Online Workshops and 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.


  • Learn from globally recognised project experts across different fields and specialisations.

  • An interactive experience – This is your opportunity to have your questions answered by the experts.

  • Flexibility to access learning from anywhere in the world.

  • Online workshops provide you with a conducive learning environment for your project team. Certificates of completion included.



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The Inside Story of the F-35 Lightning II

20 February 2024
12:00 PM – 1:00 PM AEDT

Charles (Tom) Burbage
Captain, USNR, Ret; Lockheed Martin F-35 Executive VP, Ret. 

Dr Elizabeth (Betsy) Clark
Director, Independent Project Review Institute (IPRI)

Adrian Pitman
Senior Associate, Independent Project Review Institute (IPRI)

About the webinar
This webinar will discuss the development and fielding of the F-35 Lightning II as described in the recently published book by the presenters on the F-35.  The F-35 Joint Strike Fighter is dominant in the world today and, based on its upgradeability, that dominance will continue for decades. Virtually everything about the aircraft – the engine, its stealth, data integration, low observability, ejection seat, flexibility, and ease of flying – takes technology to a new high.  The F-35B variant is the first production aircraft in the world that can fly supersonic and land vertically, greatly enhancing deployment capability.

Little known to the general public is the fact that the F-35 is flying not only with the US Navy, Marines and Air Force but will eventually be flying with at least 18 allied nations that have placed orders.  Australia declared Initial Operational Capability (IOC) in December 2020 and is nearing Full Operational Capability with 72 aircraft.

This outstanding multi-role aircraft with its three variants replaces multiple aging aircraft.  While costing billions to develop and field, the reality is that the scope of the planned production run (until the 2050s) and other innovations and partnerships will drive the unit cost down tremendously.  Also, the more F-35 aircraft that are built and operated, the greater the savings on training and logistics compared to the existing multiple aircraft types.  The US and our allies are experiencing more interoperability than we ever before dreamed was possible.

The webinar will discuss several major challenges that were met by the program as well as Australia’s important role as a partner in development and as a supplier to the program.

About the presenters
Tom Burbage retired from the Lockheed Martin Corporation in April 2013. He began his industry career with the then Lockheed Corporation in 1980 working a number of Navy programs, including the P-3 Orion and S-3 Viking. In December 1987, he was appointed Vice President for Washington Operations for all Lockheed Aeronautics programs. In 1992 he was named Vice President for Business Development and Product Support and in 1995 he became the Vice President and General Manager for the F-22 Raptor Air Dominance Fighter Program. In 1999, he was named President of the Lockheed Martin Aeronautical Systems Company in Marietta, Ga., and led the restructuring and downsizing of that company prior to the Lockheed Martin Aeronautics consolidation in January 2000. In November 2000, he was named Executive Vice President and General Manager of the F-35 Joint Strike Fighter Program, leading the Concept Demonstration Phase and Lockheed Martin’s competitive selection as the Prime Contractor in October of 2001. The F-35 is the first tri service, multinational program and is generally regarded as the largest program in the US Department of Defense. In this capacity, he led the development of global industrial participation for the nine-nation partnership and the integration of technical requirements for the international coalition.

Mr. Burbage is a principal in the consulting firm Global Alliance Advisors, LLC.

Mr. Burbage currently serves as the Chairman of the Board of Directors for Terma North America and the Chairman of the Board of Directors for Chemring North America and is also a member of the Board of Directors for AeroVironment, Inc. He is a strategic advisor to the Board of Directors for Kale Aerospace in Istanbul, Turkey and a member of the Strategic Advisory Board for TCOM, LLP.

Elizabeth (Betsy) Clark has spent much of her 40-year career studying successful projects and programs and assisting projects in trouble.  Betsy’s career began in 1979 after earning her doctorate in cognitive psychology.  She joined General Electric in Arlington, Virginia where she conducted controlled experiments with computer programmers in order to understand the mental processes involved in programming.  During that time, she was featured in GE’s Annual Report to Stockholders.   Betsy founded Software Metrics Inc in 1982, a Virginia-based consulting company specializing in software cost and schedule estimation and in working with organisations and projects to establish effective measures to track progress, determine objective status, and provide early warning of problems.

