Implementing in a non-project culture

Oleg has more than 15 years of experience in Project, Program and Portfolio Management, new product development, and R&D.

He specializes in tailoring Project, Program and Portfolio methodologies to suit business needs and environment, managing large, geographically distributed projects and programs.

Oleg has managed projects and programs both on customer-side and behalf of the contractor. He is an experienced trainer and tutor.

Oleg is the founder, originator and Editor-in-chief of the Project Management magazine Russia since 2004.

He is Chairman of the Council of experts and chief moderator at the annual Project Management conference in Moscow, Russia.

He was an assessor at the national Project Olympus competition 2014-2015; member of the Board at Moscow PMI Chapter in 2004–2012.

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How hard can it be? Complexity and response in major projects

Harvey Maylor has been an academic and consultant for the past 23 years, is an Associate Fellow of Saïd Business School at the University of Oxford and a Visiting Fellow at Cranfield University.

He was previously Director of the International Centre for Programme Management at Cranfield, successfully delivering a $US4M programme of research with HP Enterprise Services, and before that, founding and running Cranfield’s MSc in Programme and Project Management.

His key skills are as a researcher, writer, innovator and teacher. As a researcher, his work is widely published in the top management journals and is highly cited. As a writer, his main text (Project Management) is currently Europe’s best-selling PM text, and has been translated into 5 different languages.

As an innovator, he developed a number of approaches with his research team at Cranfield for HP, including AdvantageHP, to enable the firm to gain competitive advantage from its programme and project activities.

As a teacher, he has recently received awards from Warwick Business School for his teaching on programmes at both Diploma and Executive MBA levels. He is a frequent keynote speaker at both academic and practitioner conferences, particularly on the topic of complexity [a major research interest since 2006].

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Managing Change

Harley is the Chairman and one of the founding Partners of The Bayard Partnership; a multi-disciplinary group practice specialized in solving complex business problems via a combination of hands on project and change management with coaching and consulting.

Harley set up his first business when he was 21 and has over the years built a proven track record working for a wide variety of companies in all kinds of sectors from apparel to petrochemical and from telecommunications to transport. His biggest claim to fame in the scientific arena was in his role as COO of Eonic Systems, the innovative software company that designed and built the ‘Virtuoso’ real-time operating system for the Rosetta space probe and Philae lander; its minute but scalable microkernel architecture enabled it to run on radiation tolerant processors with the absolute minimum amount of resources.

Harley is also the author of four books; Making a Difference, Inspirational Leadership, Transition (and most recently) The Change Manager’s Handbook which was launched in the Science Museum in London earlier this year.

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#eVa20 To field a winning team

The great and the good from the last 20 years have been invited to take a look back and a look forward and make suggestions on the next steps for the profession.  Join the Band of Brothers [and Sisters] at the iconic Armourers Hall in London, Moorgate. The hall even has some armour ripped from a French Cavalry officer at Waterloo.

As well as renewing friendships and renewing oaths with friends in the US – NDIA, CPM amongst others, there will be the usual mix of big case studies and things to make you a better professional project manager.

And some music and a few laughs.

Past attendees will remember Jack Pinter and his Agile Blues Band. eVa are working with him again this year on something different to help provide the trademark mixture of serious entertainment that they always offers.

Plus the usual superlative networking with good food and good company in splendid surroundings.

All the World’s our Stage!

The formidable speaker line up will include;

Sir John Bourn, Former Auditor General and keynote speaker at EVA1

• Looking back and looking forward

Vice Admiral Sir Tim Laurence, KCVO CB ADC(P), Chair of Major Projects Association

• Improving Major Projects

Professor Peter Morris Speaker at #eva1 and Former Chair of APM

• Reconstructing project management

Simon Kirby, Chief Executive HS2 Ltd

• Constructing the future

Tim Banfield, Head of Profession at Major Projects Authority

• The MPA enhancing Government delivery with the profession and its community

Martin Samphire, APM Governance SIG

• Project Governance

David Bennet, Vice President of PMCM and Rail Industry, Jacobs Engineering

• Case study Doha

Stephen Carver, Cranfield University School of Management

• Magna Carta [with re-enactors]

Merron Simpson, New Realities

• Projects don’t deliver benefits

Louise Hardy Former ODA and AECOM

• Organisational Culture Diversity. OCD in Project Management

Dr. Hauker Jonasson and Dr Helgi Ingasson, Reykavik University, Iceland

• The only way is ethics

Elizabeth Harrin, The Octobus Consultants Ltd.

