pmo leadership summit 2016 - speaker

Pre-Summit Workshop15 August 2016Summit 16 & 17 August 2016Post-Summit Workshop18 August 2016Mercure Sydney

EXPLORE

Practical Advice and Strategies for Delivering PMO Excellence for Next-Level Project, Program, and Portfolio Professionals

Practical insights on how to build, maintain, and mature your PMO

EARLY BIRD DISCOUNTS Book & Pay by 24 May 2016 to receive an additional Value Plus Discount!

Phone: +61 2 8239 9711Fax: +61 2 8239 9777 www.liquidlearninggroup.comBooking Code - W

Equipping project, program and portfolio professionals with the tools required to position themselves as valuable business partners

Driving performance and delivery within your organisation and team

Optimising stakeholder engagement, managing complexity, and navigating obstacles

PMO Leadership Summit 2016

FEATURED SPEAKERSGreg Dalton Head of Program Delivery, Service Revolution and TransformationWestpac

Shaun Bullen Head of Project Management Office (PMO) - Transaction BankingANZ Banking Group

Julia Steel General Manager, PMOTelstra Corporation Limited

George Kaichis Director, Business Program OfficeOptus

Kathleen Mackay General Manager, IT Project DeliveryBoral Limited

Meranie Bowen Head of Project Management OfficeAIA Australia

David McGahey Project Director at Defence Joint LogisticsDepartment of Defence, Capability Acquisition and Sustainment Group

Graeme Sloane General Manager, PMO, Health Service Support GroupNSW Health

David Watson Director, EPMOUniversity of Sydney

Bill Allars Portfolio Management & Service DeliveryAGL Energy Limited

Jeanette Corbitt Director, Portfolio OfficeDepartment of Industry, Innovation and Science

Robin Hilder Change Management Office, Practice ManagerDepartment of Immigration and Border Protection

Stephanie Forsmann Information Systems Operations ManagerSydney Water

Kamil Janji PMO Manager - Manager, Critical Projects OfficeParramatta City Council

EVENT SUPPORTER

EVENT PARTNERS

MEDIA PARTNER

EXHIBITOR

9.00 - 4.30

Aligning Tools and Methodologies to Ensure Greater Efficiency and Project SuccessMany organisations have unsuccessfully tried implementing a methodology and it often results in a lot of money, time and effort spent with little return while the original intent was an improvement in the delivery of successful projects. They found the new methodology unstable for their particular projects, their organisation and their level of project management maturity. To support project delivery the organisation’s project management communities, PMO or project control and managing business divisions often buy different tools and use different systems to support the delivery of projects. The tool variety creates task duplication and complicated supporting processes leading to a divergence in methodologies that creates new problems. In some cases, they use applications that are either too enterprise or too basic to effectively support project management practices. This full-day interactive workshop has been designed to provide practical insight into how to ensure that tools and methodologies are fit for purpose. The gaps between the project portfolio management methodologies and the tools • The differences between theory, methodology, approach, method, framework and process • The differences between tools and systems • The techniques of identifying the gap between methodology and tools The tips and tricks to feel the gaps • Identify the methodology implementation requirements techniques • Techniques of selecting the right tool • PMO challenges aligning the tool and methodology. The techniques of making methodology and tools fit together • PMOs required capabilities to assess, plan and fill the gap • Enterprise Portfolio management tools specifications • PMO integration methods for integrating process, tools and people The benefit of tailoring the methodology and tools • The value of aligning tools and methodology • How an Enterprise portfolio management tool implemented aligned with the methodology can help PMO to add value to the business • Techniques for PMO to present and measure the added values

Expert Facilitator: Amireh Amirmazaheri PMO Service Manager PMSmarts Amireh Amirmazaheri is a certified Business, Project Management Professional and IT with over 16 year experience in different industries. She is qualified in PMBOK, PRINCE2 and has undertaken numerous training over the years. She is an expert in PMO services especially implementing enterprise project, program and portfolio management systems and system governance.

Since 2000, Amireh has been working in various PMO and advisory roles across many industries. She has worked as a subject matter of expert with PMI. She has conducted several basic and advance project management courses as a certified instructor.

Her experience includes: PMO Lead, PMO analysis, Enterprise System implementation, Project Management, PMO Processes improvement, Training and facilitating Project management systems workshops. She has managed teams of all sizes and has lead and mentored resources across business and technology. Amireh is also a member of the Project Management Institute (PMI), International Institute of Business Analysis (IIBA).