Betsy has spent the past 35 years studying large, complex system development projects.  She has reviewed countless defence projects in the US and Australia and well as projects within the Federal Aviation Administration and US Customs and Border Protection.  Betsy is valued for her ability to accurately identify strengths and areas needing improvements and to predict software milestone completion dates.  Her schedule projections for delivery of the software for the world’s largest defence program, the F-35, were credited by the F-35 Program Executive Officer, Lt. Gen. Chris Bogdan, as being the most accurate of the many estimates generated by multiple organisations.

Adrian Pitman was Director of Acquisition Engineering Improvement in the Australian Defence Materiel Organization (DMO) when he was tasked in 2011 to lead an independent Australian assessment of the F-35 Program prior to Australia formally committing to buy the first 14 of 100 F-35 aircraft. He subsequently conducted a further seven reviews to monitor Program performance.

Adrian served in the Royal Australian Air Force for twenty years followed by thirty-five years of service as a Senior Technical Officer and Technical Director in Australian Department of Defence.  This included seven Years with the RAN Directorate of Aircraft Engineering followed by twenty-eight years in the Defence Acquisition and the Defence Materiel Organisations.  During his career, Adrian has worked and been associated with five generations of British, French and US fighter aircraft operated by the Royal Australian Air Force. He is now a Senior Associate with the Independent Project Review Institute (IPRI).

Capturing Value from Complexity

24 April 2024
12:00 PM – 1:00 PM AEST

Dr Mustafa Hafizoglu
Managing Partner, Advisors Turkey

About the webinar
The application of social network theory in project management can provide valuable insights for scholars and practitioners in understanding the impact of changes in communication patterns among stakeholders on predictable outcomes, especially in complex projects. By investigating the development of networks within temporary complex project organizations and putting forth a framework for modeling network dynamics across time, this webinar seeks to capture value from complexity. Despite the inevitability of network evolution, the temporal dimension of networks is often overlooked in existing network theory literature. However, project organizations offer an ideal context for studying network evolution due to their temporary and dynamic nature. This webinar aims to present a transition from attribute-based project stakeholder analysis solely based on the characteristics of the stakeholders (such as power, interest, and impact), to a relation-based analysis utilizing network theory. Moreover, this webinar endeavors to unveil a relationship between enhanced project-related communication within an evolving project network and heightened stakeholder satisfaction.

Complexity comes from various identified and unidentified relationships between parts. Participants will learn a new framework for managing stakeholders which focuses on identifying relationships and their effects at the end of this webinar.

About the presenter
Mustafa is a project management professional, author, instructor, and strategy implementation professional with a 25-years of experience in aerospace, defense electronics, and manufacturing, managing complex projects and programs. He is the co-founder and past president of PMI Turkey Chapter and representative of KMI (Knowledge Management Institute) in MEA region. He’s been teaching Project Management Courses at various universities such as Middle East Technical University and TED University. Mustafa is a part of the core teams for PMI’s Practice Guides on Governance of Projects, Programs, and Portfolios as well as Benefits Realization Management. Mustafa has a Ph.D. in business administration with a focus on project stakeholder management. He is currently Managing Partner at Advisors Turkey, a subsidiary of global consulting and training company.

Scoping Safety Domains

22 May 2024
12:00 PM – 1:00 PM AEST

Benjamin Luther
Senior Test and Evaluation Engineer, Nova Systems

About the webinar
All around the world, intra-organisational battles rage for political influence and resources. This is not necessarily a bad thing – it can be part of continuous renewal and optimisation within organisations. Included in this are deliberate management decisions to cut superseded activity and duplication. But two particularly tribal areas of organisations lay claim to what appears superficially, to be the same function. These are the Industrial Safety, and, System Safety communities, both laying claim to the term safety. As systems evolve to be clear and complicated, these two tribes go to war for organisational resources. While Industrial Safety carries the weight of the law, System Safety is regulated. All the while, managers want to rationalise them since, “aren’t they duplicating safety?” With safety being the special case of risk management when a consequence includes the potential for harm to human health, researching approaches to safety management has been instructive in the wider field of risk management.

Underlying the problem is the single English word safety. As part of a research project toward a HDR at University of Adelaide Business School, the team has been researching the conduct of risk management to support decision making in organisations employing complex systems. The research observed the practices of the experimental flight test community to find that they were employing parallel approaches, in duplicate. The test crews were aware of the differences and used different tools to manage risk in the different system intricacy domains. A Cyenfin lens is useful to distinguish the different system domains, to see that the two tribes in the original organisation are doing different things. Industrial Safety is most effective in Clear systems with short time durations to preclude third parties getting involved. “My hammer, my thumb, my feedback loop.” System Safety is most effective in Complicated systems when extended time durations admit third parties, like passengers on commercial air transport. A high-vis jacket isn’t going to help in the cockpit, but a reliable engine will. For both these domains, statistical approaches work because adverse incidents occur frequently enough to gather meaningful data.

