scheduleeva18 apr152013 - CPM€¦ · experienced leadership coach. Sarah is a guest speaker, facilitator, blogger and contributor to various books and publications for project leadership

EVA18

Success is a project

The major UK event for Project Control knowledge, know-how and networking

2 day conference

Armourers Hall Moorgate London

Tue/Wed 11 /12 June 2013

Workshops Mon 10, Thu 13 Organised by SW Projects Steve Wake 0208 886 5594 [email protected]

EVA 18 focuses on Project Control

The EVA conference recognises Earned Value as the best way to integrate cost and time and the best

way to monitor status and inform management for decision making.

EVA is a conference organised by a project management practitioner for project management

practitioners and stakeholders.

The material is delivered, wherever possible by practitioners who actually have the experience of

doing the job.

It focuses on the technical when it is cutting edge.

It emphasises people skills.

It illustrates with examples from the biggest most complex projects on the planet.

It is mostly concerned with managing change and making it work. Bridging the knowing-doing gap.

It recognises the plurality of views about projects and welcomes input from unusual, unknown or

unexpected directions.

It is great for networking.

It is not in thrall to its sponsors and yet remains on very good terms with them and welcomes their

continued support.

It recognises that women do project management too. And very well!!

It remains fiercely independent and is attended by people who want to be there.

We look forward to meeting you.

Booking status

There are 2 price streams.

Expensive and less expensive.

Less expensive is for individuals who are members of professional bodies that have something to do

with project management, or are civil servants or are in full-time education, teaching or learning.

From further afield if your association belongs to the International Project Management Association.

Or in the if you are Prince qualified or your organisation is a member of BE or MPA or ADS or

PMIUK.

Above all if your organisation logo appears on the front webpage for this event.

The Daily Telegraph has just published a Project Management supplement and we thank them for it.

You will see that it highlights most of the areas we will be discussing at EVA18.

http://business-reporter.co.uk/2013/04/project-management/

Earned Value Project Control

The eighteenth EVA

Tuesday 11 June 2013

0930 Helping your sponsor step up to the challenge.

Sarah Coleman BSc MBA FAPM FCMI FInstL&M

Business Evolution

1015 How to Be Upbeat in a Downbeat World

Roy Sheppard, Royspeaks.com

1115 Break

1145 Improving IBR (Integrated Baseline Review) outcomes through self-assessment

David Bright, BMT HiQ-Sigma

Craig Stansfield, Thales Transportation Solutions

1230 Resilience and Assertiveness

Didi Hopkins, National Theatre

1300 Lunch

1400 Making the Olympics Happen & Beyond:

A Programme Manager's Perspective

Louise Hardy, BSc CEng FICE

1430 Change is a good thing, right?

Paul Burke GE Aviation

1500 What’s wrong with this picture?

Susie Boyce, Quintiles Ltd

1530 Break

1600 Guidance on which probability distributions should be selected across different levels of

maturity

Dr. John Ahmet Erkoyuncu , Cranfield University & ACOSTE

1630 Project Controls

Graeme McNaught, SELEX Galileo

1700 Drinks Old Doctor Butler’s Head, Masons Avenue

1830 EVA Networking Dinner in The Armourers Hall

Wednesday 12 June 2013

0930 Have we lost our way with Controls?

Steve Elliott, Programme Controls Director, Crossrail

1015 The Davy Case

Steve Carver, Cranfield University

1115 Break

1145 Organisational Change Management.

What can the Project Manager do to successfully manage change?

