Organisations today are constantly faced with the challenges of fiercely competitive and changing environments driven by regulatory modification and internal restructuring. They must, therefore, continuously adapt to the environment if they are to survive and prosper. Now, especially with the increased scrutiny over budgets and “doing more with less,” efficiency and effectiveness are key factors of successful organisations.
As part of their competitive advantage strategy to change, survive, and grow, top management have been moving to project management. The ability to successfully execute projects is what drives the realisation of intended benefits and the achievement of business objectives.
But there is continuous pressure for businesses to be innovative and deliver greater value. So traditional project management methods that had worked in stable economic times, have become less reliable and applicable. It is then that the organisation needs to respond quickly but with control and quality.
This conference focuses on how companies should exploit or upgrade and change their resources to ensure that programmes and projects deliver. It comprises essential areas such as people, culture, strategy, tools and techniques and processes. Experts bring their views on the topic and panels allow debate on priorities and challenges, inviting the audience to take part in the conversation and to share their experience and problems.
Dr James Barr, Oxford Business Psychology
Over time, two strands of ideas about leadership and project management have evolved, often out of phase. This presentation describes the evolution of project management from being unsystematic and reliant on the skills of individuals, via an attempt to control through bureaucracy to today's more fluid, agile approach. Meanwhile leadership has evolved from the idea of the 'great man' through 'scientific management' to an emphasis on emotionally intelligent, authentic leadership. The talk reviews what forms of project leadership work best today and what will be the next steps in evolution.
Dr Joey Flint, Marija Ball, BBC Design & Engineering
In the years we worked in the BBC we've been trying to accurately reflect to our stakeholders what we are able to deliver as an agile team. In the past two years we have used a variety of tools and have seen various degrees of success. This informed what we do now. We have found that to be predictable you don't have to spend a day in sprint planning. It's about striking a balance between developers spending most of their time developing and having enough planning in place. We would like to share the current practices and tools we employ, why it works for us, and what our next challenges are.
Neil Cochlin, Programme Director, Met Police (APM Project of the Year Winner)
The squeeze on public sector finances has necessitated organisations adopting a robust stance when deciding which projects and programmes to invest in. Balancing benefits return with risk helps that prioritisation. The multi-million pound Digital Interviewing Project offered significant benefits but at one point found itself cancelled. This presentation will cover how the ambitious IT and construction project overcame numerous hurdles to achieve its goals. In doing so, it has left a legacy for the most vulnerable victims and witnesses encountered by the Metropolitan Police Service.
Spencer Hobbs, Network Rail, (Presentation by APM Project Professional Winner)
As project manager for the Swindon Area Signalling Renewal, a multi-million pound project to renew the signalling system along the Swindon stretch of the Great Western rail line, Spencer employed multifaceted project management skills, innovation and lean and agile principles to lead his team (after the project missed its original commissioning milestone) to successfully meet the revised commissioning dates.
Stephen Woods, SCMMS
This presentation explains how you can leverage a best practice models such as CMMI and P3M3 to help you make a step change in the capability of the PMO and Project Management in your Organisation. The presenter will share with you his experience at establishing and re-invigorating PMOs at major Financial, Retail, Insurance and Transportation Organisations.
Allan Kelly, Software Strategy Ltd
In the digital age change is fast and those who don't keep up are quickly left behind. Business innovation and technlogy innovation feed off one another while traditional project management struggles to keep pace with an accelerating cycle. IT Project are no longer something that happens on the side, the business is technology and the technology is business.
The project thinking needs to evolve too. And it's more than just Agile, it's digital business, it's cloud, it's DevOps and continuous delivery, dual track, minimally viable teams and much more.
In this presentation Allan Kelly will set out some of the ways in which project management must evolve if it is to keep pace with the changing nature of business and the technology landscape.
We are looking for speakers willing to share their experiences and stories about your work in the field of Programme and Project Management. If you wish to submit a proposal to present at this event please fill in the speaker response form.
TOPICS TO BE COVERED: