EVA23 Anticipation – #eVa23
DAY ONE – 16th May
Topic : The Iron Triangle is Dead. Anticipating Earned Benefit.
Speaker : Crispin Piney
Crispin Piney (known as “Kik”) has been involved in the project world since joining the IT Group at CERN, the European Laboratory for Particle Physics, in 1970. He later moved to the Digital Equipment Corporation (DEC), and left in 2000 to work as an independent trainer and consultant.
He is author of the book Earned Benefit Program Management, published by CRC Press in October 2017.
Topic : Ready for anything and future proofed.
Speaker : Ranjit Sidhu – Change management, project management and people skills training and coaching. ChangeQuest
Would your business do better if people were enthusiastic to learn and try new things, if change was simply another challenge to tackle, not an insurmountable obstacle? In today’s fast-moving world, organisations that can’t keep up with the pace of change are doomed. You need people to run with change, adopt and embed it. People prepared for anything that lies ahead. It’s not a pipe dream, it’s a case of creating a learning culture, helping people develop a “growth mindset”.
Ranjit Sidhu explains how you can develop this growth mindset open to new ideas and learning, replacing fixed mindsets that get stuck in ‘can’t do it’ mode. A growth mindset helps people anticipate, be resilient and resourceful. You’ll learn some invaluable practical ways to weave change into the fabric of the business, so that everyone can adapt, grow and thrive. Because stronger people make a stronger organisation.
Topic : Anticipation – The Future Causes the Present.
Speaker : Professor Ted Fuller – Professor of Entrepreneurship and Strategic Foresight University of Lincoln
Professor Ted Fuller
In a world in which complexity is the norm and change is both uncertain and sudden, the comfort of planning is delusional. This state has led to a significant rise in interest in new ways to think about uncertainty and to be active in reducing the risks associated with uncertainty. One emerging topic in academia is a return to appreciating anticipation; a topic that over the last 20 years has been largely ignored. However, rather than anticipation being either a trope or confined to rarefied academic niches, it is emerging as a multi-disciplinary phenomenon. Anticipation Studies seeks to understand the role of anticipation from the perspective of many different disciplines, from mathematics to art.
The purpose of this short presentation is to offer some key ideas from current work in anticipation, demonstrating how this is adding to our knowledge of how to think about the future and our relationships with the futures. From a professional practice perspective, it introduces a possible new mode of problem framing, in particular the problems of uncertainty management in a deeply uncertain world using current methods based on assumed certainty.
Ted Fuller is Professor of Entrepreneurship and strategic foresight at the University of Lincoln, UK. His leadership roles at Lincoln have included Head of the Business School and Faculty Research Director. He is Chair of the Responsible Management Research Network. His career includes two new venture start-ups and founding two research centres at the University of Durham Business School. His research interest is the ways that responsible futures are created, including projects on rural technologies, corporate governance, Chinese women entrepreneurs and anticipatory health and safety regimes. Ted is a member of the organising committee of the International Conference on Anticipation and Editor-in-Chief of Futures Journal, which celebrates its 50th anniversary in 2018.
Topic : Project Management Operations (Airbus)
Speaker : Hilary Baker – Head of PMO at Airbus Anticipation at Airbus
Roles in various business areas as Head of PMO have provided various challenges including technical, size of organisations and transnational team leadership. In addition, the overall co-ordination of resources in the UK across several business organisations developed diplomacy and indirect management skills.
Topic : What happens when the Risk Manager goes on holiday?
Speaker : Martyn Paramore – Enterprise Risk Manager Lockheed Martin UK
Risk Management is how we proactively manage the uncertain events we encounter whilst working to achieve the objectives.In a nutshell, it is about doing everything practically/economically possible to avoid the pitfalls exploit the opportunities.Anticipating then acting is key to the success of Risk Management, but experience tells us that sometimes the vary act of trying to handle risk can introduce a whole bunch of different risks, or in some cases, actually make it the risk you are trying to avoid more likely to happen.These types of risk can be much harder to anticipate thus manage.What happens when the Risk Manager goes on holiday’ will explore some real-life experiences of this phenomenon the lessons that can be learned.
Topic : Cultivating sustainable communities of practice within hierarchical bureaucracies: the crucial role of an executive sponsorship
Speaker : Dr. Meri Duryan -Research Fellow UCL.
Dr. Meri Duryan
The focus of this presentation is the findings from a 2-year action research programme that investigated the process of cultivation of communities of practice (CoP) to enhance learning at a programme level a hierarchical bureaucracy that manages large infrastructure programmes and projects. The aim of the study was to contribute to our understanding of knowledge transfer in a project-based organisation. In so doing, the role of CoPs in Network Rail and the importance of senior level sponsorship were examined.