In her spare time, Amireh enjoys mentoring and coaching others.

Pre-Summit Workshop15 August 2016

WORKSHOP SCHEDULE• 8.30 - 9.00 Registration

• 9.00 - 10.40 Session One

• 10.40 - 11.00 Morning Tea

• 11.00 - 12.30 Session Two

• 12.30 - 1.30 Lunch

• 1.30 - 3.00 Session Three

• 3.00 - 3.20 Afternoon Tea

• 3.20 - 4.30 Session Four

• 4.30 Close of Workshop

TEAM BOOKINGS AVAILABLETEAM OFTEAM OF TEAM OF

653 874 +15%DISCOUNT10%DISCOUNT 20%DISCOUNT

SPONSOR TODAY!Limited sponsorship and exhibition opportunities available. For your chance to brand yourself as a market leader, please call: +61 2 8239 9711 or email: [email protected]

TEAM BOOKINGSReceive a 20% discount when booking a team of 8 to attend, please call: +61 2 8239 9711 or email: [email protected]

Day One 16 August 2016

Best-Practice Reporting and Governance

8.30 - 8.55 Registration and Morning Coffee

8.55 - 9.00 Official Welcome and Opening Remarks from the Chair

9.00 - 9.40 OPENING KEYNOTE CASE STUDYImplementing Agile in the non-digital spaceAlthough many PMO professionals automatically associate Agile with technical environments, the Department of Industry, Innovation, and Science has found it to be extremely effective in other areas. Implementing this methodology in strategic policy areas and government briefs presented its own set of challenges and in this session, Jeanette will discuss: • Lessons learned, mistakes made, and the importance of

finding the right coach • Practical techniques to implement Agile in non-digital

areas • The improvements and positive results since its

implementation

Jeanette Corbitt Director, Portfolio Office Department of Industry, Innovation and Science

9.40 - 9.50 Questions and Discussion

9.50 - 10.30 CASE STUDY Governance vs DeliveryClear reporting is essential to any project but at what point does the paperwork get in the way of productivity? Should there be documentation for the sake of having documentation? How do the risks affect the delivery? In this session, David will discuss the various models for governance and delivery within the Department of Defence, focusing on: • Defining the strategic framework and choosing the best projects • Making efficient use of resources • Tracking and monitoring performance

David McGahey Project Director at Defence Joint Logistics Department of Defence, Capability Acquisition and Sustainment Group


10.40 - 10.55 Morning Tea

10.55 - 11.35 CASE STUDYManaging projects in a large complex environmentLike all organisations, the New South Wales Department of Health is always striving to be more efficient and accomplish more with fewer resources. One of the key challenges is supporting and facilitating projects across a complex organisational environment comprised of a range of statutory organisations that make up department. In this session, Graeme will discuss: • Implementing change without authority • Responding to the challenges of a federated organisation model • What does success / improvement look like in a service industry environment?

Graeme Sloane General Manager, PMO, Health Service Support Group

NSW Health


11.45 - 12.30 CASE STUDYSolid foundations - Establishing an EPMO from the ground upAccording to research conducted in 2014, over 60% of fortune 1000 companies were planning to implement an EPMO within 2 years. Now in 2016, many of these EPMOs have been established and the benefits are overwhelming, but what does it take to establish a successful EPMO? How do you ensure that the new office will provide value? In this session, David will discuss how he built the EPMO at the University of Sydney and some of the challenges that he faced. Discuss: • Understanding the type of PMO required • Determining roles and responsibilities • Winning the support of senior management

David Watson Director, EPMO University of Sydney


12.40 - 1.25 Networking Lunch

1.25 - 1.40 SOULTION SPOTLIGHTRob Carruthers Senior Director, Agile Management, Asia Pacific and Japan

1.40 - 2.40 INTERACTIVE PANEL DISCUSSIONTips and techniques for lasting stakeholder engagementGaining buy-in and engagement from stakeholders is fundamental to the success of any PMO but as many Project, Programme, Portfolio Management professionals know, this is not nearly as simple as it sounds. In this interactive panel discussion, PMO leaders and professionals from a variety of fields will discuss their strategies to help you on your path to strengthening relationships through effective stakeholder engagement strategies. Discuss: • The benefits of early engagement • Identifying and managing risks • Clearly defining and communicating the scope and goals of a project