Steve Carter, Business Manager, Petrofac

1215 Earned Value and Agile software Development

Steve Jones , Sellafield Ltd

1245 Lunch

1345 Facilitatng

Cath Convery, ESL

1445 What's in it for me?

Benefits realisation management and staff motivation

Dr Hugo Minney

1515 Break

1545 Business change in programme and project controls at Heathrow

Breda Ryan, Programme Controls Business Change Leader

Heathrow Airport Limited

1615 Delivering an Olympic Legacy

Lee McDonagh, MACE

1700 Close

“How to Be Upbeat in a Downbeat World.” 60mins

Roy Sheppard

A world class communicator and facilitator: In 2010 he was the guest of the Beijing metropolitan government when he moderated his third World Summit for the Olympic movement. This was conducted in English, French and Mandarin. In 2011 he moderated the same event held in Rio de Janeiro. English and Portuguese. When the IOC (International Olympic Committee) held their inaugural global conference for cities preparing to bid for the Olympic games, Roy was hired to moderate extended, live and unscripted discussions with panellists including Sebastian Coe of London 2012, Dimitry Chernyshenko of Sochi2014 and Carlos Nuzman of Rio 2016.

He is the acknowledged European expert on building profitable business relationships through networking and referrals and has spoken at conferences internationally for many of the world’s largest companies. He has worked as a visiting lecturer at Cranfield University’s full-time MBA course. And more recently at Henley School of Management.

In this session, you will learn life-changing strategies and practical tips on how to be a genuinely upbeat person. Enjoy this thoroughly entertaining session that is also guaranteed to help you realize how upbeat you can be—without chemicals of any sort! Fans of yoga and pilates know about the importance of having a strong “physical core.” Roy will share his own methodology for developing what he calls your “Emotional Core,” including how to be emotionally stronger, more flexible and capable of dealing with whatever life seems to throw at us each and every day.

“Resilience and Assertiveness.” 30mins

Didi Hopkins

Skirting the Boards

In theatre, impact, visibility, passion, presence, vision, flexibility, resilience, authenticity, creativity and courage are all crucial components of performance.

Resilience and Assertiveness is about how to stand your ground under pressure. It looks at the crucial moments when dealing with assumed, actual or perceived resistance. It explores dealing with difficult, unexpected behaviours and offers techniques to stay strong when influencing - seniors, peers or teams. It gives you the chance to flex, adapt and change your style to meet the dynamics and behaviours of others, so you remain confident and in control.

I teach, direct, coach and consult, and maintain a necessary balance between the worlds of theatre and business.

In theatre my roots are in the tradition of commedia dell'Arte. Recently I worked with Richard Bean on his National Theatre hit play, One Man Two Guvnors.

“Helping your sponsor step up to the challenge.” 45mins

Sarah Coleman BSc MBA FAPM FCMI FInstL&M

How can you educate your sponsor? Yes, you can choose your friends but you don’t often have the opportunity to choose your project sponsor. What are they supposed to be doing for you and your project? How can you ensure they come up with the goods and, more to the point, how can you ensure your organization is supporting the role?

Sarah Coleman works nationally and internationally at leadership level across public services and the private sector. She is an experienced Project and Programme Manager and has extensive hands-on experience of ICT and business transformation projects, and of turning around failing projects. She began her career in IT focusing on business analysis and the design, development and implementation of ICT solutions for Xansa, Experian and BT plc and for their global corporate clients. ICT has long been recognized as a driver for change, and Sarah found herself increasingly working with leadership teams to design and implement major change programs to support organizational strategy. Sarah now specializes in business transformation and organizational change, working to develop capacity and capability for sustainable growth, performance improvement, competitiveness and efficiency. She also has a particular passion for developing the next generation of organizational leaders, and is a qualified and experienced leadership coach. Sarah is a guest speaker, facilitator, blogger and contributor to various books and publications for project leadership and management. She authored the chapter “Dealing with Power and Politics” for “Business Analysis and Leadership: Influencing Change” (2013) published by Kogan Page. She is also currently writing “Project Leadership (3rd edition)” commissioned by Gower Publishing. She is Visiting Senior Fellow at Lincoln University (Organisational Strategy & Business Growth), and a guest lecturer at Cranfield School of Management and at Nottingham Law School. Sarah is the founder and MD at Business Evolution Ltd, and co-founder and Director at Leadership 5000. Business Evolution Ltd works with public services and private sector organizations to help design, develop and implement complex change projects and programmes to boost performance.

