1
Upcoming Events
April Gold Coast Chapter Meeting
26th April 2016
Southport Yacht Club – 5:45-8:30pm
PMIQ Toastmasters
21st March 2016 @ 5:30pm
Lvl 28, Brisbane Square, 266 George St
www.easy-speak.org
PMIQ Job Club
Date TBC
Brisbane Square Library, George St
LinkedIn Group: PMIQ Job Club
24 members have found jobs!
April Brisbane Chapter Meeting
Rod Snowden
Author of Managing Successful Programmes
26th April 2016
Venue TBC – 5:45-8:30pm
Join the conversation: @pmiqld #pmiqld #pmiqldmarch
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Welcome to the
March 2016 Brisbane Event
Making Project Management indispensable for
business results.®
3
Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
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Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
5www.qvcsolutions.com
QVC Solutions presents Rod Sowden
Rod Sowden is a Global leader in the field of ProgramManagement andCapability Maturity Management.
Rod has authored 8 publications including the P3M3® capabilitymaturity model.
Rod is QVC Solutions trusted partner and will be presenting atseveral events across Brisbane and Melbourne.
6www.qvcsolutions.com
Brisbane Events
22nd AprilPractitioner Seminar with Rod Sowden and Dave Wright9.00am – 12.00pmChristie Building, Adelaide Street, BrisbaneTarget Audience: Practitioners - $195 or $150 for PMI Members
26th AprilSuccessful Implementation of Strategies through Project and Portfolio Management 7am – 9amTattersalls Club, Queen Street, BrisbaneTarget Audience: Senior Management (Invitation Only Event)
7www.qvcsolutions.com
Brisbane Events
26th AprilCommunity of Practice – Program and Benefit Management Insights10am111 George Street Target Audience: Practitioners (Invite Only)
26th AprilInsights from Leading Author of MSP® and P3M3®Rod SowdenPMI Chapter Event
8www.qvcsolutions.com
Melbourne Events
28th AprilSuccessful Implementation of Strategies through Project and Portfolio Management 7am – 9am Crown Promenade, MelbourneTarget Audience: Senior Management (Invitation Only)
28th AprilInsights from Leading Author of MSP® and P3M3®Rod SowdenPMI Chapter Event
9www.qvcsolutions.com
Should you wish to attend any of our events, please [email protected] and we will be in touch.
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Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
Volunteer Engagement Team Vacancies EOI
• We are seeking Expressions of Interest from members who wish to volunteer in leadership roles in the
Chapter. Specifically we are looking for a Volunteer Engagement Associate Director/Portfolio Lead and
several Volunteer Engagement Team Members.
• The Volunteer Engagement Associate Director/Portfolio Lead:
– Builds and leads the VE Team to support the attraction, recruitment, and retention of our 70+
volunteers
– Implements the Board’s Volunteer Engagement Strategy
– Is a member of the PMIQ Leadership Team
• The Volunteer Engagement Team Members:
– Manage all interactions and engagement with candidate and established volunteers, supporting
them through the lifecycle of their work as volunteers. This includes all attraction, recruitment and
retention processes.
– Each team members has a specific role to fulfill (e.g. responding to volunteer enquiries, advertising
roles, supporting selection processes, arranging volunteer appreciation events).
• If you are interested in these roles please email your resume and cover letter to Maria Robins at
[email protected] by COB Sunday 20 March.
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Standards Overview Presentation 12
Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
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Professional Development
PMI Queensland Chapter, Brisbane
PMIQ is here to assist you become a well rounded project professional
through your career.
Traditional Approach:
• Technical skills e.g.
• PMP
• CAPM
New:
• Leadership skills
• Strategic and Business Management
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Professional Development
PMI Queensland Chapter, Brisbane
For more details: [email protected]
What does the portfolio want to do?
• Study Groups: PMP etc.
• Recommended Education Providers (REP) Liaise to assist members
• Certifications: What is available for members?
• Professional Development Units (PDU): How do you earn them?
