Resources
ICCPM Online Workshops and Webinars provide you with an easily accessible and engaging option to continue your training from anywhere in the world. To help you sharpen your knowledge and help keep you up to date, ICCPM has teamed up with industry leading project professionals, senior leaders and recognised academics, to share their knowledge and experiences.
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Complex Project Leadership
Competency Standards
The International Centre for Complex Project Management (ICCPM) is the review, update, and authorisation authority for the Complex Project Leadership Competency Standards. These standards have been endorsed by the Deputy Secretary Capability Acquisition and Sustainment Group (CASG), Australian Department of Defence, on behalf of the Commonwealth of Australia.
Webinars
ICCPM Online Workshops and Webinars provide you with an easily accessible and engaging option to continue your training from anywhere in the world. To help you sharpen your knowledge and help keep you up to date, ICCPM has teamed up with industry leading project professionals, senior leaders and recognised academics, to share their knowledge and experiences.
ICCPM Podcasts
This interview is between ICCPM CEO Collin Smith and Dr John Bensley, Academic Director, QUT Canberra & Learning Innovation, QUT Graduate School of Business. Dr Bensley is a subject matter expert in systems thinking. Collin and Dr.Bensley draw out some key discussion points around the topic of complex program leadership and the need to be able to respond to an increasingly complex project and program environments.
In this 2018 Roundtable Catch Up, you will hear from senior delegates at the Melbourne Roundtable discussing key highlights from the event and future opportunities for in-depth discussion and research on crucial points raised. Panel representatives in this podcast: • Collin Smith, ICCPM CEO (Moderator) • Dr Maurizio Floris (Director Leadership Development, John Grill Centre for Project Leadership) • Peter Sexton (Partner Management Consulting, KPMG) • Susannah Thelander (Project Director, Toll).
ICCPM Members Exclusive. Naomi Mathers (Director, Industry Liaison and Member Services, ICCPM) interviews Andrew Pyke (Keyholder Pty Ltd). Andrew was involved in the establishment of the original Complex Project Manager Competency Standards, and he has been contributing to the current standards review. After a review event in Canberra, Andrew shared some history with ICCPM members. In this podcast Andrew takes us on the journey of how the original standards were established. He talks about the increase in mega projects, the associated increased demand for people with the skills to manage these projects, and the identified shortfall in skills, leading to the coming together of industry, government and academia in 2005, and the establishment of the standards in 2007.
ICCPM Members Exclusive. This interview podcast discusses square kilometre arrays (SKA) w/ Dr Sarah Pearce and Dr Phil Crosby from the Commonwealth Scientific and Industrial Research Organisation (CSIRO). Sarah is currently the Deputy Director of CSIRO’s Astronomy & Space Science (CASS), where she chairs the CASS Executive. Sarah has a particular responsibility for CSIRO’s role in the Square Kilometre Array project, and manages the CSIRO SKA Centre that co-ordinates CSIRO SKA activities. She has been Australian Science Director on the SKA Board, and part of the negotiating team for the SKA Convention.
Phil is CASS Business Strategist and major project consultant, with responsibilities including long range planning, risk reviews, new program studies, industry engagement, and oversight of CASS’s Project Review Board. He is also a Fellow Member of ICCPM. Interview by Dr Naomi Mathers, ICCPM Director, Industry Liaison and Member Services.
ICCPM Members Exclusive. ICCPM Director Dr Naomi Mathers sits down with ICCPM CEO Collin Smith to share some insights from the ICCPM report Project Leadership: The game changer in large scale complex projects. The report launched in Canberra, Australia on 13 June, 2019.
ICCPM Members Exclusive. Carole Osterweil is a troubleshooter, coach and author of Project Delivery, Uncertainty and Neuroscience – A Leader’s Guide to Walking in Fog. She works with executives and project delivery teams who want higher productivity and better outcomes with less stress. Carole coaches at Ashridge, part of Hult International Business School, and runs Visible Dynamics a boutique consulting and coaching practice. Her current projects include work with Cranfield University and PA Consulting to increase the UK Government’s senior project and program management capability. She knows first-hand what leading projects in the midst of turmoil is all about.
Previous International Roundtable Series Reports
2024-25 Roundtable
Rethinking Boundaries in Complex Projects:
Navigating the intersections and interplay of functions and stakeholders
across the project lifecycle
COMING IN LATE 2025
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Meaningful communications are well known to be difficult at the best of times. They become more challenging when new languages or even words are employed by one party. Age differences, occupations with special languages, jargon and hybrid versions of these can create misinterpretations. And explanations of complex situations add another layer of challenge to communications effectiveness. A Working Group of complex project practitioners under the auspices of ICCPM has explored the subject of cross-discipline engagement by pursuing the following question: “To better enable risk management of complex projects, what considerations should be addressed to reduce the challenges of cross discipline engagement?”
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The MRC SIG working group of volunteers explored the subject of defining the elements that should be considered when establishing the initial target for, and final assessment of, project success. The report makes a case for the definition of success in complex projects to include more than the cost of delivering a desired capability against a planned schedule when the project receives formal approval.
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Complex projects are always by their nature exceptionally busy, as are all the members of the execution team. Amidst the normally high level of ‘noise’ in the volatile, uncertain, complex and ambiguous (VUCA) globally interconnected world of business now and in the future, it is often difficult to sense the early and weak signals that indicate the initiation of transition processes that can be detrimental to project delivery. Interestingly, many of the major issues that have detrimentally affected project success are problems that went unnoticed, were underestimated or dismissed until a significant change became obvious which triggered a project crisis.
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The purpose of this paper is to capture a set of what is considered to be important considerations for those navigating complex projects, as developed based on experience, observation and various source documents employed in the past by members of a small Working Group of the International Centre for Complex Project Management (ICCPM). It should be noted that the Working Group included the involvement of the following people on at least an occasional basis: Richard Barber, Laurie Bowman, Reaiche Carmen, Julia Cianci, Greg Fackender, Alistair Godbold, Tony Graham, Stephen Grey, Michael Hawkins, Daniela Kellett, Rob McMartin, Ian Mack, Denis Mitchell, Andrew Pyke, David Preller, Davin Shellshear, Lizzy Smith and Simon Springate. Furthermore, not all aspects of the content of this paper are necessarily endorsed by the participants of the Working Group.