Skills Framework for the Information Age (SFIA) and Project Management

Mr Daniel Merriott, BSMimpact, Auckland, New Zealand, 2SFIA Council, Global

Soft Skills for Project Managers Thursday Morning, SKYCITY 2, September 20, 2018, 11:00 AM - 12:30 PM

Objectives: Understand: (a) What SFIA is and how it relates to project management roles; (b) How you might apply SFIA within your own projects; (c) Where to go for more information


Understanding the skills needed to manage and execute a project and ensuring the skills of the project team are understood is critical part of overseeing projects.

This talk will introduce the Skills Framework for the Information Age, and highlight how it can help articulate the requirements and responsibilities of project management roles, drawing on the skills framework to highlighting some of the different types of project manager role needed (e.g. the ‘technical project manager’ vs the ‘vendor integration project manager’ vs the ‘engagement lead consultant’, etc) and highlighting the need to match the skills and experience of the individual to the position and type of project.

Applying the same principal to the roles and responsibilities of project team members, SFIA can be used to articulate the expectations of the role-holders and when combined with individual skills assessments, an understanding of the skills gaps within the project team can created, which in turn can be added to the risk registrar with appropriate mitigating actions.


Artificial Intelligence and Project Management Practice

Mr Mashhood Ahmed, Sidra Medicine, Doha, Qatar, 2Project Management Institute, ,

Technology Thursday Morning, SKYCITY 3, September 20, 2018, 11:00 AM - 12:30 PM

Objectives: Provide basic understanding of Artificial intelligence and machine learning, How AI will help PM to leverage AI Tools? Value proposition for human project management function.

Abstract: The presenter will start with basics of artificial intelligence and machine learning then delve into areas of project management where we will witness implementation of AI tools in near future.

AI will have major impact on team performance and project outcomes.  PMs who are early adaptors of AI tools will be definitely ahead of curve.

Based on survey conducted by Harvard Business Review 54% of PM’s time is taken up by administrative tasks. Most of these rudimentary tasks that all project managers hate can be optimized using artificial intelligence. This will spare project manager to focus more on delivering value and providing incomparable solutions. The presenter will discuss this in details on how AI will impact each of the project management knowledge areas.

Further, presenter will highlight areas for PM to focus in order to bring value. Soft skill is one the key area where Human Project Manager will be successful and will be able to leverage AI tools for rudimentary tasks. This will include our ability to motivate team member, building trusting relationship, negotiating relationship, ideations, empathy and intuition.

This will inevitably change the way we do project management practice today. Are you ready for the future?


Walking and Talking: The key skills for next generation of technical Project Managers

Mr Jeremy Wright, Beca Ltd, Auckland, New Zealand

Technology Thursday Morning, SKYCITY 3, September 20, 2018, 11:00 AM - 12:30 PM


To deliver an experience based assessment of the skills required for the next generation Project Managers of highly technical projects. As technology infiltrates many industries the matching of project management and technical skill sets will become increasingly important for project success.


Success of highly technical projects requires the application of project management and technical skills in equal measure to ensure the Project Manager they can meet the needs of the project team and stakeholders. As complexity in projects increases the next generation Project Manager must have the technical skill set to match the technical challenges posed by these complex projects.

We will explore the elements required for a good technical Project Manager in their ability to:

Talk the talk - convincing stakeholders the project is well managed through a high level of project management knowledge and expertise.

Walk the talk - the hands on delivery of project management and being able to communicate with project team members on a technical level to understand the complexities involved.

Walk the walk - were project teams require a project manager to assist in delivery, especially where specialist roles are one-deep and knowledge of what you are asking of your team in delivery.

Talk the walk - both the ability to distil down highly complex risks and issues into language that can be understood by all stakeholders, some without a technical background and being a champion for your project team in managing stakeholder expectations.


Getting Governance ‘Cut Through’

Ms Karen Tregaskis, Tregaskis Brown, Wellington, New Zealand, 2NZ Institute of Directors, Wellington, New Zealand

General Project Management Thursday Morning, SKYCITY 4, September 20, 2018, 11:00 AM - 12:30 PM

Objectives: To provide useful ideas that will help people to better engage their executives and governance groups to improve the success of their project, programme or portfolio.


Project, programme and portfolio managers of the future need to know how to engage executives effectively or they are unlikely to be successful.  Attracting the attention, let alone full engagement, of busy executives is increasingly difficult in a world that is changing faster than ever before.

