contact Brett Ackroyd, DCEO of ICCPM: 61205110, or

Education Update: Systems Thinking Foundations Unit - Public Course

The first public Systems Thinking and Complex Project Management course was run successfully in Canberra in February 2012. The course attracted participants from a wide range of public and private organisations and the initial feedback was very positive. ICCPM and QUT are considering offering another public course in the last half of 2012 in Brisbane Australia. ICCPM also plans to deliver a public course in North America, possibly in conjunction with DAU, later this year. Planning is also underway to hold a course for some of our European based partners within the next year and there are a number of opportunities for Partners in the US and Australia to undertake a Systems Thinking course in-house this year.

ICCPM is working with our service providers to ensure we provide practical education services that meet our Partners' needs. One such development has been the creation of a one day executive overview seminar on the Systems Thinking and Complex Project Management Course. This seminar has been developed to give senior executives and board member equivalent personnel  an insight into the concepts covered in the four day course and how to support the growth of systemic thinking within their organisations. The course will be provided to one of our Australian based partners in the next quarter and is available for deployment to other partners as required.

ICCPM is in discussions with QUT and other Associate Partners on the development of additional courses to meet identified needs. Of particular note is the Complex Project and Program Leadership course which has been developed to meet the needs of the peak program and project leaders in partner organisations.

Keep an eye out for more info on upcoming education services on our website!

ICCPM Partner Update: EADS

We are delighted to announce that EADS has joined us as an International partner!

ICCPM provides many benefits to its partners, of which two are of most significance. The first is the opportunity to join an international network of leading government, corporate and academic practitioners. Complex project management is recognised as a burgeoning area, but to date has operated without the benefit of an entity to facilitate interaction and communication between its global members. ICCPM has filled this void, and provides a central and coordinating role between leading operators in the complex project management environment.

The second key benefit is the ICCPM research agenda which will help progress knowledge and practice in the difficult area of complex project management. This agenda is under development and will be revised in consultation with our Partners around the globe. Our Partners are invited to guide our work towards areas which they believe are of most interest or benefit to them and the global community.
EADS, and our existing Partners, will derive great value in participating in our extensive global CPM network, particularly in the exclusive roundtable events, and in the development of our research agenda over the coming years. We look forward to working with them to provide leadership to advance knowledge and practice and encourage excellence in the management of complex projects.

Research Update

As reported previously ICCPM in conjunction with some of our academic partners are developing a bid for a Collaborative Research Centre grant from the Australian Government. It has been agreed that the bid will be submitted in 2013, giving the CRC bid team an opportunity to develop the appropriate research topics and industry support necessary to be successful. Our special thanks go to the collaborating teams from Monash University, Queensland University of Technology, Sydney University and University Of Technology Sydney.

KD2 has also initiated a number of other research activities, detailed below.

Research Project 01/2012:

The CCCPM research project comprises ten PhD projects from all over the world. The fields of research are explicitly selected out of areas which are not exposed to the mainstream of project management. The research project explores alternative perspectives and practices for project management. The scientific frame of reference chosen for the CCCPM research project is systems theory which have shown beneficial value in dealing with complexity and allow for a scientific process of exploring and mapping using a constructivist paradigm.  RP01/12 seeks to identify and test as rapid prototypes, practical solutions derived from the research to date, developing through interaction with real life projects a toolbox for complex project management.

Research Project 02/2012:

As a first phase of the CRC bid KD 2 Research Project 02/12  will involve the proposed academic teams and other noted international researchers working together on an initial review of the existing literature and research on complexity management. RP02/12 will provide ICCPM Partners with a comprehensive overview of the existing state of art in complex project management through a new digital library hosted by. The product of this review will form a resource for ongoing assessment of what practical solutions have been developed to address the problems associated with Complex Project Management.  It is intended that the initial review will be completed by the end of the 3rd quarter 2012 with an initial report available by the end of 2012.

Research Project 03/2012:

A number of ICCPM partners have asked whether we would lead a research project to develop an analysis tool to assess a project's level of complexity. KD 2 Research Project 03/12  will address this issue in collaboration with a team including the Institute for Strategy and Complexity Management, the Alfred Renyi Institute of Mathematics (Hungarian Academy of Sciences) and Michael Cavanagh. The work will commence with a technical workshop in Europe to obtain government and industry input to the final model which we aim to deliver by the end of 2012.

Anybody interested in more information on any of the research activities or in participating in a project should contact Brett Ackroyd at

Event Update : ICCPM Asia-Pacific Roundtable Event

The ICCPM Global Roundtable Series kicked off on the 13th of March, with the Asia-Pacific event for the series taking place in Canberra, Australia. Held at the Old Parliament House, the day-long event was an opportunity for senior-level Government and industry executives from a range of organisations and departments to come together and discuss issues of complex project management in a shared, non-attributable environment.

The day was opened by David Pitchford, Executive Director of the Major Projects Authority, UK, and was facilitated by Dr John Findlay, CEO of Zing Technologies. 

The Roundtable was a highly successful event, and participants informed ICCPM that the discussions which arose out of the day were rich and thought-provoking. The Series will continue with a North American event to take place in Cape Canaveral on May 15, in collaboration with Nasa, CSIS, Aviation Week and DAU,  a European event to take place on August 24 in Lille, in collaboration with Skema University, and a UK event to be held later in the year.