The interesting part of the research has been the extension to systems in the contemporarily defined, Complex domain. These are systems that feature emergence and a dynamic system configuration. With the evolution of systems to be complex, the wider plane becomes apparent and statistical approaches are no longer appropriate with only a single data point. This is the realm of experimental flight test, where the research was conducted. But it is also the realm of AI and innovation. With safety being the special case of risk with a consequence that is adverse to human health, this research is for Risk Managers (and Safety Managers) of systems that span the Clear, Complicated and Complex domains. It provides a unifying framework, enabling efficient scoping of existing tools to where they are effective. It avoids holes in risk management when a domain would be falsely rationalised away in pursuit of management efficiency. Ideally, it will calm the tribes when it illustrates their complementary nature and aid managers by illustrating the limits of each.

About the presenter
Ben was an RAAF maritime mission commander before being posted to flight test where he completed assignments on the F/A-18, P-3 Orion, and USAF RC-135, among others. As the customer’s FTE inside Airbus for the A330 AAR tanker development program, he was involved in the extensive modification of that aircraft, including the flight controls and 3D remote vision system for the boom. For Wedgetail, he was part of the team that achieved the first AAR refueling of the Boeing 737. Returning to ARDU, he served as the Flight Test Safety Officer before being recruited to Gulfstream in the wake of the G650 flight test accident. Ben was responsible for creating a Safety Management System within an experimental flight test context. He later led flight test teams in FAA Part 25 certification of the G500, G600 and G700. As the Secretary for SFTE International, Ben was an invited speaker to Boeing, Joby, Lincoln Labs, and Mitsubishi Aircraft. He is now the VP at the Flight Test Society of Australia. Ben works for Nova Systems, delivering test services toward assurance of complex socio-technical systems. He leads the Emerging Markets group in the Aerospace domain. Ben is a Distinguished Graduate of the National Test Pilot School, has Masters degrees in Flight Test and Aviation Safety, and as an American Australian Association scholar, completed an AMP at MIT Sloan. He is a PhD candidate at the University of Adelaide Business School.

Complex Project Delivery: A Case Study

19 June 2024
12:00 PM – 1:00 PM AEST

Raphael Dua
Senior Master Scheduler, Leidos

About the webinar
Managing complexity in a project has always been challenging, but there are ways to make it more manageable. The presentation will cover how to:

  1. Diagnose project complexity: Use a project complexity model to identify the complexity of your project. This helps understand the variables and interfaces, ambiguity, uncertainty, unpredictability, dynamics, social structure, and interrelationships that make any project complex .
  2. Assign competent leaders: Choose project leaders who have experience managing complex projects.
  3. Select the project approach: Choose an approach that is commensurate with the complexity profile of the project. ( Read the scope documents and the contract), Traditional, linear project management tools and techniques will not be insufficient to manage the complexities of 21st-century projects.
  4. Manage complexity dimensions: Identify the complexity dimensions that are present in any project and manage them effectively. This will involve managing stakeholder expectations and involvement, identifying and combating project risks, and managing change in complex projects as well as other exogenous factors.

Remember, complexity is a subjective factor that usually refers to the difficulty of a design or build of a system. It is important to understand the complexity of a project and manage it effectively to ensure its success.

About the presenter
Raphael is an accomplished master scheduler and project controls leader with many years of experience across Defence, other government agencies and the private sector.

He is currently working as the Master Scheduler for a major defence high value complex IT project, managing five delivery partners weekly “plans on a page”.

Prior to the CIOG projects he was the senior master scheduler for the Bio-Security Department within DAWE, where he ran over 20 projects on a weekly cadence with production of reports for various levels of APS.

Previously he has worked for Metadata Pty Ltd providing planning, schedule, and resource controls for several Metadata’s clients, such as Alcoa, FMG, ERTECH, SNOWY 2and BHP. Just prior to this he was engaged as the Senior Planner and Scheduler for the Ausgrid Tender for AusNet Western Victoria Transmission project; and the Melbourne Airport new runway construction program valued at $1.3B.

Raphael has recently completed a Schedule Assurance programs for SNOWY 2, and BHP.