“Guidance on which probability distributions should be selected across different levels of maturity

Dr. John Ahmet Erkoyuncu

Service Modelling Engineer, School Of Applied Sciences

Dr. John Ahmet Erkoyuncu is a Service Modelling Engineer at Cranfield University. His research focuses on managing and modelling uncertainty for cost. He has a keen interest to develop processes and software tools to facilitate enhancements within these areas.

Cranfield University: is the UK's only wholly postgraduate automotive, energy, environment, healthcare, management, manufacturing, and security. Positioned between traditional universities and business and industry, we combine the academic rigour acommercial and business focus of industry.

This presentation offers an insight into selecting suitable probability distributions for use in project estimation. It aims to enhance understanding of the effectmaturity on the predicted outcome of costs from an early stage. Guidance will be provided on the fundamental question of does estimation to project outcome convergence improve by the use of different probability distributions, and is this affected by the maturity of the estimate under consideration. The presentation will also present whether there are significant differences in outcome spread and robustness across the various industry recognised distributions used in the generation of cumulative frequency curves developed using Monte Carlo analysis techniques.

Guidance on which probability distributions should be selected across different levels of maturity.” 30mins

Dr. John Ahmet Erkoyuncu

School Of Applied Sciences, Cranfield University

is a Service Modelling Engineer at Cranfield University. His research focuses on managing and modelling uncertainty for cost. He has a keen interest to develop processes and software tools to facilitate enhancements

ty: is the UK's only wholly postgraduate university for aerospace, automotive, energy, environment, healthcare, management, manufacturing, and security. Positioned between traditional universities and business and industry, we combine the academic rigour and long-term perspective of a university with the commercial and business focus of industry.

This presentation offers an insight into selecting suitable probability distributions for use in project estimation. It aims to enhance understanding of the effectmaturity on the predicted outcome of costs from an early stage. Guidance will be provided on the fundamental question of does estimation to project outcome convergence improve by the use of different probability distributions, and is this

cted by the maturity of the estimate under consideration. The presentation will also present whether there are significant differences in outcome spread and robustness across the various industry recognised distributions used in the

e frequency curves developed using Monte Carlo analysis

Guidance on which probability distributions should be selected

Cranfield University

is a Service Modelling Engineer at Cranfield University. His research focuses on managing and modelling uncertainty for cost. He has a keen interest to develop processes and software tools to facilitate enhancements

for aerospace, automotive, energy, environment, healthcare, management, manufacturing, and security. Positioned between traditional universities and business and industry, we

term perspective of a university with the

This presentation offers an insight into selecting suitable probability distributions for use in project estimation. It aims to enhance understanding of the effect of estimate maturity on the predicted outcome of costs from an early stage. Guidance will be provided on the fundamental question of does estimation to project outcome convergence improve by the use of different probability distributions, and is this

cted by the maturity of the estimate under consideration. The presentation will also present whether there are significant differences in outcome spread and robustness across the various industry recognised distributions used in the

e frequency curves developed using Monte Carlo analysis

“What’s wrong with this picture?” 30mins

Susie Boyce

Director, Clinical Project Management, PMP, CSci, BSc CNS – Psychiatry

Quintiles is the world’s largest provider of biopharmaceutical development and commercial outsourcing services with a network of more than 27,000 employees conducting business in approximately 100 countries. We have helped develop or commercialize all of the top-50, best-selling drugs on the market. Quintiles applies the breadth and depth of our service offerings along with extensive therapeutic, scientific and analytics expertise to help our customers navigate an increasingly complex healthcare environment as they seek to improve efficiency and effectiveness in the delivery of better healthcare outcomes.

Susie has been a Project Management Director at Quintiles since 2008. At Quintiles, Susie has had extensive experience of managing large, complex global studies with 16,000 + patients from start-up to project close-out. She has direct experience of phase I –IV studies, spread across many therapeutic areas. Susie has successfully run study programs requiring productive integration between the customer, third party contractors, academics and CRO services. These studies have involved leading large teams across Europe, Asia, South Africa, Australia, Latin America and USA.