Hierarchical bureaucracies create silos with their attendant silo mentalities that result in employees’ willingness to protect own knowledge that is considered as competitive advantage, internal politics and scarce dialogue between the functional units. During the last decade, Network Rail pioneered several knowledge management initiatives, yet failed to gain traction to overhaul its existing processes.
The findings of this research highlight the importance of hierarchy constraints and
management practices. The pilot commercial CoP, cultivated in the frame of this programme, has achieved outstanding success since its start-up and proved that CoPs can co-exist with administrative hierarchy, facilitate a risk-free learning environment and even escape the rules when necessary. The involvement of senior management in CoP cultivation reinforced the community’s contribution to strategic value creation.
Dr. Meri Duryan is a Research Fellow and ‘Change Management in Projects’ and ‘Knowledge Management in Project Environments’ MSc Modules’ leader at the Bartlett School of Construction and Project Management, UCL. Knowledge and change management, value co-creation and systems thinking are the areas of research focus. She is a certified change management practitioner with about 18 years of experience in delivering change/knowledge projects across different industries including IT, Healthcare, Transportation and Education. She has publications on systems thinking approaches for stakeholders’ involvement in decision making.
Topic : After the Hurricane
Speaker : Tim Brent – Director of Logistics, Jacobs
Topic : Winning the Peace
Speaker : Sarah Mallock -Creative Director and Professional Musician. Hotrod Creations Ltd TBC
Topic : Cost Estimating and Prediction of Construction Labour Hours for Major Projects
Speaker : Shane Forth -PMO Director. Integrating technology, processes & people capability for complex project delivery and consultancy Costain Oil, Gas & Process
Topic : The Ultimate Spring Clean Schedule
Speaker : Nipun Dawes -PMO and Planning , Gardiner & Theobald LLP
The difficulties in managing complex projects can be compounded if key information is not presented clearly and on time to the appropriate audience.
Nevertheless, organisations still fail to put emphasis on updating and analysing data from the bottom-up to ensure headline news accurately represents the full picture.
If your centralised planning system and processes lacks clarity and consistency, simple tasks are likely to be more frustrating and cumbersome.
As a result of lower productivity, Planners may take longer to update schedules, identify critical delays and report both good and poor performance of key projects across the portfolio.
By decluttering your P6 database and reassessing mandatory planning processes, duplication and out-of-date information can be removed increasing efficiencies immediately.
This presentation emphasises the steps involved and benefits of carrying out this low cost and quick turnaround exercise.
Topic : Know the rules to break the rules.
Stephen Carver Cranfield & Dean Fenton FireFighter
- One of the top rated Lecturers at Cranfield
- 30 years in Change and Crisis Management
- Project & Programme Management expert
- Global Clients – lecturing & consultancy
- Has worked in Europe, USA, Russia, Middle East & Asia
- Fellow of The Association of Project Management
- Fellow of The Institute of Risk Management
- Expert in Projects, Programmes, Risk, Communications, Crisis.
Stephen 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 fast moving lectures – often using “storytelling” techniques. His attitude is “if you haven’t done it – you shouldn’t be teaching it!”
Unusually, for an academic, he has actually has spent most of his working life in real business and still runs his own, highly successful, Project Management Company
Stephen is an unusual blend of Academic, Businessman and Teller of Tales. He has taught in UK, US Europe, Japan, Taiwan, UAE, Saudi Arabia, Singapore, Hong Kong and Australia and has appeared on National Radio and TV.
DAY TWO – 17th May
Programme to be announced
Topic : Gaining Insight from the Government Portfolio.
Speaker : Tom Tolfree – Chief Analyst and Chief Economist Infrastructure and Projects Authority
Tom Tolfree is the IPA’s Chief Analyst and Chief Economist and heads the IPA’s central analytical team. Tom leads the analytical support function across the IPA and his team overseas the Government’s Major Project Portfolio (GMPP) database.
Tom was formerly a Senior Government Economist and DCLG’s Chief Implementation Analyst, where he led a team of government analysts responding to ministerial priorities around the implementation of housing, planning, devolution and local economic growth policies. Tom joined government after working as an economist in the private sector with DTZ Economic Consulting.
He is a Policy Fellow of Cambridge University, a Fellow of the Westminster Abbey Institute and holds a first class degree in Business Economics.
Topic : Implementing EVM. Take 5
Speaker : Dr Timothy Sheldon -Defence Equipment & Support – Corporate lead for Project controls UK Ministry of Defence
Topic : P3M Controls Lead at KPMG UK
Speaker : Mohannad Elmahdy Hassan -Major Projects Advisory
Topic : Mastering Uncertainty
Speaker : Stephen Bungay -Ashridge Strategic Management Centre
After graduating from Oxford and the University of Tübingen, West Germany, Stephen worked for The Boston Consulting Group for a total of seventeen years before subsequently joining the Ashridge Strategic Management Centre in 2001.
