Webinars & Special Events
Webinars & Presentations
ICCPM 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.
Upcoming Webinars
Upcoming Webinars
Complex Project Governance: Navigating Tensions, Complexity, and Adaptive Strategies
June 11 @ 4:30 pm - 5:30 pm AEST
The Agentic AI Approach to Complex Projects: How to Prepare and Lessons Learned
July 17 @ 12:00 pm - 1:00 pm AEST
Managing Project Complexity: A Research & Teaching Journey
October 16 @ 6:00 pm - 7:00 pm AEDT
Present Your Webinar with ICCPM
Present Your Webinar with ICCPM
Be recognised as an industry expert in complex projects. See your webinar promoted as an official event across the ICCPM website and online media. This is an excellent opportunity to gain exposure and connect with the ICCPM global community of project leaders and senior academics.
Past Webinars
2025
APRIL 2025
RECORDING OF THIS WEBINAR WILL BE AVAILABLE IN JULY 2025
MARCH 2025
RECORDING OF THIS WEBINAR WILL BE AVAILABLE IN JUNE 2025
2021
Project Management Re-Imagined: Taking a People-Centric Approach to Improving Project Controllability and Success
By Paul Myers This webinar stems from Paul Myers’ research featured in the ICCPM Research Support Program.
ABOUT THE WEBINAR
This webinar is designed to introduce participants to some of the concepts and challenges of researching projects when taking a people centric approach in a real world setting. This is about harnessing project team people on projects in a much more productive manner in order to assert collaborative control over the execution of the project to improve project controllability and success. The presentation uses ‘rich pictures’ as per the Soft Systems Methodology (Checkland, 2000) coupled with a quick fire verbal narrative to link them together rather than just a series of bullet pointed slides.
It is far reaching in its scope and in total puts on display the length, breadth and some of the depth of this work limited only by the time available for the webinar. In effect, a demonstration of the fact that while we know a lot about projects it highlights how little we really understand. At the end there is a call to action for participants to get their organisations involved in the research for the mutual betterment of the project industry – albeit in a covid friendly manner.
Paul’s work drives off the idea that people act as a complex adaptive processor within an equally complex adaptive project system. It’s the net effect that matters in linking success to the project system as a whole. It challenges the idea that project leadership is the critical element and widens the scope to include followership. It equally challenges and reframes ‘root cause’ analysis, that while interesting, the project director really needs to know what dominant factors are that need to be managed throughout the lifecycle of the project to achieve success. Participants will be introduced to not only the conceptual development side of Paul’s research in relation to complex systems but also methodology and methods being used to investigate project systems.
Paul is a mature-age 3rd year PhD student. Having practised the science and art of project management for 40 years in multiple States, Countries, industries and disciplines, he brings a wealth of understanding of PM practice to his academic studies. There are few who cannot benefit from exposure to Paul’s knowledge, experience and wisdom gained by successfully delivering many landmark projects, including megaprojects.
2020
Navigating Cross-Cultural Project Complexity to Achieve Indigenous Procurement Policy (IPP) Outcomes
By Patrick Albina & Cristilee Houghton
The Government’s Indigenous Procurement Policy (IPP) seeks to drive demand for the services that Indigenous businesses provide, tapping into the considerable capabilities of the Indigenous business sector.
It is intended to stimulate Indigenous economic development and grow the Indigenous business sector through direct contracts and indirectly through major suppliers via subcontracts and employment opportunities. The IPP has three main parts:
- Commonwealth and Portfolio Targets (Targets). A percentage number and value target of Commonwealth procurement contracts to be awarded to Indigenous businesses in a financial year for each portfolio. The targets for 2019-20 are 3 percent for the number of contracts and 1 percent for the value of contracts (increasing by 0.25 percent each year to 3 percent in 2027-28)
- Mandatory Set-Aside (MSA). A mandatory set-aside that requires commonwealth officers seek an Indigenous business first for remote contracts and all other contracts wholly delivered in Australia valued between $80,000 – $200,000 and to use them if they can meet the contract’s requirements and are deemed to be value for money.
- Mandatory Minimum Indigenous Participation Requirements (MMR). Embedded minimum Indigenous participation requirements in the contracts for procurements valued at or above $7.5m in designated industries with each organisation’s past performance against these requirements to be used to evaluate the awarding of future contracts.