• Mentoring: Help us grow into better project professionals
How do we achieve this?
YOU – Please volunteer
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Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
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PMIQ Portfolio Update – March 2016
- Industry Engagement & Sponsorship
David Close
Associate Director – Industry
PMIQ Industry Engagement Team
• David Close – Associate Director
• Gillian Deane – Associate
• Nathan King – Associate
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PMIQ Industry Engagement Team* and Relationships
David CloseAssociate Director - Industry
Gillian DeaneAssociate - Industry
Nathan KingAssociate – Industry
* Opportunities available in IE roles
PMI Region 10 (Australasia)
PMIQ Board
PMI Leadership Team
IndustryExecutive Leaders
• Forums with C-level Executives• National & Global Companies• National & Global Sponsors
PMI
Queensland
Australiasia
PMI
Australia
Chapters
Australian
& Global
Companies
Relationships
• Region Meetings & Portfolio Calls• Regional Initiatives
• PMI Australia-wide initiatives• National Executive Roadshows
• PMIQ Initiatives (Strategy Day)
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Focus areas:
• PMIQld – Establishing relations and forums with national and international companies
• PMI Aust Chapters – Building relations and forums with other chapters for forums
Forums so far 2015-16
• Brisbane – Executive Breakfasts – a) Prior and b) During the PMIAC15 Conference
• Gold Coast – Forum with 50 x Project Managers at Gold Coast City Council
• NASA Executive Breakfast Roadshows (6 cities) – allAboutXpert
- >1k attendees; 200 each city - Brisbane, Sydney, Melbourne, Canberra, Adelaide, Perth
- Attended by Executives incl Qld Minister for Innovation, Science and Digital Economy
Benefits for PMIQ Members
• Extend your reach and networking with Executives and Practitioners
• Thought-leading topics with International and National experts
March 2016 Update – PMIQ Industry Engagement
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Industry Forum with International P3M3 and MSP Expert
• Brisbane and Melbourne - Week 4 April - 26 – 29/04/2016
• Topic: Successful implementation of Strategies through Project & Portfolio Management
• Speaker: Rod Sowden - P3M3 Expert and MSP Lead Author
• Audience: C-level Executive events and Practitioner events
• Locations: 6 events => Brisbane (3 events); Melbourne (3 events)
• Events x 3: 1. Executive Breakfast 2. PMI Chapter event 3. Workshop with the
Expert
Benefits for PMIQ Members
• Discounts for PMI Members
• Networking with Executives and Practitioners
Upcoming – Rod Sowden (International Speaker)
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Activities in the Industry Engagement Team
A. Engaging Executives across Industry
David Close– Building relations with Industry Leaders – Executives
– Building relations with other PMI Australia Chapters
- PMI Melbourne | PMI Sydney | PMI Adelaide | PMI WA | PMI Canberra
– Current topics – Global Companies, Universities, Commonwealth Games
Gillian Deane and Nathan King– Support building relations with Industry Leaders, Executives and Sponsors
– Account Managers with Companies and Sponsors
B. Benefits for PMIQ Members from IE Activities
• Increase Knowledge through Thought-leadership forums
• Increase Networks with C-level Executives and Practitioners
C. Be a Volunteer in the IE Team
• Build your career & brand through the activities and reach of the PMIQ IE team
• Increase Networks with C-level Executives and Practitioners
• Cross skill between Portfolios – eg Dave Lockley: Industry Engagement => Prof Dev
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Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Controlling Risks
in Complex-Uncertain
Project Environments
Warren Black
PMI Chapter Event
Brisbane, Queensland
March 17th, 2016
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
IceBreaker – Heuristics & Cognitive Bias
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
IceBreaker – Heuristics & Cognitive Bias
People tend to only see that which they are trained to see…
thereby ignoring all other possibilities
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Introduction
Today we are going to explore the relationship
between Project Uncertainty, Complexity & Risk;
Uncertainty is the relative degree of
environmental “unknowns” in play
Complexity is the relative degree of
interdependent relationships in play
Risk is the relative degree of material
threats/opportunities in play
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The evolution of project complexity
Earths Population
Fastest Manned Travel
Buildings
Infrastructure
Information Technology
1850 1900 1950 2000 2050
9.5Bn
Mars Coloniser
(>60,000km/h)
Dubai City Tower?