This session will touch on:

  1. The difference engaged Executives will make to your project, programme or portfolio success
  2. How to understand the world your executives inhabit so you can tailor your approach and thinking
  3. Four top techniques to help you get that elusive ‘cut through’
  • Keep the main thing, the main thing
  • Offer a compelling story quickly and succinctly
  • Show rather than tell
  • Provide less of the news, more of the weather forecast

The details:

The presentation will include smart visuals and an opportunity for participant interaction and a ‘takeaway’.

Intended Audience:

This 45-minute presentation would be the most valuable for Project, Programme and Portfolio Managers.  Project team members may also find it interesting.


The Next Generation PMO's and Transforming Project Managers

Mr Pierre Fernandes, St John Ambulance, Auckland, New Zealand, 2PMI, , New Zealand

General Project Management Thursday Morning, SKYCITY 4, September 20, 2018, 11:00 AM - 12:30 PM


  • Evolution of the PMO until now
  • Future trends defining the PMO
  • Project Managers required skillsets and areas of development


Project Management has changed drastically over the last 20 years, the majority of PM’s working on Project are consumed and sometimes don’t take a step back and look at these historic changes, we are more interested in moving to the next project and sinking our teeth into it.

The traditional project management we have all studied via the PMBOK or via other sources, I will refer to as PMO version 1.0, the next generation of PMOs I will refer to as PMO version 2.0 or the next gen PMO.

My talk will be divided into 2 parts.

Part 1 - “Next Generation PMO”

Change to the current project management landscape depicting examples of the changes and shift in the mentality of business to Project Management

Part 2 – “How Project Managers will need to transform to operate within the Next Generation PMOs”

Project Managers will need to incorporate, change management, strategy, business management and essential soft skills to meet the skill requirement for the next gen. I will describe some of the pathways to gaining these essential skills.


The Digital Construction Project

Mr Andrew Field, Miss Kathleen Appleby, Mr Derek Jannings, Mr Ryan Ainsworth, Beca Ltd, Auckland, New Zealand

Construction Thursday Afternoon, SKYCITY 1, September 20, 2018, 3:00 PM - 4:30 PM

Objectives: This panel discussion looks to challenge the current industry process and influence the future direction though meaningful discussion on how digital innovations can redefine the delivery of successfully projects.

Abstract: Beca's Project, Strategy and Delivery team are re-defining the delivery of construction projects.  As a new digital revolution takes place in the construction industry, which has traditionally been slow to adopt process and technology innovations, members of Beca's Project, Strategy and Delivery team will provide insight into a new way of delivering projects though a panel discussion. The panel will provide insight into:

  • successful implementation of digital innovations on projects
  • opportunities to leverage data capture to inform large programmes of work
  • a snapshot of blue sky thinking on new digital technologies and processes that could elevate the quality of both delivery during design and construction , and also the lifecycle of the buildings we are creating  into the future (4D and 5D BIM)
  • the power of technology to foster a more collaborative and transparent team culture


Joining The Dots – The Electronic Linking Of The Ambulance Patient And The Impact On The NZ Ambulance Sector

Mr Chris Laufale, St John NZ, Auckland, New Zealand

Soft Skills for Project Managers Thursday Afternoon, SKYCITY 2, September 20, 2018, 3:00 PM - 4:30 PM


  1. Transforming the ambulance sector from paper to digital and the impact
  2. Change Management – implementing without impacting patient care
  3. Lessons learned – Applying these continuously and then into a different service provider.


This interactive video presentation explains how the ambulance system is integrated from a 111 emergency call, the electronic linkages with the start of a patients’ journey into the NZ health system and the resulting impact of the electronic “joining of the dots” on the ambulance sector.  In particular the focus will be on theElectronic Patient Report Form (ePRF) project; as a massive change transformation initiative for the ambulance sector; how this was done, it’s impact within the sector and the change management process that was actioned to implement ePRF; also, how it is positively changing the ambulance sector,  patients ambulance experience and easing the burden on the hospital system,

The impact of an unknown technological change with no previous case studies, the lessons learned from the St John rollout, and then applied to another separate ambulance service - Wellington Free Ambulance in particular the following 5 lessons learned; Internal training and education (demographic based, utilising new training approach); Just In Time (JIT) methodology; stakeholder education campaign; centralised communications hub and feedback.  How these lessons learnt from the first rollout made the second rollout of another ambulance service a very successful cost, time, quality and user experience.


When stakeholders want you to deliver faster, you only need one thing...

