Keynote Speakers / Special Lecturers
Keynote 1
Project Management - a Tool for Success
Ms. Fiona Balfour
Non-executive director with Metcash Limited, Salmat Limited, TAL (Dai-ichi Life) Australia and Airservices Australia
Abstract:
Fiona Balfour has led and delivered major business and technology transformations throughout her career. She is a passionate advocate for the role of technology in business driven innovation. This paper will outline how to take a strategy and develop and execute the business plan and transform and reshape businesses. Fiona will use examples from her business experience to illustrate and show case her learnings.
Keynote 2
Social Capital, Networks and Communication
Dr. Jim Taggart
OAM, Adjunct Professor and Chairman and Chancellor of Asia Pacific International College
Abstract:
"keep your face always towards the sunshine and shadows will fall behind you” Walt Whitman
"problems are not stop signs: they are guidelines" Robert.H. Schulman
The ability to build positive relationships, what is known as reputational capital or relationship capital, Is perhaps the most important and valuable asset an individual or business can own. Other types of capital such as machinery or buildings can be purchased with very little human interaction or impact. The cornerstone in building these positive relationships is through the ability to network. In a quantitative sense ,the value of reputational capital can be observed in a company's financial statements in a very tangible and observable way, just like any other asset or even perhaps liability. Additionally, reputational capital can also be viewed as a currency that is traded in the market where the quality and quantity of information forms exchange. The ability to obtain, enhance and control information are vital prerequisites in building market intelligence; networks are the conduit that allows such transactions to operate.
There is considerable research that informs us that networking as a verb, must be treated as a very important strategy, that has clear structure, precision, and a focus, that observes information as a paramount outcome in line with a companies short and long term objectives. An overriding dimension in the formation and acquisition of information as observed through reputational capital is of course behaviour; through impression management a young but important emerging school of management theory, a persons behaviour can either obtain such important information or not; the whole notion of a return on equity is formulated and even compound through the very notion of behaviour and impression management. Reputational capital is built upon a learned and refined experience instigated by a number of key stakeholders; the essence of this phenomenon is tied up in how we really make people feel ; how do you make people feel?
Keynote 3
Accelerating Autonomous Functionality: Trends, Challenges, Strategies
Dr. Paul D. Nielsen
Director and CEO of Carnegie Mellon University's Software Engineering Institute
Abstract:
Autonomous functionality is increasing in systems and products. From drones to self-driving cars, from voice controlled devices to Watson, autonomy is increasing. The effective transition of increased autonomy depends upon trust—trust that these systems will be safe, trust that they will have appropriate cybersecurity, trust that they will perform within ethical boundaries. Establishing trust for complex systems is hard. Establishing trust for non-deterministic systems and for system that continuously learn is even more challenging. Managers, chief engineers, and boards need to be aware of these challenges and strategies to overcome them.
Keynote 4
Leadership in the Cognitive Era.
Dr. Priscilla Rogers
Senior Manager, Cognitive Health & Life Sciences Research, IBM Research - Australia
Abstract:
Cognitive technology refers to systems that can learn, reason, and interact with humans naturally; making sense of the plethora of data that is available today. This new technology is disrupting long established industries and business, spawning different kinds of technological, scientific, and societal opportunities in an increasingly complex economy. In this keynote address, Dr Priscilla Rogers, Senior Manager, Cognitive Health & Life Sciences Research, will describe how cognitive computing is driving a new age of understanding, and how business leaders can lean into digital disruption and encourage innovation to drive competitive growth.
Keynote 5
Red Projects – Prevention, Detection & Recovery
Mr. Greg Purdy - MAICD
CEO & Senior Vice President NTT DATA VTS
Abstract:
IT Projects have a high failure rate when measured against the normal health factors of Project Management of Budget, Schedule and Quality. This failure rate is well above other disciplines and engineering projects yet IT has well established frameworks, processes and guidelines so what is going wrong?
Many of the concepts I will discuss are already well documented in most mature organisations yet many of the organisations continue to struggle with Project margin erosion and profit loss so where are the problems and what can we do to make the change to a healthy Project portfolio.
The aim of this session is to explore how projects go Red despite all the systems and processes, what can be done to recover from Red and how to prevent Red projects in the future. The key themes we will explore are as follows:
1. Where do Projects start to go Red
2. What can be done to detect and prevent Red projects
3. A process to recover from Red
4. What can be done to prevent Red projects
Special Lecture 1,2
1: The Power of Project Leadership - Seven Leadership Lessons
2: Developing Organisational Project Management (OPM) Capability
Mr. Paul Hodgkins
Executive Director of Paul Hodgkins Project Consultancy,
Former Siemens PM@Siemens Programme Executive for North West Europe
Abstract:Special Lecture 1
What are the 'seven lessons' I learned about leadership from aged 17 when I joined Siemens as a 'Youth Training Scheme' Trainee, that I applied to my projects and that all project managers can apply to theirs? This is an interactive, storytelling and personal presentation which is always very well received and it starts with the hardest interview I've ever had……….one where I was only asked three questions! Complexity, challenge and ambiguity and the only certainties in our projects today requiring more and greater leadership than ever before. This story-telling and engaging presentation will help project managers to make the transition from 'project manager' to 'project leader' and in so doing, help them navigate their projects to successful outcomes.
Abstract:Special Lecture 2
This presentation will involve the attendees in thinking about - and offering their opinions on - what organisational project management (OPM) is.
The presentation will explore how the global professional project management bodies, PMI and IPMA define OPM and why OPM is important.
It will also explore what needs to be in place in organisations to implement OPM effectively and touch on a case study from Siemens where OPM was effectively deployed across a global organisation.
Special Lecture 3
Ant Colony Innovation
Mr. Hao Dinh
Innovation/Fast Works leader, GE Hitachi Nuclear Energy
Abstract:
In today's fast paced world, project managers as well as their teams need to be agile. Specifically, teams need to be open to learning quickly from their mistakes, adapt to those learnings and persevere. Companies need to provide their employees with the tools and culture to enable agile teams and project management. Organizations such as, General Electric (GE), P&G, MIT, Stanford, Harvard and MIT, have researched and applied new cultures and tools that enable their employees to be more agile. Interesting to note that the company values and tools that drive agility can be linked to how ant colonies operate. During this session, Hao will provide examples of how GE has leveraged ant colony operations and culture to help GE be more agile as it develops innovative solutions for its customers.