He has successfully achieved the planning and scheduling for many iconic Defence projects including:

  • Planning and scheduling services and training for the F-111 Strike Maintenance
  • Prepared and developed all project plans and schedules ASC Collins Class Submarine for 9 years
  • Planning and scheduling for the major road’s reconstruction as part of the National Disaster Recovery Relief Agreement project for Transport Main Roads Department in Queensland

Additionally, Raphael brings with him a range of other directly relevant skills and experience in:

  • Developing and delivering Critical Path Logic and Gantt Methodologies
  • Expert Earned Value Management
  • Project Cost Controls and Governance
  • Forward Forensic analysis
  • Establishing and implementing robust program and project governance and reporting frameworks
  • Safety Analysis via OH&S

In his spare time, Raphael also is a visiting Senior Lecturer at Victoria University as a lecturer for a master’s degree subject unit in project management and information technology. He has in the past thirty years been a senior lecturer for various universities both in Australia and Overseas for Construction Project Management and scheduling. He also works for Standards Australia as a Senior Cost Planner / Contract Manager / Project Controller and represented of Standards Australia to the ISO Project Management committee, for ISO 21500 – TC258 WG3, WG6, WG7 and WG12 committees.

He is also highly skilled at using a broad range of scheduling tools including Open Plan Professional, MS Project, Primavera, Compass, Micro Planner X-Pert, ACONEX, Navisworks and Acumen Fuse. When asked why he was interested in a Defence scheduling role given his experience, he replied because he is passionate about programs, projects and scheduling and is full of energy and enthusiasm!

He has been a significant contributing author to PMI Best Practices Guides, the CIOB Time Management manual and many other books on Project Management, Planning and Scheduling

He was awarded the “Inaugural Wayne Wilson Award for Lifetime Achievement in Project Controls” in November 2022.


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.



Realising the Power of Systems Thinking in Project Management
By Gary Smith, Senior Expert Systems Engineer, Airbus Group UK
President Elect, International Society for Systems Sciences

We know that there is a direct relationship between complexity challenge and the likelihood of project success. We also believe that our traditional project management capabilities, whilst essential to success, need to be enriched through the application of systems thinking. But what do we mean by this and when do we need to apply it? What is systems thinking – nice phrases like ‘see the big picture’? system modelling tools? and in what context are they applicable or should be applied? What really is the problem, the pathologies we experience in projects that need to be addressed? What are the root causes, and what can the project manager do to promote solutions? These questions and more will be considered in this webinar that attempts to bridge system science, systems thinking and project management.

Recent Trends in Research on Governance of Projects
by Shankar Sankaran, Nathalie Drouin, and Ralf Muller

Network governance or metagovernance – Ralf Muller
Interorganizational networks for project delivery grow in popularity and need their specific forms of governance. The book addresses this through specific chapters on the various layers of these networks, such as network governance for the individual network for a particular project, but also the governance of several of these networks as a network of networks, and finally, metagovernance, which lays the ground-rules to steer inter-organizational coordination and interaction. Each of these layers is described in detail, and real-life examples from industry and government provide observed practices. A chapter on these networks’ resilience provides insights into how to make these networks less susceptible to external and internal disturbances.

Environmental Social Governance (ESG) – Nathalie Drouin
Major infrastructure projects (MIPs) are common goods that are too often unsuited to the needs of populations. They are complex to manage and their implementation requires high capital, the involvement of multiple stakeholders and the consideration of environmental, social and governance challenges. Conventional governance practices of MIPs are no longer sufficient to ensure their success. The performance and success of MIPs are more based on the creation of social value, non-financial benefits that promote the economic development of societies and the well-being of their populations. Thus, a Chapter looks at Environmental, Social and Governance (ESG) criteria to highlight where these principles come from and the relationship with the governance of major infrastructure projects. It examines practical cases of MIPs to see how ESG is considered.

Organizational Project Management as a governance model – Shankar Sankaran
Models used to govern projects in practice fall under three categories – process, functional and layered. The speakers of this webinar developed organizational project management (OPM) based on organizational theories as a seven-layer model to integrate all project management related activities in of an organization into a cohesive network of activities to deliver benefits to its stakeholders. OPM can also be used as a governance model for projects. The speakers have also used cybernetic principles from systems theory to develop a viable governance model based on the viable systems model developed by Stafford Beer. The application of both these models will be discussed at the webinar.