Julia Steel,, Fitzroy North, Australia

Soft Skills for Project Managers Thursday Afternoon, SKYCITY 2, September 20, 2018, 3:00 PM - 4:30 PM


Next Generation Stakeholder Engagement

How to build trust and buy-in in an increasingly competitive world

Who you really need to build buy-in with to succeed


More ideas, more change, more projects, more pressure, Next Generation Project Managers need just one thing to keep pace with the speed of delivery our stakeholders have come to expect – TRUST! Gone are the days where we will be left alone to deliver and communicate with our stakeholders when we are ready. Expectations for us to collaborate from the outset make our ability to establish credibility, connection, and commitment with our stakeholder’s mission critical. This talk explores how to build trust in your project and deal with the doubtful, suspicious stakeholders that suck the life out of you and your team. Learn how to become the trusted project manager that everyone wants to lead their project.


Delivering Change in a Digital World - Rob Franklin Digital Director LPS

Mr Rob Franklin, LPS New Zealand, Auckland, New Zealand

Technology Thursday Afternoon, SKYCITY 3, September 20, 2018, 3:00 PM - 4:30 PM


  • How can we as project managers influence change as today’s global organisation’s shift toward accelerating value to market in order to compete.
  • In an evolving profession how do we shift from a traditional project manager to a project leader.
  • How we can support organization increase value in shorter timeframes with less risk and how we can help prepare and support an organization for this shift.


We constantly hear about things like Agile delivery, Bi Model IT, customer centric design, DevOps, all of these concepts are about delivering value a customer wants as fast as we can. How do we as project managers transform, upskill and shift our thinking from delivering a project scope to being a critical cog in driving change to help our organizations succeed. I want to take about 3 critical areas to becoming a multifaceted Project Leader (T-Shaped although I hate this word) detailed below

  1. How we become highly performing project leaders through shifting our thinking to delivering value by supporting, developing and facilitating our teams to do great things. Some key areas I will focus on
    • Creating a safe and trusting team environment
    • Setting a clear vision
    • Being a great communicator
    • Being flexible and adaptive to change
    • Having courage and resilience
    • Utilising best practise principles taken from Scrum to accelerate team development
  2. How we become beacons of our Organisational success though attitude, transparency, information sharing,  and alignment to our Organisational strategy
  3. How we understand our customers and our Organisation, what value is to both and how we can support and focus our teams on ensuring we maximize the value to both parties


Lessons learnt in Managing and Delivering Robotic Process Automation (RPA) Projects

Mr Ian Mortimer, Planit Software Testing, Auckland, New Zealand

Technology Thursday Afternoon, SKYCITY 3, September 20, 2018, 3:00 PM - 4:30 PM

Objectives: Education on a new technology (RPA), Lessons Learnt on leading the delivery of RPA projects, widening the community knowledge base.

Abstract: The emergence of Robotic Process Automation (RPA) is changing many of the ways we do business.

As a result, there is a:

  • Significant increase in our clients’ interest in using RPA.
  • Significant increase in media coverage of the Robots and Robotic Processes.
  • New RPA projects being launched every month.

As Project Managers, we need to be armed and ready to:

  • Successfully deliver RPA based projects,

Yet, many in the Project Management field are unaware of what Robotic Process Automation is and how to take advantage of it.  This presentation will help address this knowledge gap, so as Project Managers -- both us and our organisations can continue to enjoy success.

This presentation will be focused on:

  • What Robotic Process Automation is, and what it is not.
  • How could RPA fit into my business’s operations?
  • How RPA is, and will, change our business environment.
  • How RPA will change our projects, including how we could potentially use RPA as PMs to support our Project Management.
  • Variation in approaches with RPA for Agile based approaches.
  • Some practical ways that we can deliver our RPA projects more speedily, and at a lower cost. 

The emergence of RPA has presented both new opportunities and interesting challenges. As Project Managers, delivering these successfully will be critical both to our success, and the success of our organisations.


Estimating Costs and Benefits when Short on Facts

Mr Graham Harris,, Auckland, New Zealand

General Project Management Thursday Afternoon, SKYCITY 4, September 20, 2018, 3:00 PM - 4:30 PM

Objectives: Attendees will gain tools to greatly improve estimation of Costs, Benefits and Risks, and to present the information gathered to decision-makers.

Abstract: To select which projects to run (or continue), we must demonstrate how a proposal's costs and its benefits compare.