2400M
Interstellar
Colonisation
Inter Planetary Satellite
Communication
1.5Bn
Steam Train
(>100km/h)
Strasbourg Cathedral
150M
Continental Train
Networks
Continental Wire
Systems
3.5Bn
Sonic Airplanes
(>1,000km/h)
Empire State
380M
Inter Continental Gas
Pipelines
Inter Continental
Telephone Systems
Year
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Progress is Exponential!
1700 1800 1900 2000 20501600
We are only
here!
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Learning Points
#1 The world’s population is growing
exponentially, and so too the demand for
global infrastructure
#2 Projects are only going to get more and more
complex and therefore more risky
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The current reality… projects fail!
More than Sixty Percent (>60%)
... of the worlds most complex projects over
the past 70 years were observed to have failed
to come in either under budget, or on time, or
realising the investor’s desired benefits
Derived from benchmarking a data base of 2,062 large-complex projects across all
industries, in both private and public sector and across both technology and infrastructure
-Bent Flyvbjerg, Oxford School of Program Management
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Prove it!
Back in the day…
Sydney Opera House (1400%)
Desalination plants (Victoria’s alone grew from $1Bn to $20Bn)
Queensland Health Payroll System ($10million to $1.1Bn)
Current projects…
Gorgon-Wheatstone ($30bn to $55bn)
*NBN
*Future Submarines
*QCLNG, GLNG, APLNG
*have experienced significant escalations, delays and multiple executive restructures
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
So what are the most cited
causes of project failure?
Poor PlanningToo heavily influenced by political need, cognitive bias, hidden hands
Poor Governance Inadequate capacity, capability, oversight & decision making to get things done
Poor Risk ManagementInadequate delivery systems in play to control all matters of performance & risk / traditional risk approaches are too dependant on “predicting” risks / the failure to adequately address uncertainty
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Learning Points
#1 The world’s population is growing exponentially, and so too the
demand for global infrastructure
#2 Projects are only going to get more and more complex and
therefore more risky
#3 Complex projects fail at an abnormally high rate
#4 Poor risk & uncertainty management is believed to be one
of the three leading causes of complex projects failing
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
So why all the hoopla about
“uncertainty”?
Certainty vs.
Uncertainty
Ratio
Relative Project
Complexity & Risk
*DeMeyer, Loch, Pich 2002
*Four Degrees
of Project
Uncertainty
Relative Nature of
Risk & Uncertainty
Lower
Rational
Variability
Weather
Patterns, Labour
Availability
Moderate
Foreseeable
Variability
Economic Trends,
Political Shifts
Higher
Unforeseeable
Variability
Wicked Risks,
Black Swans,
Unknown-
Unknowns
Extreme
Chaos
War, Disaster,
Civil Unrest
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The limitations of traditional risk
project risk management
Certainty vs.
Uncertainty
Ratio
Relative Project
Complexity & RiskLower Moderate Higher Extreme
Four Degrees
of Project
Uncertainty
Rational
Variability
Foreseeable
Variability
Unforeseeable
Variability
Chaos
The relationship
between Uncertainty
& Predictability
Predictability Uncertainty
Can anybody spot the issue at hand for traditional
project risk management methodologies?
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Traditional risk management approaches rely
heavily on “predicting” risks in order to control them
Traditional risk management approaches tend to follow a
systematic “Identify, Quantify & Control” approach to
controlling material project risksISO 31000
PMI Risk
Prince2 Risk
APM Risk
PRAM
RAMP
COSO
Etc.
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The limitations of the traditional
“predict & process” project risk method
Certainty vs.