“Improving IBR (Integrated Baseline Review) outcomes through self-assessment.” 45mins

David Bright Craig Stansfield

David is the Managing Director of BMT Hi-Q Sigma Ltd, a consultancy that delivers

sustainable change and improvements in organisations’ control, assurance and

governance of their projects and programmes through the implementation of

systems engineering, project control and programme management solutions. In

April 2013 he will become the Sector Director, Defence for BMT group with

involvement in all BMT Companies that support the defence market.

Craig joined Thales Transportation Solutions in 2012 taking up the post of Project Controls Manager on the signaling upgrade programme to the London Underground’s Jubilee and Northern Lines. This comprises the design, installation and testing of Thales’s proven Seltrac Transmission Based Train Control (TBTC) system delivering improved reliability and increased train capacity through improved signaling.

“Business change in programme and project controls at Heathrow.” 30mins

Breda Ryan Programme Controls Business Change Leader

Heathrow Airport Limited

Breda has worked in key PMO and project controls roles at Heathrow for the last 10 years. She is currently leading the business change for the deployment of an integrated management and controls solution to enable Heathrow manage portfolio, programme and project controls for its current and future regulated capital investment plans.

Heathrow Airport Holdings Limited (formerly BAA) owns and runs London Heathrow Airport, Britain's aviation hub, as well as a number of other UK airports - Aberdeen, Glasgow and Southampton.

Heathrow is in turn owned by FGP TopCo Limited, a consortium led by the infrastructure specialist Ferrovial, which also includes Qatar Holdings, Britannia Airport Partners, GIC Special Investments, Alinda Capital Partners and Stable Investment Corporation.

The company is subject to financial regulation by the Civil Aviation Authority (CAA) and Competition Commission. In matters of safety and security we are regulated by the Government and CAA.

“Making the Olympics Happen & Beyond: A Programme Manager's Perspective." 30mins

Louise Hardy, BSc CEng FICE

Louise was an Executive team member and the Director of Infrastructure for the Delivery Partner to the ODA for the management of the delivery of the Olympic Park. A passionate civil engineer Louise is a Programme Manager specializing in the delivery of complex infrastructure projects [Olympics; High Speed 1; Transylvanian motorway project; Jubilee Line Extension] with an excellent performance record in delivering commercially successful high quality results."

During the period of 2006 - 2012, Louise worked for CLM – a consortium of CH2MHill, Laing O’Rourke and Mace who won the bid to be the Delivery Partner to the Olympic Delivery Authority for the programme management of the venues and infrastructure of the London 2012 Games.

Louise will talk about the logistical, political and programme management challenges of the i2012 programme with a closer look at some of the key Olympic venues.

Graeme McNaught 30mins

SELEX

Change is a good thing, right ?

Paul Burke

GE Aviation

Paul is a keen advocate of ‘Proper Planning’ and is an agent for change within the companies he has worked for. Having worked for over 12 years in Defence, Paul has seen many changes in the way Defence Contractors manage their business. Currently the Project Controls Excellence Leader at GE Aviation, responsible for Project Controls as part of a small team that rollat sites in the UK and US.

GE Aviation's Systems business is pushing the boundaries of aviation with pioneering solutions like nextknowledge gained from nearly a century of aircraft engine manufacturing, we're using fresh, creative thinking to create total system optimization. Our dedication to the industry is demonstrated by our mission to find innovative ways to make aviation more efficient and environmentally responsible. The presentation centres around situational examples that arise when your project/company is at differing levels of maturity in the changand the effort required to effectively manage the change across the business to introduce a change management process that works.

Change is a good thing, right ?

Paul is a keen advocate of ‘Proper Planning’ and is an agent for change within the companies he has worked for. Having worked for over 12 years in Defence, Paul has seen many changes in the way Defence Contractors manage their business.

ct Controls Excellence Leader at GE Aviation, responsible for Project Controls as part of a small team that roll-out and assure Project Management

GE Aviation's Systems business is pushing the boundaries of aviation with ring solutions like next-generation air traffic management. Building on the

knowledge gained from nearly a century of aircraft engine manufacturing, we're using fresh, creative thinking to create total system optimization. Our dedication to

demonstrated by our mission to find innovative ways to make aviation more efficient and environmentally responsible.