Amireh Amirmazaheri PMO Service Manager PMSmartsShaun Bullen Head of Project Management Office (PMO) - Transaction Banking ANZ Banking GroupRobin Hilder Change Management Office, Practice Manager Department of Immigration and Border ProtectionStephanie Forsmann Information Systems Operations Manager Sydney WaterGeorge Kaichis Director, Business Program Office Optus

VALUE PLUS DISCOUNTReceive up to $400 off registration if you register and pay by 24 May 2016

PLUS TWO WORKSHOPS!Plus Two Separately Bookable Full-Day Workshops on 15 & 18 August 2016

Driving Delivery, Gaining Buy-In, and Positively Influencing TeamsBest-Practice Reporting and Governance

EARLY BIRD DISCOUNTReceive up to $100 off registration if you register and pay by 19 July 2016

SUPER SAVER DISCOUNTReceive up to $200 off registration if you register and pay by 21 June 2016

2.40 - 3.20 CASE STUDYInnovate or deteriorate – The importance of adapting to the changing environmentInnovate or deteriorate – the dilemma confronting our orgnaisations today. The importance of adapting to the changing environment cannot be understated and innovation is the driving factor for success in this environment. This is especially important when you are providing energy to millions of Australians, clear and efficient reporting is paramount. In an effort to innovate and modernise their reporting system, AGL recently implemented a PPM and in this session, as the person at the helm of the project, Bill will discuss: • Existing issues that required rectification • Elements to consider when implementing a PPM • Planned future directions

Bill Allars Portfolio Management & Service Delivery AGL Energy Limited


3.30 - 3.45 Afternoon Tea

3.45 - 4.25 EXPERT COMMENTARYTransforming the organisation’s project delivery methodology – Where does the PMO fit in?In order to maintain a competitive edge, most organisations are striving to use various approaches to deliver projects faster, realise benefits more often, and remain agile to weather the storm in an ever-growing and volatile business environment. This often points to leaner project management approaches. In this session, André will share his insights on how to utilise the PMO as a means through which to successfully transform the organisation’s project delivery methodology, discussing: • Real-life challenges in today’s fast-paced and merciless business environments • Different ways in which to deal with these challenges • The PMO: The ultimate instrument to transform the organisation’s project delivery methodology to effectively address these challenges

André Joubert PMO Consultant, Agile Coach & Methodologist Independent Consultant


4.35 Concluding Remarks from the Chair

Day Two 17 August 2016

8.30 - 8.55 Morning Coffee

8.55 - 9.00 Opening Remarks from the Chair

9.00 - 9.50 OPENING CASE STUDYWhy today’s PMO’s need Dynamic Flexibility and actually perform project portfolio managementHaving project portfolios’ objectives and goals (not deliverables) clearly defined, is becoming more relevant than ever to PMOs’ role. PMOs need to ask the question “Why are we running these projects?” PMOs then need to manage and optimise those portfolio(s) to deliver their objectives and goals within constraints, such as budget and resource availability.The session will demonstrate: • How to set up a project governance, which enables and supports project portfolio analysis and optimisation.• How to be flexible and dynamic to support changes in constraints and/or business strategies.

Laith Adel General Manager EPM Partners


10.00 - 10.40 CASE STUDYProject leadership: Is your PMO helping or hindering innovation?Innovation is an increasingly important agenda across Australia, but how do you know if your PMO is helping to drive innovation or holding it back? Are our PMO processes and project methodologies helping the business and project leaders to innovate? In this session, Julia draws upon her experience across multiple industries to discuss: • Shifting focus from doing projects right to doing the right projects • Innovative process and project methodologies • The changing role of the PMO: enabling innovation, and innovation practices

Julia Steel General Manager, PMO Telstra Corporation Limited


10.50 - 11.05 Morning Tea

11.05 - 11.55 INTERACTIVE PANEL DISCUSSIONManaging people and dealing with conflictSuccessfully guiding a team towards the company’s goals whilst simultaneously defusing conflict with minimal loss to productivity is a challenge faced by leaders in all industries. Within a PMO, however, this conflict has the potential to cause an entire project to collapse, which is why high-performing PMOs often treat the management of their teams with the same importance as the projects themselves. Discuss: • Developing and guiding your team to reach its full potential • Neutralising and minimising conflict quickly and efficiently • Sustaining workplace momentum