Both costs and benefits are always predictions, based on subjective judgment. But individual experts have been shown to be poor predictors even in their own area of expertise. Part of the answer is to use the Wisdom of Crowds, where several people's estimates are combined statistically into a more robust prediction. This moves us on from the old Delphi Technique to use modern research and tools to reach much more robust outcomes.

This workshop explores practical means to improve both the estimates and our understanding of their quality. It builds on traditional project management techniques like the WBS, demonstrates methods from social science to elicit better individual estimates, shows how to train estimators, and demonstrates how to combine many, many individual estimates transparently into a robust prediction.

Participants will take part in exercises to develop their own estimation skills, and practice eliciting better estimates from others.

Participants will learn how to communicate the robust estimation process to participants, and how to communicate the results with other stakeholders, to drive participation and acceptance.


Driving transformational outcomes through collaboration in a highly complex environment

Mr Simon Oddie, Auckland Council, Auckland, New Zealand

Construction Friday Morning, SKYCITY 1, September 21, 2018, 10:15 AM - 11:45 AM


Show how the Council group drives outcomes through strong organisational collaboration, good governance and decision making, and an agile programme management approach to planning and delivering capital works.


Auckland is facing unprecedented growth over the next 10 years which requires a step change in its development response to ensure that the city centre delivers on its vision and remains an attractive place for investment, and most importantly, people. Existing programmes of work, tight timeframes and competing stakeholder interests make the city centre a complex environment for planning and delivering large scale infrastructure projects.

Auckland Council and its Council Controlled Organisations recognise that the successful delivery of transformational change in the city centre relies on three key components - strong organisational collaboration; good governance and decision making; and an agile programme management approach to planning and delivering capital works.

This presentation looks at how the Council group, an organisation of more than 11,000 employees, is using these processes to deliver great outcomes for Aucklanders in a highly complex environment to ensure that Auckland city remains a world class destination.


Positive psychology for next generation project leaders: the value of being human

Mr Galen Townson, Catholic Education WA & UNOPS, Nedlands, Australia

Soft Skills for Project Managers Friday Morning, SKYCITY 2, September 21, 2018, 10:15 AM - 11:45 AM


  1. Demonstrate the value of being human in futures of increasing change, complexity and automation;
  2. Highlight contemporary evidence-based positive psychology models and practical applications for next generation project leaders.


Next generation project managers will increasingly be challenged to realise strategic benefits in a future of accelerating change, complexity and automation. After demonstrating the value of being human in navigating complexity and relationships, we will highlight evidence-based positive psychology models, professional insights, and practical strategies and tools for next generation project managers to successfully lead and develop teams and projects.

These include operationalising psychological models of hope and compassion for empathy in design thinking and business model generation; positive emotions for creativity and personal growth; appreciative inquiry for positive change and collaboration; PERMA/H for personal wellbeing; strengths; positive coaching and flow for engagement and productivity; and job crafting, self-determination theory and autonomy for agile teams’ wellbeing and performance.

These are a brief selection of the best contemporary leadership skills and vital tools for next generation project managers.


Next Generation Project Managers: Are we ready to see through our blind spots?

Ms Amany  Nuseibeh, PMI Ethics Member Advisory Group, Mascot, Australia ,

Mr Alankar Karpe, 2PMI Ethics Member Advisory Group, India

Soft Skills for Project Managers Friday Morning, SKYCITY 2, September 21, 2018, 10:15 AM - 11:45 AM


Next generation Project Managers equip themselves with strategies that increase awareness of blind spots and improves their ability to deal with them resulting in improved performance and well-being.


Are the Project Managers of the future behaving badly?  Do we know what our blind spots are? Are we identifying them and managing them properly? Are we creating the space where people from different backgrounds with different knowledge feel safe and comfortable to share their thoughts, ideas and knowledge where contradictory point of views and disciplines are discussed?

In this dynamic presentation, the presenter will engage the audience to:

  • Define & identify blind spots.
  • Discuss strategies and tools to pro-actively manage blind spots; covering the following key concepts:
    • Good people can do bad things without being aware that they are doing anything wrong.
    • Motivational blindness is the tendency to not notice the unethical actions of others when it is against our own best interests to notice.
    • The "want" self—that part of us that behaves according to self-interest and, often, without regard for moral principles—is silent during the planning stage of a decision but typically emerges and dominates at the time of the decision.

 The next generation Project Managers will gain a practical approach enabling them to identify and better manage their blind spots improving team’s performance and well-being.