• Imposter Syndrome – does it apply in project management?

Jake Holloway, Xceed Group,

• Dealing with difficult stakeholders

Bruno Kahne, Head of Research and Development, Airbus Group Leadership University

• Deaf Tips. Powerful Communication

Mia Nordborg, Projectplace

• Lean and Agile Execution

Dr. Sylvana Storey, Global Organisational Integrators

• Diversity and Leadership

Mark Thurston, Managing Director(Europe) CH2M Hill

• Every Board needs Programme Management Expertise

Robin Yeman, Agile Transition Lead, Lockheed Martin

• Truly, truly agile

Jack Pinter, Jack Pinter’s Agile Jazz Band

• Say Yes to the Mess

Book now to guarantee your place [at the early bird price]

Routines for success. Organising for innovation and collaboration

Simon Addyman started his career in property refurbishment before moving overseas to work on a major school building programme for the World Bank in The Gambia, West Africa.

Simon then moved into humanitarian relief work with the engineering services division of United Nations Protection Force in the Former Yugoslavia. He then joined an international aid organisation as their construction programme manager, delivering a housing resettlement programme for refugees in Macedonia.

Before returning full time to the UK, Simon gained a distinction in his MSc in Construction Project Management from Heriot-Watt University. He joined London Underground in late 2000 and continues his professional development, becoming an APM Certificated Project Manager in 2008 and is currently undertaking a part-time PhD at University College London.

Simon has spent his career in London underground (LU), from assistant project manager to programme manager, working on station infrastructure projects. He is currently the project manager for the Bank Station Capacity Upgrade project. The project has successfully implemented LU’s novel Innovative Contractor Engagement procurement route for which Simon was awarded Project Professional of the Year at the APM Awards 2013.

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Here’s one we did earlier. CERN Lessons Learnt

Roberto Saban
CERN Engineering Department Head

University Education

• Laurea in Scienze dell’Informazione, University of Pisa, July 1974
• M.Sc. in Computer Science, Herriot-Watt University, Edinburgh, November 1975

Technical Experience

• System and application programming of mini-computers for the secondary beam lines of the SPS and participation to the operation of the experimental areas.
• Computing in the embedded micro-processors for the beam instrumentation of LEP. Design and implementation of the system driving the Beam Synchronous Timing of LEP.
• Participation in the setting-up of the Industrial Controls Group focusing on equipment and techniques used for process control in industry.
• Leader of a multi-disciplinary team running the LHC Test String 1 and organizing the experiments.
• Design and construction of the next generation facility, the LHC Prototype Full-Cell (String 2). Participation to the design of the electrical feedbox for String 2 in collaboration with BINP. Operation of the facility.
• Implementation and management of the “Hardware Baseline” of the LHC Project containing then engineering documentation.
• Project Leader for the Commissioning of the Technical Systems of the LHC.
• Group Leader for the completion of the installation and consolidation activities and carrying out the commissioning of the technical systems of LHC.
• Group Leader of the Industrial Controls and Electronics Group
• Deputy Department Head of the Engineering Department Department
• Head of the Engineering Department

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Results from Project Eve

The Planning, Monitoring and Control (PMC) SIG will present the results of research, sponsored by APM through their 2014 research fund into the affect that principal agent theory has on project success. The research question that we asked was

“Does Principal Agent Theory provide an explanation for different levels of project success?”

The team looked a three of the problems associated with Principal Agent Theory in outsourced projects i.e. conflict over goals, opportunistic behaviour and asymmetry of information. Data was collected from four projects:

• clinical research x2
• construction x2

The presentation will cover:

• how success was defined
• the methodology and results of the research
• the answer to the above question
• and how this information can be used in a practical way to improve the success rate of projects

The idea of a project health check based on the how well principle agency theory is dealt with will be considered in addition to further ideas on how this line of research could be extended.

Roger Joby 

Pharmaceuticals Professional and consultant
Committee members of PMC SIG has:

• Managed multinational clinical trials.
• Developed and implemented project management tool in a less than sophisticated project management environment.
• Undertaken academic research into the use of project management.
• Managed project management departments.
• Managed bid and contracts departments.
• Run my own training and Consultancy Company for the last 14 years.