The presentation centres around situational examples that arise when your project/company is at differing levels of maturity in the change management process and the effort required to effectively manage the change across the business to introduce a change management process that works.

Paul is a keen advocate of ‘Proper Planning’ and is an agent for change within the companies he has worked for. Having worked for over 12 years in Defence, Paul has seen many changes in the way Defence Contractors manage their business.

ct Controls Excellence Leader at GE Aviation, responsible for out and assure Project Management

GE Aviation's Systems business is pushing the boundaries of aviation with generation air traffic management. Building on the

knowledge gained from nearly a century of aircraft engine manufacturing, we're using fresh, creative thinking to create total system optimization. Our dedication to

demonstrated by our mission to find innovative ways to make aviation

The presentation centres around situational examples that arise when your e management process

and the effort required to effectively manage the change across the business to

“Have we lost our way with Controls?”

Steve Elliott

Steve Elliott is an experienced experience of developing and delivering complex major capital projects in the petrochemical, pharmaceutical and transport infrastructure sectors.is Programme Controls Director and reports directly along with 5 other directors to Andy Mitchell who is the Programme Director.

Steve has worked for major blue chip client organisations ESSO, GlaxoSmithKline,

BAA and Crossrail as well as major contr

played leading roles in both project management and project controls on large

successful programmes such as Terminals 5 and 3 at Heathrow and is now

Programme Controls Director for Crossrail, a role he has held fo

Having been both the recipient and provider of Project Controls services and held

most of the roles within the Controls arena, he is acutely aware of the challenges

facing current and future Project Management professionals in project

He is passionate about exploiting new technology to support project teams and is

also keen to move project management and controls away from some of the

traditional, adversarial and cumbersome practices which so often stifle innovation

and simply just get in the way.

Presentation Précis

o Projects often lack an effective organisation model and structure

o The absence of integrated controls in the UK

o The quest for detail & unnecessary accuracy is taking us the wrong

way

o A need to really embrace existing and emerging technology

o Discussion

“Have we lost our way with Controls?”45mins

Steve Elliott is an experienced Programme and Project Director with over 30 years’ experience of developing and delivering complex major capital projects in the petrochemical, pharmaceutical and transport infrastructure sectors. On Crossrailis Programme Controls Director and reports directly along with 5 other directors to Andy Mitchell who is the Programme Director.


BAA and Crossrail as well as major contractors Kvaerner and Balfour Beatty. He has



Programme Controls Director for Crossrail, a role he has held for the last two years.



facing current and future Project Management professionals in project controls.




.

Projects often lack an effective organisation model and structure

The absence of integrated controls in the UK – too many specialisms

The quest for detail & unnecessary accuracy is taking us the wrong

to really embrace existing and emerging technology

Programme and Project Director with over 30 years’ experience of developing and delivering complex major capital projects in the

On Crossrail he is Programme Controls Director and reports directly along with 5 other directors to


actors Kvaerner and Balfour Beatty. He has



r the last two years.



controls.




Projects often lack an effective organisation model and structure

too many specialisms

The quest for detail & unnecessary accuracy is taking us the wrong

to really embrace existing and emerging technology

“The Davy Case.” 60minsSTEPHEN CARVER B.Sc M.Sc C.Eng EurIng FAPM FIRM

Stephen is rated as one of the top 3 lecturers at one of Europe’s top MBA Business Schools. He has a reputation Project, Programme Change and Crisis Management and being able to distil them down, into highly informative and fun lectures His attitude is “if you haven’t done it

THE DAVY CASE

• Project Control

• Project Leadership

• Risk Management

• Power of Personality

Once upon a time there was an oil rig called Ali Baba. It was built in Norway in 1976 and for many years it plied its ordinary trade searching for oil across the world. However in 1989, this rig became the focus of one of the North Sea’s most extraordinary stories - a story of how an exoilfield. The story charts the progress of this incredible dream from its humble beginnings, to its spectacular realisation and it’s final degeneration into a commercial and contractual nightmare.