For more information about the ICCPM Global Roundtable Series, contact us at or 6120 5110.

New Books - Exciting Discount Offer from Gower Publishing

ICCPM is delighted to announce an exclusive arrangement with Gower Publishing. Through their website, Gower is offering ICCPM Newsletter subscribers and website visitors a 15% discount on books listed on Gower's ICCPM partner web page. To take advantage of this offer, enter the following code at checkout to receive the discount - Code: G12GKT15.
ICCPM Partner organisations will receive a further discount of 25% on all books listed on Gower's ICCPM partner web page. An email will be sent out to our Partner organisations shortly with the necessary discount code. Alternatively, please contact Zoya Patel at for further details.

As an additional bonus for Newsletter subscribers only, we can offer a 25% discount of the three titles listed below. To receive this discount enter the following code at checkout - Code : G12GKT12. This limited offer is only valid until May 30, 2012.

To use these special discount offers, visit
Contact Zoya Patel at for more info.

Advising Upwards : A Framework for Understanding and Engaging Senior Management Stakeholders   
Edited by Linda Bourne

"Much has been written about leadership and team building, but there are still major gaps in thinking and research about how to engage senior stakeholders in support of an organisation's projects. The central role of stakeholders in the successful delivery of organisational strategy is becoming increasingly recognised, as is the importance of developing a sponsor culture to support more collaborative practices within the organisation. Building, and managing, relationships with senior (upwards) stakeholders is essential for success. Advising Upwards brings together the ideas of experts in fields related to engaging senior stakeholders, such as risk management, decision-making, understanding cultural considerations, effective communication and other disciplines that may enhance the sustainable engagement of senior stakeholders. The starting point is an examination of the difficulties that senior managers face as they move through the ranks of an organisation from middle management to executive levels. Senior managers usually move up through the organisation on the basis of command and control management. Once in the executive ranks they must develop a more collaborative approach and adopt the principles of emotional intelligence (EQ) to succeed. Awareness of difficulties that senior stakeholders may face drives effective approaches for communication between the team and sponsors. Case studies and stories from experts illustrate practical, structured approaches that enable the teams to develop robust relationships with senior stakeholders will result in teams 'being heard', and support their 'being extraordinary' through innovative approaches to advising upwards."

Complex Adaptive Leadership : Embracing Paradox and Uncertainty
By Nick Obolensky

Complex Adaptive Leadership argues leadership should not be something only exercised by nominated leaders. It is a complex dynamic process involving all those engaged in a particular enterprise. The theoretical background to this lies in complexity science and chaos theory – spoken and written about in the context of leadership for the last 20 years, but still little understood. We all seem intuitively to know leadership 'isn't what it used to be' but we still cling to old assumptions which look anachronistic in changing and challenging times. Organisations and their contexts are increasingly paradoxical and uncertain. A broader approach to leadership is needed. Nick Obolensky has practised leadership in the public, private and voluntary sectors. He has also researched it, and taught it over many years in leading business schools. In this exciting book he brings together his knowledge of theory, his own experience, and the results of 15 years of research involving 1,500 executives in 40 countries around the world. The main conclusion from that research is that the more complex things become, the less traditional directive leadership is needed. Those operating in the real world, nonetheless, need ways of coping. The book is focused on helping practitioners struggling to interpret and react to increasingly complex events.

Arranged in four parts, it provides a number of exercises, tools and models that will help the reader to understand:

  • Why the context for leadership has changed, and why complexities in organisations have emerged
  • What complexity is and what lessons can be drawn from this emergent area of scientific study
  • How Complex Adaptive Leadership can be exercised in a very practical way at two levels: organisationally and individually, and how to get more for less
  • The actions that can be taken when Complex Adaptive Leadership is applied.

The book will particularly appeal to practitioners wishing to add to their knowledge of leadership theory.

Tools for Complex Projects
By Kaye Remington and Julien Pollack

Traditional project management approaches assume that project contexts are unchanging and key factors, though complicated, are reducible to unambiguous elements for management and control. Whilst this assumption has simplified the task for writers and educators, it is increasingly being recognised that these techniques do not work in projects which may be described as complex (due to their size, technical difficulties, conflicting environmental and political constraints or poorly understood or shared goals). Tools for Complex Projects draws on the latest research in the areas of project management, complexity theory and systems thinking to provide a ready reference for understanding and managing the increasing complexity of projects and programmes.

The main part of the book provides a series of fourteen project tools. Some of these tools may be used at the level of the whole project life-cycle. Others may be applied ad hoc at any time. In each case, the authors provide: detailed guidelines for using the tool, information on its purpose and the types of complexity for which it is most appropriate, the theoretical background to the tool, a practical example of its use, and any necessary words of caution.

This is an example of advanced project management at work; sophisticated tools that require a level of project and management expertise and offer rigorous and highly practical methods for understanding, structuring and managing the most complex of projects. 

Subject to copyright. ICCPM has taken reasonable care to ensure that all content is correct and up-to-date at the time of publication. This document remains the property of the International Centre for Complex Project Management. No part of it may be reproduced by any means without the prior written permission of the International Centre for Complex Project Management. For further information and requests for distribution please contact Thu Tran via email at



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