Uncertainty
Ratio
Relative Project
Complexity & RiskLower Moderate Higher Extreme
Four degrees of
Project
Uncertainty
Rational
Variability
Foreseeable
Variability
Unforeseeable
Variability
Chaos
The relationship between
Uncertainty &
Predictability
Predictability Uncertainty
The potential of
Traditional Risk
Management vs.
Uncertainty
Management
Traditional Risk
Management
Uncertainty
Management
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Learning Points
#1 The world’s population is growing exponentially, and so too the
demand for global infrastructure
#2 Projects are only going to get more and more complex and
therefore more risky
#3 Complex projects fail at an abnormally high rate
#4 Poor risk & uncertainty management is believed to be one of the
three leading causes of complex projects failing
#5 As environmental uncertainty increases, predictability
decreases and so to the effectual potential of traditional
project risk management approaches
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
This learning is not new…
The Keynesian Argument
As uncertainty increases the ability to
proactively identify risks, within sufficient
time and context to be controlled reduces
Systematic risk forecasting techniques have limited
potential in complex economic environments due to
the significant presence of uncertainty. Treatise
on Probability - John Maynard Keynes
1921
1973 Complex planning environments bear those “wicked
risks” which simply can not be forecast before hand.
Dilemmas in a General Theory of Planning -
Rittel & Webber
2006
Within each complex project lies a broad range of
“unknown-unknowns” which can not be planned for
but must still be controlled Managing the
Unknown: A New Approach to Managing
High Uncertainty and Risk in Projects -
DeMeyer, Loch & Pich
2007
Risk forecasting systems are bias coping mechanisms
designed specifically to address “known risks”. They
support a flawed premise that “we can know all”.
Black Swans, the impact of the highly
improbable - NassimTaleb
The Cognitive Bias Argument
Cognitive bias’s impede one’s ability to
identify material risks as we only see what we
are trained to see and tend to ignore all else
1972Heuristics involve mental shortcuts which provide swift
estimates about the possibility of uncertain
occurrences. Heuristics often introduce "severe and
systematic errors“ due to cognitive bias’s
Heuristics & Cognitive Bias’s –Tversky &
Kahneman
1979 Planning is heavily influenced by cognitive bias’s. That is,
planning officers only identify what they are trained to
see. The Planning Fallacy –Tversky &
Kahneman
2011
In an age of ever increasing complexity, known bias
and escalated uncertainty; “common practice project
risk management is a bankrupt concept!”
How to Manage Project Opportunity and Risk:
Why Uncertainty Management can be a Much
Better Approach than Risk Management –
Ward & Chapman
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Learning Points
#1 The world’s population is growing exponentially, and so too the demand for global infrastructure
#2 Projects are only going to get more and more complex and therefore more risky
#3 Complex projects fail at an abnormally high rate
#4 Poor risk & uncertainty management is believed to be one of the three leading causes of complex projects failing
#5 As environmental uncertainty increases, predictability decreases and so to the effectual potential of traditional project risk management approaches
#6 There is almost 100 years of “prize winning” theory telling us that predictive risk forecasting techniques are effectually limited
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
A reminder of the issue at hand!
Almost every globally accepted project risk management
standard advocates for a predictive, forecasting approach to
controlling risks in complex-uncertain project environments,
despite almost 100 years of risk theory telling us otherwiseISO 31000
PMI Risk
Prince2 Risk
APM Risk
PRAM
RAMP
COSO
Etc.
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Ok so what now?
Projects need to move beyond…
Traditional project risk management: the art of
systematically identifying, quantifying and controlling
material risks
and become more inclusive of…
Project Uncertainty Management; the art of actively
seeking out, maturing and integrating those sources of
project uncertainty known to create material risks
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Understanding the importance of maturing the risk
management approach proportional to degree of uncertainty
Certainty
vs.
Uncertainty
Ratio
Relative Project
Complexity & Risk Lower Governance
Systems Planning
Can anybody
remember the
three most
cited sources of
project failure?
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Understanding the importance of maturing the risk
management approach proportional to degree of uncertainty
Certainty
vs.