A tale of warning and a tale of doom

60mins STEPHEN CARVER B.Sc M.Sc C.Eng EurIng FAPM FIRM

is rated as one of the top 3 lecturers at one of Europe’s top MBA Business Schools. He has a reputation of taking complex management concepts such as Project, Programme Change and Crisis Management and being able to distil them down, into highly informative and fun lectures - often using “storytelling” techniques. His attitude is “if you haven’t done it – you shouldn’t be teaching it!”

Power of Personality

Once upon a time there was an oil rig called Ali Baba. It was built in Norway in 1976 and for many years it plied its ordinary trade searching for oil across the world. However in 1989, this rig became the focus of one of the North Sea’s most

a story of how an ex-diver dreamed of developing his own oilfield. The story charts the progress of this incredible dream from its humble beginnings, to its spectacular realisation and it’s final degeneration into a commercial

A tale of warning and a tale of doom - the tale of a rig too far.

is rated as one of the top 3 lecturers at one of Europe’s top MBA Business of taking complex management concepts such as

Project, Programme Change and Crisis Management and being able to distil them often using “storytelling” techniques.

Once upon a time there was an oil rig called Ali Baba. It was built in Norway in 1976 and for many years it plied its ordinary trade searching for oil across the world. However in 1989, this rig became the focus of one of the North Sea’s most

diver dreamed of developing his own oilfield. The story charts the progress of this incredible dream from its humble beginnings, to its spectacular realisation and it’s final degeneration into a commercial

Earned Value and Agile software DevelopmentStephen Jones MSc BEng(Hons) CEng MIET AMIMechE MAPM

It is notoriously difficult to accurately forecast final software development. The difficulty is converting performance of the project teams to forecast a cost. Often the best method that project managers have is to use inaccurate estimates for the cost of work done. Over the last 15 years, Agile software development methods have been developed to deliver higher quality software, better and faster, whilst being able to react to a changing (or poorly defined) client need. It is considered that EVM techniques were too Agile projects, and that EVM could not easily cope with changing requirements. This will be a discussion of “Agile”, what all the words mean and how EVM techniques can be used effectively used on an Agile software dev

Stephen Jones is Project Manager at Sellafield Limited working in the Infrastructure directorate. He is the Chairman of the Sellafield Limited’s Earned Value and Planning SIG and a member of the APM Planning, Monitoring and Control SIG.addition he is a lecturer at the University of Warwick, and a Professional Supervisor for both Aston University and Kingston University London, as part of a Worked Based Learning Master Degree course in Professional Engineering, currently mentoring engineers both here in the UK and Indonesia. In 2011, he mentored the first ever Engineer to complete a Worked Based MSc, who then became chartered with IET. He is Chartered Engineer and Member of the IET, an associate member of the IMechE and a Member of A

Sellafield Ltd is the company responsible for safely delivering decommissioning of the UK’s nuclear legacy as well as fuel recycling and the management of low, high and intermediate level nuclear waste activities on behalf of the Nuclear Decommissioning Authority.

Sellafield Ltd has sites at Sellafield in West Cumbria and engineering, design and functional support capability are provided by employees based at our Risley office, near Warrington.

Earned Value and Agile software Development30mins Stephen Jones MSc BEng(Hons) CEng MIET AMIMechE MAPM

It is notoriously difficult to accurately forecast final outturn costs for project involving software development. The difficulty is converting performance of the project teams to forecast a cost. Often the best method that project managers have is to use inaccurate estimates for the cost of work done.

e last 15 years, Agile software development methods have been developed to deliver higher quality software, better and faster, whilst being able to react to a changing (or poorly defined) client need.

It is considered that EVM techniques were too difficult to implement effectively on Agile projects, and that EVM could not easily cope with changing requirements. This will be a discussion of “Agile”, what all the words mean and how EVM techniques can be used effectively used on an Agile software development project.