He teaches on executive programmes at several business schools, including Ashridge, and is a regular guest speaker at the Royal College of Defence Studies in London. He also works as an independent consultant and conference speaker.
His first book on military history, The Most Dangerous Enemy – A History of the Battle of Britain, published in 2000, has now become the standard work on the subject. A second work, Alamein, appeared in 2002.
His book about strategy execution, The Art of Action – How Leaders Close the Gaps between Plans, Actions and Results appeared in 2011. Some of its key concepts being applied in companies ranging from Shell to the Mercedes Formula 1 team and have featured in international conferences.
In 2004 he appeared as principle historian in the Channel 4 series ‘Spitfire Ace’ and has continued to contribute to a range of television programmes since then.
His current work is focussed on the most effective ways of developing strategy in an environment of high uncertainty.
Topic : The future is interactive
Speaker : John Sweeney -COO & Chief Futurist at Etch Work
John A. Sweeney is an award-winning author, designer, and futurist. As a practitioner, consultant, and educator, John has organized, managed, and facilitated workshops and seminars, multi-stakeholder projects, and foresight gaming systems in over 30 countries.
John has worked with numerous universities, international development and humanitarian aid agencies, nonprofit foundations, Fortune 500 companies, and educational and cultural organizations, such Duke Corporate Education, The Joint Research Centre of the European Commission, the International Federation of Red Cross and Red Crescent Societies, UNICEF, UNESCO, and UNDP’s Global Center for Public Service Excellence. Additionally, he has experience working with public sector and civil service foresight and innovation units, such as Singapore’s Centre for Strategic Futures, Georgia’s Public Service Development Agency, and Dubai’s Mohammed Bin Rashid Centre for Government Innovation.
At present, John is a PhD Candidate in the Department of Political Science at the University of Hawaii at Mānoa (UHM) where he has instructed undergraduate courses in Futures Studies, Political Science, and World Religions. John served as a Researcher at the Hawaii Research Center for Futures Studies under the direction of Jim Dator until his retirement in 2015. From 2014 to 2018, John served as Deputy Director at the Centre for Postnormal Policy and Futures Studies.
John is a member of the World Futures Studies Federation, the World Future Society, and the Association of Professional Futurists. His work has been published in Futures, The Journal of Futures Studies, Ctheory, Continent, and other academic and media outlets. He tweets on trends, emerging issues, and things just over the horizon at @aloha_futures.
Topic : PVaR™ – Project Value at Risk: a new indicator and approach to connect risks to business outcomes
Nicki Kons & Shai Davidov
Project professionals and Earned Value practitioners in particular realise the great value that the right indicator and approach could add to managing a project.
But have we become too focused on our project management terminology and goals that other in the organization are finding it hard to relate? We’ve all had the experience of sitting down with a finance analyst and try to explain our indicators again and again.
PVaR™ is an extension to the VaR (Value at Risk) indicator, widely used in finances.
PVaR™ answers some of the most significant questions in project management by using only 3 well know and widely accepted figures: confidence level, project phase and money or schedule. It’s a fresh way of thinking beyond the project barriers to allow a data oriented fruitful conversation between project professionals and others.
PVaR™ takes us one step closer to the data revolution that’s coming our way
Nicki is an experienced professional working as a global risk and EVM expert and researcher, improving decision and risk identification skills by using processes, data and cognitive skills. She is the author of: PVaR ™: Project Value at Risk- a new way to connect risks to business outcomes and writes and speaks about project management and risks. Experienced with the High-Tec, Energy and Water, IT, Defense and consulting industries, Nicki believes in incorporating quantitative and qualitative analysis to achieve the best possible outcomes in decision-making. She is known for her inspirational risk concepts and processes which incorporate aspects from finance, business, engineering, IT and international relations into powerful project management excellence.
Shai is an academic leader in Strategic Planning, Strategic Risk Management and Project Management. He holds a Bachelor of Science (BSc) degree in Agricultural Economics & Management from the Hebrew University (1997) and is a graduate of the Edinburgh Business School MBA at Heriot-Watt University (2006). For his PhD studies in EBS, he researches sustainability-oriented strategy and innovation.
Shai has an extensive direct practical experience of strategy, operations and risk management, having worked as a senior programme manager, technical director and account manager in a range of capacities and for a number of different employers in the private sector. He owned a professional consulting firm that assisted organisations to improve their business results by strategically plan and implement project, programme and portfolio management culture, processes, tools and techniques. His clients ranged from private start-ups companies to public national authorities. He is a member of professional associations and served as committee and board member in several organisations and NGO’s.