Today, the sheer scale and quantity of projects being implemented across Australian government demand effective project, program and portfolio management. In response, there is an increasing push towards the establishment and maturation of PMOs to align budgets, resources, time frames and project scope with the organisation’s broader strategic direction.
This conference showcases key leaders in portfolio and program management from across the Australian Public Sector (APS) who will share their experiences and lessons learnt to address some of the biggest challenges facing government PMOs right now.
This conference will focus on:
- Defining the role of the PMO & its scope within your organisation
- Strengthening workforce capability & improving project delivery
- Linking organisational purpose to operational outcomes
- Measuring outcomes & improving benefits realisation
- Driving effective organisational change management
- Ensuring the longevity of your PMO
Who will attend?
- Federal Departments & Agencies
- State Departments & Agencies
- Local Councils
- Local Health Districts
Who are Directors, Managers, Executives and Heads of:
- Project Management Office
- Enterprise Project Management Office
- Portfolio, Program or Project Management/ Delivery
- Strategic Governance & Reporting
- Change, Transformation & Knowledge Management
Attend to learn:
Define the role of the PMO & its scope within your organisation
Strengthen workforce capability & improve project delivery
Link organisational purpose to operational outcomes & benefits realisation
- KEYNOTE: Creating a PMO framework from scratch & communicating this organisation wide
- Not the same PMO you had last year – the cyclic collapse & reinvention of PMOs
- PANEL DISCUSSION: How do government PMOs chop, change & integrate different project management methodologies? Waterfall, Agile, Prince2… let’s discuss!
- KEYNOTE: Evolving trends in project management governance jurisdictions across the globe
- Advancing the organisational maturity of your EPMO – taking the next steps
- Measuring outcomes & benefits rather than outputs in a transformation program
- Undertaking a full overhaul of QUT’s governance & Project Portfolio Office
Department of Defence
Australian Taxation Office
Belinda Robertson is the Assistant Commissioner of the ATO Enterprise Portfolio Management Office. Belinda has a wealth of experience across complex program and project management in both the public and private sector. She has successfully delivered major transformational change projects and built effective teams to deliver results. Prior to joining the ATO, Belinda worked for IBM Global Services for 12 years in a variety of senior executive roles. She also has parliamentary experiences as a staffer for several senior Members of Parliament in media adviser, speech writing and policy management/implementation roles.
She joined the ATO in April 2010 and has corporate ownership and accountability of P3 (Portfolio, Program and Project) management within the ATO. The ATO Enterprise Portfolio Management Office plays a critical role in how work is prioritised and delivered across the organisation. It also ensures the quality, consistency and business drivers are considered in context, and that informed decisions are made so they are relevant and in line with organisational outcomes. Her key capability is in P3 management, organisational change management, and corporate governance.
Dr Alicia Aitken is Telstra’s Chief Project Officer, responsible for ensuring successful project delivery across the capital investment programme. Alicia has worked extensively with organisations across the globe to assess and develop their organisational project management capability.
Prior to her role at Telstra Alicia held the position of CEO, Human Systems International now a PMI owned company. Her experience ranges through several industries including Telecommunications, Banking & Finance, Defence & Aerospace, Pharmaceutical, Engineering & Construction, Mining, Oil & Gas and Government.
Alicia is actively involved in several industry groups and peak bodies. Alicia holds a PhD in project management and psychology with a particular focus on how project managers cope with stress. Alicia is a regular keynote speaker at conferences around the world and contributes to academic programs at universities in both Australia and Europe and is a director of the International Centre for Complex Project Management.
NSW Department of Planning & Environment
Richard Hemsworth heads the NSW Department of Planning and Environment’s Enterprise Program Management Office. With over $64 billion in infrastructure projects under review the role has its challenges.
Having established P3MOs for private, public, multinational and Australian companies; he has successfully been at the forefront of project management benefits realisation for more than 15 years.
Since 2007, Richard has a track record of facilitating the repair of troubled projects, bringing program oversight and rescaling to over-administered programs in finance, retail, telecommunication, warehousing, engineering, and government organisations.