Leading Agile Teams

Mr Joe Kearns, Double-o Consultants, Christchurch, New Zealand

Technology Friday Morning, SKYCITY 3, September 21, 2018, 10:15 AM - 11:45 AM


  • To give some practical tips and skills to help in leading agile teams
  • To experience some of these techniques and see how they work and how they feel
  • To facilitate a discussion around psychological safety

Abstract: With more and more organisations running Agile frameworks for software and non-software teams there’s a growing need for an updated skillset for those leading Agile teams. Targeting Project Managers, Team Leaders and Scrum Masters this workshop will give you some tips and skills to confidently coach, mentor and lead your team from individuals to a cohesive high performing unit. Offering a practical approach to being a leader in an Agile environment, this workshop is interactive and will involve practical exercises.

Learning objectives for this course are:

  • To understand what is required to be an effective agile leader
  • To understand the different perspectives an agile leader must view their team through
  • To gain a deeper understanding of your role within the team


The 5 key factors in creating successful project delivery communities of practice

Mr Andrew Walters, Telstra, Melbourne, Australia

General Project Management Friday Morning, SKYCITY 4, September 21, 2018, 10:15 AM - 11:45 AM


  • List the 5 Key factors for creating a Community of Project Delivery Practitioners
  • To create a working draft for setting up a Community of Practitioners within their Organization.


A vibrant and engaged Community of Project Delivery Practitioners can help an organisation to gain efficiencies by collaborating and sharing, in addition to building a sense of pride in the profession. Unfortunately many communities drop off after an initial burst of excitement and enthusiasm. Telstra has created a community of over 2,000 practitioners, across a range of locations and specialities. This presentation will highlight the 5 key factors which have led to this community being a success, and the lessons learnt along the way.


Business Led Project Delivery in a fast paced world

Mrs Annie Sheehan, Navem Pty Ltd, Brighton, Australia

General Project Management Friday Morning, SKYCITY 4, September 21, 2018, 10:15 AM - 11:45 AM


To unleash innovative thinking in a seemingly constrained, impossible world

To give some practical, pragmatic tools, tips and techniques to deliver a portfolio of work in an agile way


A case study on taking a risk in a conservative organization and the amazing payoff

It is acknowledged across industry that the pace of change increases annually.  The financial services sector has been heavily challenged in the past decade; post Global Financial Crisis, you can no longer throw money at a problem to solve it.  Other industry sectors have faced increasing pressure through narrowing profit margins and technical innovation.

So… we need to rethink the traditional models of how we deliver projects and change.  JBWere, a wholly owned business of National Australia Bank, decided to embark on an experiment in November 2015 delivering change with a “skinny” professional project team, supplemented with operations staff and subject matter experts from the day-to-day Wealth Management Advice business and leveraging Agile tools and techniques.

The results were very positive as both domains evolved in their respective understanding of what it takes to run a business and what it takes to deliver sustainable change.

What will you take away?  What can you experiment with in your workplace?


A journey from conception to construction – Auckland Zoo South East Asia Precinct case study

Mr Mohammad Alshami, Beca Ltd, Auckland, New Zealand

Construction Friday Afternoon, SKYCITY 1, September 21, 2018, 2:15 PM - 3:00 PM

Objectives: Cover the importance of identifying the project objectives – What does it mean for the project and how it impact project success.

Utilising project objectives in decision-making while managing project constraints.

Abstract: Auckland Zoo’s South East Asia Precinct, started in 2016, will be the Zoo’s largest ever capital works project and comes with the complex interdependencies of a major project in a live environment. A pre-concept study produced an outline brief that captured design and stakeholder requirements, project constraints and most importantly the project objectives for successful delivery. 

An early project review by key stakeholder groups identified a misalignment between the design response and the project objectives. In response to the misalignment, the Project Control Group (PCG) reviewed, reworded, and ranked the project objectives. The newly developed objectives were shared with the wider project team and utilised in the decision making process in effort to proactively manage risks associated with successful project delivery. 

A project culture was created which continues to aim for successful project delivery while retaining an open mind for creativity and innovation in the design. Such examples include experiment with technological advances such as drone for inspection and food delivery, BIM for stakeholder presentation and design coordination, and full size mock-ups of bespoke design elements. What started as a conflict between project objectives and the design response became grounds for a creative and innovative precinct design.  