With this increasing focus on the achievement of equality for Aboriginal and Torres Strait Islander people, partnerships between Government, Industry and Aboriginal and Torres Strait Islander people have never been more important. Bridging the gap and understanding the differences between contemporary management and Indigenous thinking is necessary if Government and Industry are to effectively utilise Indigenous businesses and sustainably engage Indigenous people as part of their organisations. Cross-cultural uncertainty – is an additional layer of complexity that has to be accounted for in projects that involve multi-cultural project teams, suppliers, or contractors where the project may be affected by constraints related to poor cross-cultural communication, ambiguous and sometimes conflicting cultural manifestations. Systems Thinking is a powerful tool to help us better understand Indigenous ways of thinking. It has the ability to help us unpack the numerous connections and their interrelationships that impact the way we do business and determine the characteristics and properties of the system that we are trying to manage. This is important as Indigenous thinking inherently recognises that the world is a complex and highly interconnected place and navigates this through finding ways to communicate and convey shared meaning in deep ways. An opportunity exists to learn from Indigenous thinking and improve the outcomes of complex projects. Systems Thinking provides a bridge between contemporary management methodologies and Indigenous ways of thinking and being able to do this offers us an opportunity to meet the intent of the IPP by creating a sustainable ecosystem for mainstream approaches and Indigenous thinking to coexist. This webinar will explore ways in which we can utilise Systems Thinking to better understand Indigenous ways of thinking and develop enriched methods to respond to and adapt our approach to contemporary issues.
- Explore what is meant by Indigenous Thinking through a Systems Thinking lens
- Understand how Systems Thinking can help organisations bring together contemporary management and Indigenous Thinking to help navigate our complex contemporary issues in project delivery
- Reveal new ways of approaching the IPP in order to meet its intent of economic development and growth in ways that make business sense and aid in successful complex project delivery outcomes.
ABOUT THE SPEAKERS
Patrick Albina, Systems Thinker and Executive Coach, ICCPM Facilitator
With over 25 years of experience working in international and multiculturally diverse projects, Patrick works with organisational leaders, creating workforces that are more resilient to the complex social and organisational challenges that is our reality today and into the future. His clients have included Government, Defence, Industry and Not-For-Profit organisations with a special focus working with Aboriginal and Torres Strait Islanders in regional and remote communities and organisations. We live in complex and unpredictable times, where the pace of change is relentless and the ability to plan for the future is rapidly diminishing. To deal with this, new mindsets and approaches are necessary, as conventional thinking alone is no longer effective to solve today’s problems. Patrick is a Systems Thinking specialist, often blending in Indigenous ways of knowing to inform his ideas and approaches to the intractable problems that we face. He applies these methodologies in subtle yet practical ways. By disrupting conventional patterns of thinking, Patrick enables his clients to see and act in different ways, revealing new possibilities that are otherwise unavailable in the status quo and to identify pathways to solve their complex problems. Patrick is an expert facilitator of ICCPM’s Certificate IV in Responding to Organisational Complexity.
Cristilee Houghton, Principal Consultant at Canvas3
Cristilee is a proud Pitta Pitta woman who was raised in Meanjin (Brisbane). She has dedicated her career to working with and for Aboriginal and Torres Strait Islander people and communities and advocating for social and economic equity. Cristilee’s curiosity of all things social has led her to develop strengths in strategy, recruitment, project management, social impact, procurement and mentoring. She has over 15 years’ experience working across the not-for-profit, private, tertiary and government sectors, working with organisations such as the Atlantic Fellows for Social Equity at the University of Melbourne, Indigenous Business Australia, Virgin Australia, Screen Australia, Department of Communities, Inala Wangarra and the Office for Youth. Cristilee currently plays an advisory role with Westpac, Australia Post and Google and is a Director of the Darwin Hotel Partnership. “I come from a matriarchal family of strong, resilient Aboriginal women who have advocated for the rights of my people in areas such as housing, child protection, land rights and economic development. I am passionate about Aboriginal and Torres Strait islander people achieving self-determination, independence and that our voice is heard and listened to. I want a future for my children where they don’t have to fight to have justice, equity, recognition and ownership. I pay my respect to all of the Elders and community members who have worked tirelessly for our recognition and continue to do so today.” – Cristilee Houghton, Principal Consultant at Canvas3
Back to the Future – Optimising Benefits Realisation in Times of Uncertainty
By Steve Jenner
ABOUT THE EVENT
Benefits are the rationale for the investment of taxpayers’ and shareholders’ money in projects and programs – whether in terms of some quantifiable strategic contribution, greater value for money, maintaining and improving service quality, enhancing organisational capability, or meeting legal/regulatory requirements.