Richard is currently the Associate Director of Certification for the Sydney Chapter of the Project Management Institute, a a practicing Scrum Master, Lean Six Sigma practitioner and expert in PRINCE2 and PMBoK methodologies.
Psoda is a Wellington, New Zealand, based software company and we’re all about helping you make your portfolios, programmes and projects successful. We provide a suite of cloud-based tools covering the entire lifecycle of your portfolios, programmes and projects, covering scheduling, budgets, risks, issues, resources, reporting, benefits management and a lot more. Capture ideas, score and prioritise them, pick the ideas to develop more, manage your project gates, detailed planning, track progress, project closure and monitor your benefits after the project finished.
Tracey Brunstrom & Hammond
TBH strives to provide clients independent, objective and sound management advice on projects from inception to handover.
Incorporated in 1965, we have provided a wide range of professional services on over 8,000 projects and 3,000 claims ranging from small boutique projects to some of the largest projects in the southern hemisphere in the construction, transport, health, mining, oil and gas, sport, communications, information technology and defence industries.
We are Australian owned and completely independent and can therefore be relied upon to provide objective, independent advice. Several TBH Principals are recognised as planning and scheduling experts by both national and international courts. Over the years, we have developed a reputation for providing solutions that are highly innovative yet practical and effective.
EPM Partners has been working with corporate and government Project Management Offices (PMOs) across Australia since 2008.
EPM Partners believes that well-deployed, well-managed and well-supported Project Portfolio Management (PPM) tools significantly improve the efficiency and the effectiveness of project, program and portfolio management. This ensures better outcomes and accelerates benefits realisation.
EPM Partners chooses to work exclusively with Microsoft’s Project Portfolio Management tools (both Project Online and Project Server).
EPM Partners’ experienced and well-respected consultants provide its clients with the best professional services to make sure that the tool, the people and the processes are aligned to deliver optimal value. In working with a diversity of Australian organisations, EPM Partners’ consultants’ knowledge and experience grows with each engagement: learnings that benefit all customers, both new and existing.
Human Systems International
Human Systems International: Improving the Management of Projects – Effectively Human Systems International (HSI) holds the world’s largest database of organisational project, program and portfolio management (PPPM) practices, based on over 20 years of research with leading multinationals.
HSI is research-based, with robust assessments that are wholly based on evidence. We help organisations improve strategic results by assessing their PPPM processes, their people and their teams. Undertake a diagnostic with us to find out how to structure and operate your organisation to optimise the value your projects can deliver. Our integrated approach of benchmarking and knowledge – sharing network enables organisations to share insights and experience, and fast-track improvement. HSI is a part of the PMI family of companies.
Tel: +61 2 9248 7800 Email: firstname.lastname@example.org
What People Are Saying
“As the public service fully commits itself to measuring results by outcomes, program management needs to be accorded far greater professional status. Project and program managers need to be recognised as a community of practice…and capability needs to be progressively enhanced.”August 2015
Date: 7 Dec 2016 By: Lauren PerryThe Program Management Improvement and Accountability Act has been passed unanimously by the U.S Senate and is on its way to President Barack Obama’s office to be signed. Currently in the U.S, only 64% of government strategic initiatives actually fulfill their intended outcomes and business intent. However, research by the Project Management Institute shows that …
Date: 16 Nov 2016 By: Chris LawlerEstablishing and developing the capability of a PMO has implications beyond portfolio, program and project management. When driving change, many PMO leaders get bogged down in things they can’t control, like their organisation’s strategy, people and environment. However, what can be changed is process. PMOs are sitting on an oilfield of untapped potential. No matter what …
Date: 8 Nov 2016 By: Alicia AitkenThe differentiator between winners and losers, success and failure, making real change and remaining the same is not just about crafting the strategy or policy, but the execution. When it comes to execution, project delivery excellence is the key to success. For many people the phrase ‘project management’ conjures up images of templates, process, gating, …
Date: 2 Nov 2016 By: Fiona HendersonWhat is ‘best practice’? When you say that something is best practice, what does this actually mean and can these words have the same meaning to all? And how do we know when we have achieved ‘best practice’? There’s no doubt that practice makes you better but – depending on the context – sometimes a …
Endorsers & Media Partners
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