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, 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.
The use and adoption of Portfolio Management (PfM) has led to increases in the key performance indicators of quality, scope, budget, time, and business benefits. Thus by aligning the portfolio with the organisation’s strategy has led to meeting schedule, scope, quality, budget, time, and business benefits.
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.
We are inviting speakers – thought leaders, subject experts and start up entrepreneurs – to share their knowledge and enthusiasm about their work and their vision in the field of Testing.
We understand that successful projects are written up as “White Papers”. Please share these with us. But projects that did not achieve their targets – “Black Papers” – are of interest to us too. They can be a very important topics of discussion / panels that you can present. Talk to us about both, we welcome your input.
Please complete the speaker’s response form and submit a proposal to present at this event.
Our approach is that our events are dedicated to providing a harassment-free experience for everyone, regardless of gender, gender identity and expression, age, sexual orientation, disability, physical appearance, body size, race, ethnicity or religion. We do not tolerate intimidation, stalking, harassing photography or recording, sustained disruption of sessions or events, and unwelcome physical contact or sexual attention. We do not tolerate harassment of conference participants in any form. Sexual language and imagery is not appropriate for any conference venue, including talks, workshops, Twitter and other online media. Event participants violating these rules may be sanctioned or expelled from the event without a refund at the discretion of the conference organisers. Please bring your concerns to the immediate attention of the event staff.
Diversity: In our endeavour to be the provider of knowledge to the business community, we understand that this depends on hearing from and listening to a variety of perspectives that come from people of all races, ethnicities, genders, ages, abilities, religions, sexual orientation, and military service. We welcome diverse speakers for all our events, we do not always fully achieve this goal, but it is an ongoing process.
♦ Effective leadership creates value-driven teams
♦ Programme Governance & Risk
♦ Effective Programming Planning
♦ Benefits Realisation Management
♦ Behaviours and attitudes
♦ Change management is critical to Project success
♦ Applying systems thinking to Project Management
♦ Portfolio and Project Reporting
♦ Agile Programme Management
♦ Managing Agile within the Portfolio
♦ Project Management in DevOps
♦ Innovation within Transformation
♦ How Digital Project Management is different
♦ Case studies
Alec McCutcheon, UNICOM Seminars Ltd
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.
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
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
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.
Tom Gilb, Senior partner at GILB.com
Common Agile methods intend to deliver benefits and value, but they are not equipped to do so in practice. You have to add to an agile framework, like Scrum, a number of tools. Direct Quantification of all benefits, so they are unambiguous clear and trackable in agile delivery steps. Much better stakeholder analysis. A method to estimate the ‘benefit power’ of all architecture and design strategies. A method for decomposing big strategies into smaller benefit deliverable strategies. A method for dynamic prioritisation of delivery steps based on value for resources wrt risks. This presentation will present these tools and participants will get a free digital copy of the book “Value Planning”.
All speakers with questions from the floor.
Joanna Newman, PMI / Vodafone
What skills do our project management community need to thrive in the next 5 years? How do we prepare them for the challenges that automation and robotics will bring? What soft skills will be needed to navigate the hyper globalised ‘always on’ environment and how to build engagement in an oversaturated workplace. Join me as I sift through leading research from PMI, APM, CMI and FTSE 100 companies about the skills needed to thrive in 2022.
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.