Uncertainty
Ratio
Relative Project
Complexity & RiskLower -
Moderate
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Understanding the importance of maturing the risk
management approach proportional to degree of uncertainty
Certainty
vs.
Uncertainty
Ratio
Relative Project
Complexity & RiskModerate -
Higher
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Understanding the importance of maturing the risk
management approach proportional to degree of uncertainty
Certainty
vs.
Uncertainty
Ratio
Relative Project
Complexity & Risk Higher - Extreme
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The evolution of project risk management relative
to uncertainty
Project
Uncertainty
Management
Certainty
vs.
Uncertainty
Ratio
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The “end-in-mind” for project risk
management in complex-uncertain environments
The need to establish a capable decision making
framework to provide oversight of all matters of project-
wide performance & risk
The need to manage a project within
clearly defined and owner approved risk
tolerances
The need to proactively mitigate risks
through robust upfront
planning; including estimations, designs
and contingencies
The need to enable effective project systems which may
deliver the required outcomes, whilst also proactively
identifying & controlling the associated risks
The need to independently test and
validate critical project controls,
performance indicators, forecasts,
estimations and data
The need to embed
a positive and project-wide culture
which promotes both greater risk
accountability and awareness
If you are going to attempt to enable a comprehensive project risk management approach,
then at some level all six of these uncertainty areas will need to be matured as most
project risks are borne from one or more of these areas being @risk
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
The Future of Project Risk Reporting?
Monte Carlo, Risk Register
& Heat Map
(aka assessing our project’s exposure to
predictable risks)
Uncertainty Heat Map
(aka assessing our project’s exposure to
unpredictable risks)
Our
Project
Is @
Risk!
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Learning Points
#1 The world’s population is growing exponentially, and so too the demand for global infrastructure
#2 Projects are only going to get more and more complex and therefore more risky
#3 Complex projects fail at an abnormally high rate
#4 Poor risk & uncertainty management is believed to be one of the three leading causes of complex projects failing
#5 As environmental uncertainty increases, predictability decreases and so to the effectual potential of traditional project risk management approaches
#6 There is almost 100 years of “prize winning” theory telling us that predictive risk forecasting techniques are effectually limited
#7 As environmental uncertainty increases so too should the maturity of the project risk management approach
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
My challenge to you…test your own
project risk management potential!
1) Assess your degree of environmental uncertainty
2) Assess your project risk management maturity
3) “Mature & integrate” those areas of uncertainty which are at risk!
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Closing thought
Our challenge lies not in finding new ways of thinking but rather; changing
the old ways of thinking
Material Courtesy of Warren Black – Controlling Risks in Complex-Uncertain Project Environments, QUT Engineering & Science Faculty 2016
Research Biography
Warren is a qualified Engineer and Project Professional who advises Project Stakeholders in the enablement of effective governance, risk and assurance practices within complex-uncertain project environments.
Warren is currently engaged in a higher degree in research (PHD) on Controlling Risks in Complex-Uncertain Project Environments, within the Queensland University of Technology’s Engineering & Science faculty. The proposed research aims to deliver an industry tested and quantified view of how to achieve a state of higher risk management effectiveness in a major project environment. In particular, we are seeking to demonstrate the relationships, criticality and inter-dependence of such risk management enablers as programme-wide governance, risk appetite, systems, culture, assurance and planning.
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Agenda
5:45 – 6:00 Drinks & Nibbles
6:00 – 6:05 Welcome – David Lockley
6:05 – 6:10 Upcoming Events – David Wright (QVC)
6:10 – 6:15 Volunteering Opportunities – Maria Robbins
6:15 – 6:20 Professional Development Update – David Lockley
6:20 – 6:30 Industry Engagement Update – Gillian Deane
6:30 – 7:15 Controlling Risks in Complex-Uncertain Project Environments
Warren Black
7:15 – 7:30 Q&A
7:30 – 8:30 Networking
Join the conversation: @pmiqld #pmiqld #pmiqldmar