Stephen Jones is Project Manager at Sellafield Limited working in the Infrastructure directorate. He is the Chairman of the Sellafield Limited’s Earned Value and Planning SIG and a member of the APM Planning, Monitoring and Control SIG.addition he is a lecturer at the University of Warwick, and a Professional Supervisor for both Aston University and Kingston University London, as part of a Worked Based Learning Master Degree course in Professional Engineering, currently

gineers both here in the UK and Indonesia. In 2011, he mentored the first ever Engineer to complete a Worked Based MSc, who then became chartered

He is Chartered Engineer and Member of the IET, an associate member of the IMechE and a Member of APM.

Sellafield Ltd is the company responsible for safely delivering decommissioning of the UK’s nuclear legacy as well as fuel recycling and the management of low, high and intermediate level nuclear waste activities on behalf of the Nuclear

Sellafield Ltd has sites at Sellafield in West Cumbria and engineering, design and functional support capability are provided by employees based at our Risley office,

outturn costs for project involving software development. The difficulty is converting performance of the project teams to forecast a cost. Often the best method that project managers have is to use

e last 15 years, Agile software development methods have been developed to deliver higher quality software, better and faster, whilst being able to react to a

difficult to implement effectively on Agile projects, and that EVM could not easily cope with changing requirements. This will be a discussion of “Agile”, what all the words mean and how EVM techniques

Stephen Jones is Project Manager at Sellafield Limited working in the Infrastructure directorate. He is the Chairman of the Sellafield Limited’s Earned Value and Planning SIG and a member of the APM Planning, Monitoring and Control SIG. In addition he is a lecturer at the University of Warwick, and a Professional Supervisor for both Aston University and Kingston University London, as part of a Worked Based Learning Master Degree course in Professional Engineering, currently

gineers both here in the UK and Indonesia. In 2011, he mentored the first ever Engineer to complete a Worked Based MSc, who then became chartered

He is Chartered Engineer and Member of the IET, an associate member of

Sellafield Ltd is the company responsible for safely delivering decommissioning of the UK’s nuclear legacy as well as fuel recycling and the management of low, high and intermediate level nuclear waste activities on behalf of the Nuclear

Sellafield Ltd has sites at Sellafield in West Cumbria and engineering, design and functional support capability are provided by employees based at our Risley office,

“Organisational Change Management – What can the Project Manager do to successfully manage change? “ 30mins

Steve Carter

Business Manager – Petrofac Offshore Projects & Operations

Currently managing an onshore delivery team of over 200 personnel consisting of 16 project

engineers, 40 project controls group and c150 discipline/workpack development engineers and an

offshore construction team of c160 across 7 North Sea assets and the SAGE Gas Plant delivering

Petrofac Aberdeen's highest value EPC modifications project program of value c£100M per year for

Apache North Sea Limited.

This presentation will look at the the effects change has to employees from a cultural / behavioural

/ motivational viewpoint asking what steps the PM needs to be take pre-change, during change and

post change to ensure the change is implemented successfully with buy-in from stakeholders.

Traditionally when Change Management is discussed the PM instinctively reaches for his calculator

or calendar to work out the cost and schedule impact respectively. This talk is to reinforce the

importance of successfully managing employees through this usually difficult period to ensure the

change and ultimately the project is a success.

“Delivering an Olympic Legacy.” 45mins

Lee McDonagh

MACE

In Lee’s 20 years of experience in Construction he has worked on Projects as varied as Widening the M25, Construction of a Station on the Jubilee Line Extension, Extending an Airport terminal to working on the Olympic Stadium and Aquatic Centre for CLM, in roles from Site Engineer, Structural Engineer and Planner. Currently he is leading a Project Controls team working for Mace as Project Management Partner for LLDC in the Legacy Transformation of the Olympic Park into the Queen Elizabeth Olympic Park.

Facilitation - the glue that is needed for management and project success

Cath Convery 60mins

Cath is an experienced Education Technologist who works predominantly in the Defence Sector. As an Education Technologist Cathprojects as a project, programme or change lead and for the last 2 years has been a routine facilitator with the Niteworks Partnership a unique MOD/Defence Sector collaboration which assists the MOD with decision support. A hitraining and development adviser who champions innovation and customer needs in providing services across the full range of media. Genuinely passionate about learning and training solutions with an enthusiasm that is infectious. ExperienceChange and Project Management with proven track record of delivering complex, high impact projects. Cath served in the British Army for 18 years and has worked commercially for the last 7.