Never too young to be a project manager

Mr Gary Nelson, Waikato District Health Board, Hamilton, New Zealand, 2PMI Japan Chapter, Tokyo, Japan

Mr Ko Ito, Soft Skills for Project Managers Friday Afternoon, SKYCITY 2, September 21, 2018, 2:15 PM - 3:00 PM

Objectives: Developing the project managers of tomorrow through PMI Educational Foundation-supported school programs. Explore the collaboration of PMI chapters and PMIef content creators, and how New Zealand plays its part.

Abstract: Managing Projects is tough, right? You need training, experience, an iron will and a cast-iron stomach to handle the challenges and complexities that your sponsor, stakeholders, vendors and customers throw at you. It may seem that if you aren’t some sort of Superman, you won't survive.

However, many would disagree. Around the world, children can - and do - manage projects every day. The big difference between their projects and yours is scale and language. But even at that, you may find yourself surprised at what mere children can do in the world of projects.

The PMI Educational Foundation works through PMI chapter volunteers to promote project management learning in schools, from primary through to high school and beyond - and in 25 languages.

However, this can’t happen without content - and this is a story of how international collaboration is helping to deliver project management education into schools around the world.

Sparked by a short conversation in Vancouver in 2012 and a chance meeting in Dubai in 2014, New Zealand is now at the heart of a multi-continent, multi-chapter volunteer collaboration to make PMIef’s  newest and most downloaded educational resources available around the world, in four  languages (and counting).


The winds of change are howling…so have deep roots and water them often

Mr Nigel Faulds, Mr Jarrod Bennett, Mr Aaron Dowling, Luminate Limited, Auckland, New Zealand

Technology Friday Afternoon, SKYCITY 3, September 21, 2018, 2:15 PM - 3:00 PM

Objectives: Our presentation will provide insights, based on our collective experience in the front line of IT project delivery for the last 20+ years, into how project managers and project delivery practices should adapt to meet the needs of the modern business environment without compromising the fundamentals of delivering successful project outcomes.

Abstract: To provide context we start by discussing the drivers for major changes in the IT project delivery world since the 1990’s (introduction of PMBOK, PRINCE2, lightweight software delivery methods, the agile manifesto) leading to today’s digital transformation revolution.

We then discuss the fundamental capabilities required to deliver projects successfully (our “roots” that we relate back to the PMI knowledge areas) and the fact that no one methodology has a monopoly on these. We will discuss the pitfalls of taking a “one size fits all” approach to project delivery and the importance of matching the right methods and tools to deliver successful outcomes based on the specifics of each project and the environmental factors at play. We will provide examples of how we have done this over the years and will discuss types of projects where delivery via agile methods will actually increase pain points and risk.

We will then relate this to Practitioners, Delivery Managers, PMO Managers, Project Sponsors, and Business Leaders and what it means for them now and in the future.

Ki te kore nga putake e mākukungia e kore te rakau e tupu.


What P3M3 is and What P3M3 isn’t – avoiding the tick-box mentality when developing project management maturity

Mr Youssef Mourra, Founder, Principal Consultant at Nonsuch Consulting Services, Wellington, New Zealand, 2Member of PMINZ, , New Zealand

General Project Management Friday Afternoon, SKYCITY 4, September 21, 2018, 2:15 PM - 3:00 PM


  • Providing insights into how P3M3 development should be tackled
  • Helping those responsible to deliver P3M3 avoid the tick-box mentality
  • Providing some tips, tricks and traps to those involved in handling ICR assessments from the Treasury

Abstract: The presentation would be focused on taking apart the acronym P3M3 (Project, Programme and Portfolio Management Maturity Model) into its constituent parts and explaining what the system overall looks like. The presentation will share real experience from working with organisations keen to drive up their P3M3 maturity. There will be time for a Q & A session at the end.

The workshop would be structured in the following way:

  1. Understanding the P3M3 system, its parts, the terminology and its structure
  2. What P3M3 is. Looking for signs of capability development and the bigger picture in each of the following ‘P’ specialities:
    • Project Management Maturity
    • Programme Management Maturity
    • Portfolio Management Maturity
  3. What P3M3 isn’t. Looking for signs of isolated or lumpy adoption. What are the tell-tale signs in each of the following ‘P’ specialities:
    • Project Management
    • Programme Management
    • Portfolio Management
  4. How it is used by The Treasury and many organisations to baseline and target maturity growth
    • Sharing some tips and tricks for success and traps to avoid when applying P3M3
    • Tips on how to avoid the tick-box mentality when developing P3M3 maturity