Kathleen Mackay General Manager, IT Project Delivery Boral LimitedGreg Dalton Head of Program Delivery, Service Revolution and Transformation WestpacKamil Janji PMO Manager - Manager, Critical Projects Office Parramatta City CouncilMeranie Bowen Head of Project Management Office AIA Australia

NETWORKING RECEPTION4.35 - 5.35

Make the most of your Liquid Learning experience, join us to network over complimentary canapés and drinks

Tweet about this event using the hashtag #PMO16 and @LiquidLearning for daily industry updates!

FOLLOW THIS EVENT

Driving Delivery, Gaining Buy-In, and Positively Influencing Teams

Phone: +61 2 8239 9711Fax: +61 2 8239 9777www.liquidlearninggroup.com

• PMO Manager / Director

• Program Manager / Director

• Project Managers / Director

• Portfolio Manager / Director

• ICT Projects

• Capability / Delivery

• CIO / CTO / ICT Director

• Chief Project Managers / Officers

• Head of PMO / Enterprise PMO

• General Managers of Projects

• Project / Programme Office

• Head of Programmes

• Major Projects

• Infrastructure / Capital Works

• Projects

• Portfolio / Capital Planning / Investment

• ICT / Systems Projects

• Project Consulting

• System Governance

WHO WILL ATTEND

11.55 - 12.30 EXPERT COMMENTARY PMO value from PMI lessons learnedBenjamin Howell President PMI Sydney Chapte


12.40 - 1.40 Networking Lunch

1.40 - 2.20 EXPERT COMMENTARY Outcomes vs OutputsDefining outcomes and outputs is more complicated than many believe and stretches far beyond mere semantics. Within project management roles, balancing the two is an intrinsic part of the job and a clear understanding of what is expected for both is the foundation on which a PMO is built. In this session Amireh will discuss: • Recognising the required needs • Selecting the best tool, process, or method for the task at hand • Addressing planned pay-offs without neglecting difficult to measure, yet important, outcomes.

Amireh Amirmazaheri PMO Service Manager PMSmarts


2.40 - 3.10 CASE STUDYRisk Vs Mandate – Leading PMO in an operational businessThe platform for PMO excellence draws on an industry’s own unique business drivers. When it comes to building an effective, high performing PMO the greatest success can often stem from a critical understanding of the inherent challenges. For an operationally-centred organisation without an historical focus on project management, a strategically positioned PMO can be a significant driver of capability, efficiencies and vision, but leaders must first identify opportunities to add value, and develop a proposition to overcome cultural resistance. In this session, Andrew lays out the building blocks of Boral’s PMO, the challenges, triumphs and possibilities to come. Checklist:• Identify and align PMO with business drivers• Lift awareness, skill sets and best practice – What does

good project management look like?• Strive for excellence through visibility

Andrew Legge General Manager, PMO Boral


3.20 - 3.35 Afternoon Tea

3.35 - 4.30 INTERACTIVE CLOSING ROUNDTABLEPreparing for the future of PMOAs Marcel brings the Summit to a close, he will encourage delegates to reflect on the valuable lessons and advice received throughout the event. From the points identified, participants will be asked to prioritise the factors that they believe will have the biggest impact on their personal performance as PMO professional and leader. This empowering discussion provides a valuable opportunity to translate learning into a plan of action. Discuss: • Key learnings and take-aways from the conference • Putting it into practice – Drawing up actionable plans • Leadership transition strategies and how you can support other business unit leaders • Insights on the next generation PMO - What will be different?

Marcel De Ma PMI Sydney Board Director, PMO Consultant Independent Consultant

4.30 Concluding Remarks from the Chair and Summit Close

ABOUT THE EVENTWhether operating under the title of enterprise, program, project, or portfolio, the primary goal of a PMO is to unify the organisational outcomes and drive delivery through best practice reporting, governance, and delivery. The success or failure of a project rests largely on the ability of the PMO to successfully manage the business processes and align teams towards a common goal. There is little room for mediocrity, and success is the only option if a PMO hopes to avoid succumbing to the infamous 3-Year-Cycle. Best-practice methodologies and powerful leadership skills are the first steps on the road to becoming a true business partner with the ability to drive strategy and successfully engage with stakeholders across all levels of the business.