Planning Monitoring and Control SIG [PMC] was formed in 2012. Its founder members came from the former Planning and Earned Value SIGs both of which closed in 2012.  The generic area of operation is project control, focusing on the techniques and processes listed as well as interfaces to other subject areas e.g. risk, governance, programme and portfolio management.

Beyond the toolset there is an interest in the behavioural aspects of management and how this affects implementation and leadership within these areas.

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The other Earned Value

In his presentation to #eVa20 Peter Morris will argue that “Value is what projects should be creating for their sponsors. Earning is getting properly rewarded for doing so. Analysis is trying to think this through.”

Peter has been in the forefront of developing richer, enlarged views of what the discipline should be doing for many years. In his latest book, ‘Reconstructing Project Management’, outlines the development of the discipline to date, analyses its component parts, and suggests how it will develop.

Peter will examine the nature of the discipline in two challenging situations:

1. preparing for climate change, and
2. aligning the project to the sponsor’s needs.

Biography

Peter Morris is Professor of Construction and Project Management at University College London (UCL). He is the author of over 120 technical papers and of the books Reconstructing Project Management (Wiley-Blackwell, 2013) and The Management of Projects (Thomas Telford, 1994) and, with George Hough, of The Anatomy of Major Projects (John Wiley & Sons, 1987) and with Ashley Jamieson of Translating Corporate Strategy into Project Strategy (PMI, 2004). He is co-editor with Jeffrey Pinto of The Wiley Guide to Managing Projects (Wiley, 2005); and, with Jeffrey Pinto and Jonas Söderlund, of The Oxford Handbook of Project Management (OUP, 2010).

He was Chairman of the Association for Project Management (APM) from 1993-96 and Deputy Chairman of the International Project Management Association (IPMA) from 1995-97.  He was Professor of Engineering Project Management at UMIST, 1996-2002; a director of Bovis Ltd., the international construction company, 1989-1996; Executive Director of The Major Projects Association, and Research Fellow, the University of Oxford, 1984-89; and a director of INDECO, a management consulting company, 1996-2009. Prior to these positions he worked as an international management consultant for A D Little and Booz Allen & Hamilton, and for the construction company, Sir Robert McAlpine & Sons Ltd.

He received the Project Management Institute’s 2005 Research Achievement Award, IPMA’s 2009 Research Award, and APM’s 2008 Sir Monty Finniston Life Time Achievement Award. He was awarded his PhD in the management of construction projects in 1972.

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Magna Carta and Project Management

Biography

Sir John Bourn, KCB is a former Comptroller and Auditor of the United Kingdom.

John is an Honorary Fellow of the London School of Economics and and Senior Advisor to the Foundation for Governance Research and Education. [FGRE] A Charitable Trust dedicated to thought leadership and best practice in governance.

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Deaf Tips. Powerful Communicaton

“As the corporate world pushes for improved performance, pressure and stress increase, and consequently misunderstandings, mistakes, clashes and frustration are on the rise.

So how can a company produce more and at a better price when the channels of communication are damaged? A simple, precise and respectful communication has become one of the most valuable assets that a person, a team or a company can possess today!

Stimulated by their ‘handicap’, Deaf people have over developed specific behaviours which help them to communicate faster than Hearing people, and with much more precision.

What are these behaviours which would allow Hearing people to have a more simple, precise and rapid communication?”

Biography

Dr. Bruno Paul Kahne is the author of “Deaf-Tips, powerful communication.” Bruno leads a team of consultants, trainers, facilitators and coaches who are experts in Human Performance.

Before joining AirBusiness Academy, he worked as an auditor, trainer and consultant in leadership, management, self-development, communication and change management, for companies specialised in fields as varied as the nuclear, supermarket, food, and construction industry.

Bruno’s current role is a ‘Head of Disruptive Innovation,’ Airbus Group Leadership University.

He has managed projects and trained in many parts of the world: Bangladesh, Belgium, Bhutan, China, Egypt, France, Germany, India, Italy, Nepal, Pakistan, Russia, Senegal, Spain, Sri Lanka, Thailand, UAE, UK and USA, to list only a few.

Organisation

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