Thursday 26th September


Be The Change: Being the one to lead, drive and thrive through change starts with YOU!

Mrs Sally Foley-Lewis, Sally Foley-Lewis, People & Productivity

Objectives:Learn personal productivity and self-leadership levels and how to boost yours.

Tips, tools and strategies to achieve more, reduce stress and save time.

Build confidence, resilience and change-fitness!

Abstract:According to the Future Work Skills 2020 study three of the top ten skills needed in future workforces are social intelligence: the ability to connect to others in a deep and direct way; novel and adaptive thinking: thinking and creating solutions and responses beyond the rote or rule; and design mindset: represent and develop tasks and processes for desired outcomes.

Fundamental to boosting these skills is personal productivity and self-leadership. It starts with the individual project manager. Missed targets, cost overruns and ineffective use of resources, for example, are impacted when personal productivity skills are poor.

Focusing on improving personal productivity and self-leadership means project managers become more agile: equipped for an ever-increasing diversity of clients, projects and desired outcomes. Their increased emotional and social intelligence means they can better contribute to problem solving, design thinking, healthy workplace culture and improved stakeholder management and optimise the customer experience.

When self-leadership is engaged the project manager can more effectively contribute to the leadership of the team and organisation. They are more flexible during time of change, such as, in enterprise architecture, digital transformation, innovation and PMO Management.

This presentation will help project managers boost their personal productivity and enhance their self-leadership.


Current state to future BAU

Vicki Taylor, Greg Rozen, Harrison Grierson

Objectives: Help practitioners collaboratively identify the current stat and safely navigate future state opportunities, whilst testing, and clarifying future state objectives.   Design the delivery framework to embed the change into BAU.

Abstract: At the end of the day delivering change is only successful if the change becomes the new business as usual.  How do you move a team, department or organisation from their current state to the desired future BAU?  This presentation will discuss how to deliver and embed sustainable change, including:

Using a programme approach – A programme framework can help project/programme managers and stakeholders to maintain focus on the outcomes while delivering the enabling elements.

Identifying current state and modelling the future state – The gap between the current and future states is the scope of the delivery programme.  How do you identify the gap, gain buy in from stakeholders and encourage committed governance to enable successful delivery?

Delivery techniques – project and programme management tools are important, but they must be seen just as a ‘means to the end’ not as the destination themselves.  Too often project managers get so caught up in ticking boxes and completing documentation that they lose sight of the expected outcomes.  

Keys to success – based on broad experience the presenters will share what they believe are the keys to successfully delivering and embedding sustainable change.


Agile and agility are the same thing, aren’t they?

Ms Margo Ray, Tregaskis Brown

Objectives:To understand that organisational agility is a key component for enabling and sustaining change in organisations and the skills project practitioners need to have to influence and guide organisational agility.

Abstract:More and more Executives are seeing solution delivery approaches such as Agile and SAFe as the new approach to delivering successful projects.  But are these approaches really what Executives need or is it simply about being better prepared to move more quickly and easily to deliver value to stakeholders?

In this presentation the presenter will challenge the audience to:

  • think about what is it that organisations are wanting to achieve by adopting non-traditional approaches to project delivery, and
  • how we as project leaders can help organisations navigate the right approach to deliver more and at pace whilst keeping the organisation safe.

The presenter will offer some pragmatic remedies to take back to your organisation and put into effect immediately. 


The Change Manager: The Project Manager’s Lieutenant

Mr Jason Kennelly, Kennelly Consulting and Projects Pty Ltd

Objectives: To understand the important leadership role Change Managers play in successful project delivery. To contrast the Change Manager’s traditional background with the future skills needed to support projects.

Abstract: Traditionally, Change Managers come from a human resource, education or communication background.  What if Change Managers came from a Project Management background?  What skill sets would we expect from Change Managers and how would their role change to support Project Managers? This interactive presentation will consider the pivotal role of famous Lieutenant’s in history and pop culture.  The speaker will draw a comparison between these famous lieutenants and the leadership role of Change Managers.  The audience will consider the traditional boundaries between project and change management and then explore the skills Project Managers will expect of Change Managers to support the successful delivery of future projects.


Disruptive and Emerging Technologies and how they impact us

Mr Vaughan Robertson, Beca

Objectives: Disruptive and Emerging Technologies… how to identify them, how to cope with them, what to do with them, and when… and some examples….

A Quadcopter view of some of the technology trends that are impacting our work and home lives….