Yet the track record of most organisations is disappointing – indeed, the PMI & Boston Consulting Group concluded that with regard to benefits management, “interest is high but few are doing it well”. The challenges are only exacerbated in a world of increasing uncertainty, in which traditional linear, deterministic, ‘command and control’ thinking is a recipe for failure.
- The answer lies in a ‘back to the future’ approach, integrating more disciplined but flexible and adaptive approaches to investment management
- This would link benefits more closely to strategic intent
- And the answer will have an enhanced focus on continuous participative stakeholder engagement
Stephen Jenner MSt, MBA, BA (Hons), FAPM, FCMA, CGMA
ABOUT THE SPEAKER Steve Jenner is the author of ‘Managing Benefits’ (TSO: APMG) and co-author of Management of Portfolios (TSO: Axelos) and teaches on the Executive Masters Program at QUT. He has extensive experience at senior level as a member of the UK Senior Civil Service from 1999 to 2011. Steve designs and delivers a range of masters and corporate programs for QUT Graduate Business School, Brisbane (stephen.jenner@qut.edu.au) including: Managing Benefits; Project Portfolio Management; Leading Strategic Initiatives & Programs; Leading Contestability; Developing Strategic Supplier Relationships; Strategically Managing Public Funds; Accountability & Governance; and Implementation of Complex Projects. He also designs and delivers project management courses at other leading business schools.
Creating a New Relationship between Leaders and Risk – Strategic Risk Policy™ – for Informed Decision Making
By ARPI President Tony Charge
ABOUT THE WEBINAR
New thinking about the relevance and value of risk in decision-making, resilience of nations and complex project management are essential given recent events.
Australian Risk Policy Institute (ARPI) in developing Strategic Risk Policy™ (SRP) has introduced a more contemporary definition of risk and moved to where informed decision-making is most urgently required – occupying an earlier time, currently void space and a new manner – before risks are identified and risk management processes commence. SRP is based on potentiality of risks – at the stage of vulnerability being identified. Protection against vulnerabilities is a strategic exercise by leaders to improve resilience, performance and governance – thereby also reducing the quantity and severity of risks and wicked problems to manage – often too late.
- SRP is based on potentiality of risks – at the stage of vulnerability being identified
- Protect against vulnerabilities to improve resilience, performance and governance
- Reduce the quantity and severity of risks and wicked problems to manage
ABOUT THE SPEAKER
ARPI President Tony Charge
Tony Charge is President of ARPI and Convenor of the Global Risk Policy Network (GRPN). Tony and colleagues saw the need to reimagine the concept and application of risk to better connect it with leaders and operate at an earlier point in time – at the Exposure or Vulnerability stage – that is, potential risk. Tony is an experienced CEO across private, public and community sectors, a former Associate Professor in Leadership and Risk and is working in a new field of Applied Qualitative Analytics, under the banner of Intelligence Augmentation (IA) – the other side of the coin to Artificial Intelligence (AI).
The COVID-19 Leadership Challenge: Driving Complex Project Management Transformation
By Dr Richard Barber
ABOUT THE WEBINAR
COVID-19 is causing a digital workplace transformation by forcing us to work as distributed organisations. In the past, this has been ‘played with’ by many organisations but few have had the courage, commitment and leadership to make it real. Suddenly, it’s all happening simply because it must. Business and society may benefit long term from this forced experience. Now is also a good time to reflect on our commitment to complex project management. Are we talking the talk but not really committing to transforming how we think about, lead and manage complex projects? Do our governance structures, accountabilities and leadership behaviours match the needs of complex programs and projects? There is ample anecdotal evidence that this is very often not the case.