Reducing Avoidable Failures in Complex Projects: A Breakthrough Approach to Risk Governance that is Practical, Cost-Effective, and Powerful
by Dr Richard Barber

This webinar will introduce “systemic risk governance oversight” as a breakthrough approach to lift the rates of success of highly complex projects.

Richard is the author of numerous practical tools to help project leaders deal with complex project uncertainties and to make effective decisions.  For some time, he has been investigating the very real problem of (apparently) emergent, systemic risks that are at the root of most major project failures.

An Introduction to Computational Complexity Theory Applied to Human Decision Making
by Karlo Doroc and Dr Pablo Franco

This webinar will introduce fundamental academic research on the application of computational complexity theory (CCT) to human decision-making.

CCT studies the computational resource requirements of solving computational problems. This webinar will present a brief introduction to the theory followed by the results of a series of laboratory experiments investigating the effects of computational complexity on human decision-making. This includes its effect on decision-making under stress, as well as when given tools to help solve the problem.

Why Systems Thinking is Critical to Complex Project & Program Delivery
by Dr Nam Nguyen

This session by Dr. Nam Nguyen, based on his book Systems Thinking for Everyone: The journey from theory to making an impact, will look at the roles of systems thinking and complexity management in successfully delivering complex projects and programs. It also highlights their implications and importance in making decisions, identifying leverage points, effective and systemic strategies for individuals, companies and organizations. Application examples in several complex projects (in different countries and industries) will also be given.

The Complex Project Toolkit: A Design Driven Approach to Complex Projects
by Kieran Duck

This session by Kieran Duck, based on his book The Complex Project Toolkit, will look at the role of a design thinking based approach to complex projects. It will highlight the shortfalls of scientific, control-focused methods in projects that are emergent, and the resulting ineffective responses. It will show how the patterns of design thinking are aligned with the characteristics of complexity, which then informs a range of mindsets, practices and skills that are more effective in complexity.

Complexity 101

This webinar aims to build on the skills and knowledge of people working within the field of people management or project/program management, raising awareness of the types of complexities faced by organisations. You will be introduced to some basic terminology and concepts around the work environment and how best to respond: Learn more »

Practical Lessons in Applying Complex Systems Theory
to Complex Project Risk Management

by Warren Black

This ICCPM webinar with Warren Black will discuss practical, case-tested methods for applying Complex Systems Theory to modern Project Risk Management. This is an excellent opportunity to explore Warren’s academic findings from his 7-year PhD research conducted at the Queensland University of Technology (QUT) titled, Investigating a Complex Systems Theory Approach to Complex Project Risk Management. The collected lessons include an extensive academic literature review combined with sample population testing across numerous high-profile, mega programs within natural resources, transport and general engineering infrastructure. Learn more »

AI Based Approaches for Supply Chain Embedded Project Scheduling Problems
by Dr Ripon Chakrabortty

While scheduling the activities of multiple projects in dynamic environments, project managers face challenges that are typically due to the lack of timely, accurate, and consistent information; finite resource transfer times, and interdependencies among activities of different projects; and uncertain activity interruptions. Therefore, to avoid such shortcomings, an integrated framework considers both project management features and supply chain drivers; advanced solution approaches and better ways of dealing with uncertainties (e.g. artificial intelligence-based) can lead to an optimal decision support system for the whole business. Learn more »

What Makes a Project Complex?
by Collin Smith

Research, as well as practitioner experience, indicates that traditional, linear project management methods, tools and techniques, while still necessary, are often insufficient to manage the complexities of 21st century projects. We must ask, however, what exactly makes a project complex, and if all projects are complex. Learn more »

Getting Governance Right Matters
by Ian Mack

The aim of this webinar is to present perspectives on important governance model elements when addressing complex projects that, while common sense, are easily dismissed as no different from existing organisational oversight. They are presented as a set of expectations that should be embraced as priorities because while most are not unique to complex projects, they are on occasion critical to achieving better outcomes in complexity. Learn more »

Enabling Better Risk Management as Part of “Business as Usual”
for Complex Projects

by Dr Richard Barber, Davin Shellshear and Dr Stephen Grey

Worldwide, complex projects struggle. It is widely recognised that current risk management thinking and practice are not effective in such environments. This webinar will provide participants with practical risk management insights from the Managing Risk in Complexity Special Interest Group (MRC SIG). Learn more »

Complex Project Systems of Systems Emergent Behaviour Phenomenon
by Aleksandar Seizovic