Organizations are having to change to keep pace with the ecoglobal market. Cath’s presentation will focus on the skill of facilitation, something that is taking greater prominence in change programmes but also in other areas of business. Whether it is a meeting (big or small) or a training sefocus on the shape of the day and the collection tools that will be in place. Facilitation is becoming the skill that is the glue between project management and the extraction of data to resolve “wicked” problems.

the glue that is needed for management and project

Cath is an experienced Education Technologist who works predominantly in the Defence Sector. As an Education Technologist Cath is frequently brought in to projects as a project, programme or change lead and for the last 2 years has been a routine facilitator with the Niteworks Partnership a unique MOD/Defence Sector collaboration which assists the MOD with decision support. A highly effective training and development adviser who champions innovation and customer needs in providing services across the full range of media. Genuinely passionate about learning and training solutions with an enthusiasm that is infectious. ExperienceChange and Project Management with proven track record of delivering complex, high impact projects. Cath served in the British Army for 18 years and has worked

Organizations are having to change to keep pace with the economic conditions of a global market. Cath’s presentation will focus on the skill of facilitation, something that is taking greater prominence in change programmes but also in other areas of business. Whether it is a meeting (big or small) or a training session someone has to focus on the shape of the day and the collection tools that will be in place. Facilitation is becoming the skill that is the glue between project management and the extraction of data to resolve “wicked” problems.

the glue that is needed for management and project

Cath is an experienced Education Technologist who works predominantly in the is frequently brought in to

projects as a project, programme or change lead and for the last 2 years has been a routine facilitator with the Niteworks Partnership a unique MOD/Defence Sector

ghly effective training and development adviser who champions innovation and customer needs in providing services across the full range of media. Genuinely passionate about learning and training solutions with an enthusiasm that is infectious. Experienced in Change and Project Management with proven track record of delivering complex, high impact projects. Cath served in the British Army for 18 years and has worked

nomic conditions of a global market. Cath’s presentation will focus on the skill of facilitation, something that is taking greater prominence in change programmes but also in other areas of

ssion someone has to focus on the shape of the day and the collection tools that will be in place. Facilitation is becoming the skill that is the glue between project management and

“What's in it for me? - Benefits realisation management and staff

motivation.” 30mins

Dr Hugo Minney

The APM Holy Grail is that all projects succeed. In the context of benefits management and benefits

realisation management, this means that all planned change contributes to the success of the

organisation.

Benefits Management is the framework for managing and monitoring, but to actually drive success,

we need the engagement and enthusiasm of motivated employees. So how can you get this,

without spending more money?

It turns out that money is not most people’s primary motivation. If we can move nurses from “I turn

up at 8am, see a bunch of sick people and go home at 4pm” to “I can tell my grandchildren that I did

a great job this week”; and if we can move cable TV installers from “I drive a van and pick up a pay

check” to “I help people and have great job satisfaction” then we can probably motivate just about

anyone, by showing where they contribute and the difference they make. That’s how Benefits

Management really should be applied.

We’ll discuss the present and future of Benefits Management, especially as it relates to staff

motivation.

Dr Hugo Minney is a consultant with expertise in Business Intelligence and Business Transformation

and with extensive experience across a number of industries including IT Services, Utilities, and UK

Healthcare.

He's worked in Cap Gemini Ernst & Young, NHS Modernisation Agency, Improvement Academy for

Health and Social Care, and the Information Centre for health and social care. Hugo is a fully

accredited SROI consultant and a GP Practice manager within a Clinical Commissioning Group (CCG)

as well as his own business consulting into organisations.

Documents

scheduleeva18 apr152013 - CPM€¦ · experienced leadership coach. Sarah is a guest speaker, facilitator, blogger and contributor to various books and publications for project leadership