- Have increased awareness and understanding of the current complex project management paradox
- Be able to identify where and how the COVID-19 crisis could be used to drive a way out of that paradox for your organisation or project
- Understand what the first practical steps might need to be, for your own specific context
ABOUT THE SPEAKER
Dr Richard Barber
Dr Richard Barber is the Managing Director of RiskIQ and the Facilitator of ICCPM’s Manage Risk and Decision Making in Complex Environments Workshop. His interest and expertise in risk and decision making began during his 29 years with the Australian Army, where he held senior leadership roles in engineering, logistic, training and projects. He is the architect of “Organisational Risk Leadership” a modern applied system thinking approach to risk management with a strong focus on the quality of the work done before decisions are taken.
The COVID-19 Leadership Challenge: Circle the wagons for survival or lead the charge to win?
By Dr Richard Barber
ABOUT THE WEBINAR
- Why focusing first on managing crises leads to sub-optimal outcomes
- How leaders should focus their energy and effort when faced with complex uncertainty and crisis
- The kinds of practical tools and methods that can help leaders to make more whole, positive, innovative decisions in complex situations
This webinar was followed up by a second webinar on the 12th May 2020 Driving Complex Project Management Transformation. ABOUT THE SPEAKER
Dr Richard Barber
Dr Richard Barber is the Managing Director of RiskIQ and the Facilitator of ICCPM’s Manage Risk and Decision Making in Complex Environments Workshop. His interest and expertise in risk and decision making began during his 29 years with the Australian Army, where he held senior leadership roles in engineering, logistic, training and projects. He is the architect of “Organisational Risk Leadership” a modern applied system thinking approach to risk management with a strong focus on the quality of the work done before decisions are taken.
Reducing Project Risk in a Rapidly Changing Project World
By Grant Avery
ABOUT THE WEBINAR
With COVID-19 (coronavirus), the world has begun a phase of unprecedented business uncertainty and project risk.
Overnight, our projects have become more complex and higher-risk than ever before, as if we thought that could be possible just a few months ago. Understanding the following aspects is a critical factor to the survival of our businesses in these difficult times:
- that it is human nature to push the boundaries of what is possible in our projects,
- to maximise project risk levels against organisational capabilities,
- and to then have something unexpected happen which pushes us way into the death zone of project management
What can we do to mitigate these new risk levels? The answer is a step-change in your business’ risk culture. You cannot solve complexity with more processes. So how do you create the new risk culture that you need?
- The constancy of project failure, risk homeostasis, the principle of outcome-maximizing, the concept of risk appetite and its application in projects
- The importance of understanding your organisation’s CORA triangle (new concept) which focuses on achieving balance in the management of Capabilities, Outcomes, and Risk Appetite
- The importance of neuroleadership to complex, high-risk projects and the management of change
- The Circle of Project Ethos and the narcissistic and organisational-structural factors in common between Everest climbers and major ICT-EB projects today, including the risks these can create and how to deal with them
- What does the new step-changed risk culture that your business needs look like?
ABOUT THE SPEAKER
Award-winning Author Grant Avery
Grant Avery is a leading expert and international speaker on the subject of risk, quality assurance, business cases, and capability maturity models in projects and programs. He is also the Founder and Director of Outcome Insights (O-I), a consulting practice specialising in the review of projects and PMO (Project Management Office) operating practices. Grant has reviewed and authored best management PPM and maturity improvement practices for the British Government and has presented at conferences in Australia, NZ, UK, Europe, and the USA. He was previously Director Project Advisory for KPMG and has over 20 years’ experience managing and reviewing high risk projects. Earlier in his career, Grant developed a unique perspective on the successful management of project and program risks from the experiences he gained as manager of New Zealand’s Scott Base in Antarctica. Grant’s Antarctic responsibilities included the success of NZ’s winter science program and winter search and rescue activities in the Ross Sea region. Grant has been a certified Project Management Professional (PMP) since 2001, and has an MBA with Distinction from New Zealand’s Victoria University.
2024-25 International Roundtable Series Keynote Presentations
2023-23 International Roundtable Series Keynote Presentations
Video Conferencing Policy
ICCPM aims to support an online working environment that is easy to use, effective, respectful and safe. Our Video Conferencing Policy outlines the steps we take to achieve this and the obligations our Participants accept when they register for an event. ICCPM currently uses Unique ID & password protected Zoom sessions for all Webinars and Online Workshops. We understand that many organisations use other platforms and we are happy for you to host an ICCPM Workshops on your preferred platform.