Building on the resounding success of the inaugural PMO event in Melbourne, the second PMO Leadership Summit for 2016 will once again bring together leaders and professionals from PMOs, EPMOs, Project, Program and Portfolio Delivery units. This is a unique opportunity to learn from and network with high-performing PMOs from a wide array of major corporations and government departments. This event will provide you with the tools required for PMO excellence; from governance and delivery strategies to advice for successfully executing major projects and programs.

9.00 - 4.30

The Art of ReinventionThe PMO occupies a unique position in the organisation. It has visibility and cross functionality across business entities, and across programs and projects. From this position their mandate often starts with governance and reporting, and extends to compliance. Regrettably for many PMOs this is the limited extent to which they are utilised. They are sometimes squandered as they fail to grow beyond their initial remits. The utility of PMOs can be found in their prowess to align resources, activities and mange priorities. Effective PMOs are able to create synergy between business processes, people, and technologies; but for the incumbent PMO they struggle to find the next curve to capitalise on these advantages. This full-day, interactive workshop has been designed to pragmatically review the purpose and function of PMOs and offer tools and strategies to upgrade the PMOs profile within their organisation. This session will help participants to blueprint their current PMOs role and learn techniques to assess what capabilities they need to consider pursuing to reboot themselves. Then taking their learnings in the workshop, plot a path that enables them to begin the journey of reinvention. Where am I standing? • Identifying your organisation – The host • Maturity modelling – Where do you see yourselves? • Mapping the capability and processes of your PMO Are we in harmony? • Strategic alignment – How does it exist? • How is your portfolio in alignment? • Alignment to execution, what role is your PMO occupying? – Is it a playmaker or spectator? Are we truly masters of our direction? • Interdependencies, issues, priorities, risks - Their materiality to PMOs • How do their frameworks support delivery? • To what end do these variables shape our current planning, realisation and delivery outlook? Reinvention - What it will take to be regarded as a more virile entity in effecting the momentum for change? • Rebuilding our value proposition • Planning and delivery - What can be improved? • What other capabilities can reinvent your PMO profile? • Making a difference to projects - How?

Expert Facilitator: Marcel De Ma PMI Sydney Board Director, PMO Consultant Independent Consultant I’ve worked closely with colleagues and counterparts at many levels to ensure delivery of strategy and objectives year on year. I’ve managed teams through; change management, performance management, career development, and succession planning. I’m a pragmatic operator, accustomed to communicating with a diverse spectrum of key stakeholders, people & constituencies. I’m proud to have been the Sponsor for an award winning team deploying a multi-lingual e-learning training for 12,000 employees.

I’ve worked cross-functionally and multi-nationally at; functional, operations and management executive levels. With expertise and success in many roles: PMOs, Portfolio & Program Management, Project Delivery, Strategic Execution, Business Transformation/Change Management, Commercial Management, Pricing, Process Improvement, and Customer Experience. I’ve led a large project community to undertake major business reforms • delivering service & IT upgrades to 60 countries through 2110 business implementations.

I’m proud to have established and led an enterprise PMO team ranked top among 10 comparative national & multinational firms. Delivering; program governance, planning, performance & reporting, cost management, assurance, operating standards, methodology & benefits realisation. I’ve practiced; EFQM, Lean Six Sigma, ID4 and Customer Centricity VOC. I’ve collaborated on delivering a quality assurance programme involving over 45 project audits, and 70 risk assessments.

Post-Summit Workshop18 August 2016

WORKSHOP SCHEDULE• 8.30 - 9.00 Registration

• 9.00 - 10.40 Session One

• 10.40 - 11.00 Morning Tea

• 11.00 - 12.30 Session Two

• 12.30 - 1.30 Lunch

• 1.30 - 3.00 Session Three

• 3.00 - 3.20 Afternoon Tea

• 3.20 - 4.30 Session Four

• 4.30 Close of Workshop

SPONSOR TODAY!Limited sponsorship and exhibition opportunities available. For your chance to brand yourself as a market leader, please call: +61 2 8239 9711 or email: [email protected]

TEAM BOOKINGSReceive a 20% discount when booking a team of 8 to attend, please call: +61 2 8239 9711 or email: [email protected]

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PMO Leadership Summit 201615, 16, 17 & 18 August 2016

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