This webinar aims to investigate various theories and elements that are and can be relevant to system emergent behaviour in complex systems of systems (SoS). It explores the reduction/elimination of negative emergent behaviour in systems of systems used to minimise the occurrence of failure in complex engineering projects. Learn more »

Project Management Re-Imagined:
Taking a People-Centric Approach to Improving Project Controllability and Success

by Paul Myers

This webinar was 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. It was 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. Learn more »

Risk Management: The Past, Present and Future to Assessing Risk Systemicity
by Shree Lakshmi Ramesh Babu

This presentation demonstrated software that is being developed to assist project managers in effectively evaluating risks by considering their interactions and studying their nature as three-dimensional networks. Learn more »

Mitigating Outrage-related Risks and Building a Social Licence
by Katherine Teh

The social licence experts, Futureye, will provide practical insights to its long experience in de-risking project approvals and implementation by developing sound social licence strategies that reduce political risk through either eliminating or mitigating activism risk. Learn more »

Investigating a Complex Systems Thinking Approach to Improving Project Risk Management
by Warren Black

This webinar discussed some of the challenges of conventional risk management methods in project environments of advanced complexity, and specifically how adopting a systems thinking approach to project risk management may help to better address such challenges. Learn more »

Collaborative Contracting for Better Complex Project Outcomes
by Owen Hayford

In this webinar, Owen Hayford, a leading major projects lawyer with over 25 years of experience advising on the procurement, delivery and operation of major infrastructure projects will discuss the advantages of collaborative contracting. Learn more »

Back to the Future – Optimising Benefits Realisation in Times of Uncertainty
by Stephen Jenner

In this webinar, Speaker Steve Jenner will argue that too often the approaches adopted to manage benefits have only made matters worse. The answer lies in a ‘back to the future’ approach, integrating more disciplined but flexible and adaptive approaches to investment management, linking benefits more closely to strategic intent, with an enhanced focus on continuous participative stakeholder engagement. Learn more »

Creating a New Relationship between Leaders and Risk –
Strategic Risk Policy™ – for Informed Decision Making

by Tony Charge

This webinar by ARPI President Tony Charge teaches lessons in Strategic Risk Policy™ (SRP). Australian Risk Policy Institute (ARPI) in developing SRP has introduced a more contemporary definition of risk and moved to where informed decision-making is most urgently required. Learn more »

The COVID-19 Leadership Challenge: Circle the wagons for survival or lead the charge to win?
by Dr Richard Barber

This webinar challenges leaders to do better. It will show that strong, effective leadership when faced with complexity and uncertainty requires us to dive deep into that complexity from the outset. Dr Richard Barber will draw on his extensive experience working with complex programs, projects and organisations to show how this is achieved in practice to enable better business decisions in complexity. Learn more »

The COVID-19 Leadership Challenge: Driving complex project management transformation
by Dr Richard Barber

Facilitated by Dr Richard Barber, this webinar challenges program and project leaders to face up to this reality and the opportunity that COVID-19 presents. With participants, he will explore how COVID-19 provides a moment in time to learn, adapt and transform project management. Learn more »

The Influence of Virtual Teams on Complex Project Effectiveness
by Dr Francis Norman

Virtual teams, while becoming increasingly common in major projects, are still an area where the project management profession is working to understand and optimise. This emerging understanding is resulting in highly variable project outcomes and, in many instances, unanticipated risks impacting progress and quality. Learn more »

Reducing Project Risk in a Rapidly Changing Project World
by Grant Avery

You cannot solve complexity with more processes. So how do you create the new risk culture that you need? This webinar by Award-winning Author Grant Avery will walk us through lessons on the reduction of risk in high-risk projects explored in his book “Project Management, Denial, and the Death Zone”. Learn more. »

Approaches to Risk Management and Mission Assurance
by Dr Phil Crosby

Dr Phil Crosby is an ICCPM Fellow and major project specialist, with experience in long range strategic planning and risk management of large-scale complex projects. As an experienced business strategist, Phil has supported the delivery of major projects in industry and government, including the ongoing Square Kilometre Array (SKA) mega-science project. Learn more. »

Project Leaders as Humble Iconoclasts
by Dr. Kaye Remington

In preparation for her book Leading Complex Projects, Kaye and her research team interviewed over 100 successful senior project leaders. These highly successful project leaders consistently exhibited certain key characteristics and behaviours. In this webinar Kaye discusses some of the outstanding characteristics that  distinguished those leaders. Learn more. »


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