Abstract: What are Drones really being used for? Are robots really scary or the best friend we never had? What is Blockchain useful for?  - and Quantum Computing? …and will Artificial Intelligence take over from humans?

In today’s world we are continually assailed with increasingly rapid changes in technology. It is hard to keep appraised of what is relevant, a passing fad, fake or truly disruptive. 

Beca Technical Fellow in Emerging Technologies, Vaughan is Beca’s “Designated Futurist”.  He monitors a range of technology trends; their maturity and relevance to identify opportunities and threats for the business and its customers. 

Vaughan will showcase areas of significant interest and provide real-life examples of emerging technologies that are impacting our work and personal lives.

In identifying emerging technologies it’s not just about “what” but very importantly “when”?

In dealing with the future, and disruptive and emerging technologies, there are no crystal balls, however Vaughan will demonstrate some of the tools and techniques he uses to triage and optimise both the review process and the priority of effort dedicated to selected technologies.

He will comment on some of the more popular current trends, their levels of maturity and relevance to project management and contemporary Projects.


Sustainability and Wellbeing in Projects for Aotearoa

Victoria University Of Wellington

Objectives: The objective of this abstract is to present and consider sustainability and wellbeing in project management specifically relating to the Wellbeing Budget, Wellbeing Dashboard, Living Standards Framework and Indicators Aotearoa in sustainability and wellbeing outcomes.

Abstract: Sustainability is a growing paradigm shift for project management. New sustainability imperatives change how we develop, measure and evaluate project results. Projects, programmes and portfolios must include natural, human and social value alongside financial value in their performative measures. Wellbeing has become a strategic goal and measurement framework for New Zealand.

Stakeholders seek meaningful, reliable visibility and management in projects and programmes, with views towards portfolios and reporting of sustainability and wellbeing in relevant disclosures. Legacy frameworks and methodologies are silent on most aspects of sustainability and wellbeing, even as these remain prescribed in many New Zealand public and private sector organizations.

This presentation will deliver an overview of sustainability and wellbeing, with some indicative connections to sustainability (e.g. the Sustainable Development Goals) and New Zealand national strategy. This is to inform discussion of how project management enables sustainability and wellbeing outcomes for Aotearoa New Zealand.


Using Lean thinking to focus on the end to end flow of value, increase delivery speed, and drive continuous improvement.

Mr Carl Weller, Equinox IT

Objectives:To introduce Lean workflow management techniques, let you experience them in action through simple practical exercises, and provide a practical framework for their implementation in your workplace.

Abstract:Many companies around the world have been using Lean management practices (including “Kanban”) to deliver superior results, and not just in the physical domain as pioneered by Toyota. Since the early 2000s these practices have been used to great effect in IT, and can be used in any other complex, knowledge-work setting. They were used very successfully in New Zealand at MSD to provide IT systems for emergency earthquake support to Christchurch in 2011.

In a facilitated workshop, attendees will experience these techniques in action through simple exercises and be given an understanding of the theory and thinking practices. This will arm them to implement Lean workflow management in their workplace. Kanban focuses on the frictionless flow of customer value and can make any workflow more efficient, irrespective of methodology. The presenter is currently using these techniques in a Waterfall environment to great effect as part of a gradual transition to new ways of working. The basis of Kanban is to start teams ‘where they are’, visualise their workflow, and then make gradual improvements based on experience and data. It is also an ideal change management method, where change is co-created with the team as part of normal work practices.


A World without Project Management? – How Change is impacting Project Management's future

Mr Youssef Mourra, Nonsuch Consulting Services, 2PMI New Zealand, 3Nonsuch PPM


  • Change the view on how Project Management should be viewed today
  • Challenge conventional thinking around the future for Project Management

Develop understanding of how Project Management might look in a ‘post-Project Management world

Abstract: The workshop would be focused on taking the audience through a short and potted history of project management to date including recent developments with the arrival of agile approaches. This knowledge would then be combined with a short scan of the current strengths and weaknesses of Project Management in environment of extreme change. Using a bit of humour, I will then hypothesise on my perceived future of Project Management where I believe there will be no requirement for frameworks as we know them now. The workshop would be structured in the following way:

  1. The history of Project Management
    1. Early evidence of Project Management
    2. Some great historical successes and failures in Project Management
  2. The recent history of Project Management
    1. The Scandinavian role of modern project management
    2. The rise of the Framework and Methodologies
  3. Current Scan of Project Management as we understand it
    1. Project Management’s increasing inability to deal with Change
    2. Change has become ‘business as usual’ and Project Management needs to follow
    3. What are the strengths and weaknesses of the current offerings?
  4. The future – a world without Project Management?
    1. How to interpret current trends like the rise of the new ‘gig’ economy and the impact of business and artificial intelligence on project management

Why project management will not be around in 20 years’ time


DevOpsPM - A Crash Course in DevOps and Continuous Delivery for Project Managers - What you Need to Know

Mr Andrew Dingfelder, Planit Software Testing

Objectives: This presentation will discuss the fundamentals of DevOps and the cultural changes that must occur in an organization starting this transformation, along with the changing role of the project manager with this shift.  Important factors will be covered around how a DevOps transition can enable delivery of higher quality projects with greater repeatability and faster delivery speed.  

Abstract: Oh No, just when you got used to Agile project delivery, things are transforming again. 

The ICT industry is undergoing a fundamental shift in the way organisations deliver change, utilizing:

  • better collaboration between teams including application development, testing, operations, security, project management, business stakeholders and others
  • using Agile and Lean development methodologies to streamline and improve processes
  • improving morale and productivity through cultural transformation
  • automating processes to improve quality, increase speed and provide repeatability

The transformation which DevOps brings provides enormous benefits, resulting in improved efficiency, faster release and deployment cycles (bringing reduced failures and improved speed to market), along with improved information sharing, happier, more productive teams and enhanced employee satisfaction.

This presentation draws on industry best practices and the author’s own experiences to discuss key concepts that PMs need to be aware of when moving to a DevOps culture.  Key points to be discussed include:

  • Fundamental concepts of DevOps and Continuous Delivery
  • How DevOps can help organisations to be more effective
  • The role of the project manager - how do they fit into the new DevOps landscape?
  • Future trends


Using cool technology to accelerate the delivery of large strategic road safety improvement programmes

Liv Theunissen, Peter  O'Regan, Beca

Objectives: Share lessons learned from the second iteration of a large scope on a logistically complex and important project that was managed remotely.

Abstract: The project team was given 10.5 months to scope, design, procure and construct a $20m national programme of road safety improvements, to be managed from Hamilton. Eight regions were visited and scoped, identifying $80m of potential improvements which was then refined to a four region $20m programme. Having undertaken a similar safety improvement programme the previous year the team knew that the accelerated timeline would again be tight. There was a need to rethink the delivery approach and there were opportunities for improvement, one of which was the integration of cool technology.

  • GIS was used to model proposed scope and map programme constraints
  • The resulting interactive map was used to engage with national and regional stakeholders
  • Tracking the installation of vast quantities of scope over a short period of time had been a challenge in the initial programme, for the second iteration a mobile app based tracking system was adopted
  • Claim data was dashboarded to give quick visibility of progress
  • Core technologies have been linked together to track progress, identify issues and facilitate timely reporting

The benefits of adopting a technological approach to delivery have been seen, and give a glimpse of what the future for programme delivery looks like.


From PMO to Strategy Office - Why and how your PMO could embrace strategy formation and execution services

Ms Nicola Faithfull, The University of Auckland


To present why PMO’s should expand into strategy execution.

To describe and compare some prominent strategy office models e.g. Kaplan & Norton, Gartner, PMI.

To identify potential risks and mitigations.

Abstract:In a fast changing world PMO’s must work to stay relevant and find new ways of adding value to their organisation. The presentation will explore why and how a PMO should extend its services to strategy development and strategy execution for the whole organisation.

  • What’s in it for the Organisation?
  • What’s in it for the PMO?
  • Potential risks and how to mitigate them.

Two prominent strategy office approaches will be explored and compared:

Kaplan & Norton’s Office of Strategy Management (OSM), Gartner’s Strategy Realisation Office (SRO), as will PMI’s approach to filling the strategy-implementation gap as described in the 2019 Pulse of the Profession, The Future of Work | Leading the way with PMTQ.

The comparison will conclude with how our PMO intends to embrace strategy execution. 


Use limited available information to value an identified benefit, explainably, verifiably (and repeatably at later checkpoints).

Mr Graham Harris,

Objectives: Delegates will learn a practical method to make best use of available information in assessing likely future benefits, to present the result transparently and repeat cost-effectively at checkpoints 

Abstract: Benefits are notoriously difficult to measure, particularly before delivery, and this can result in the wrong projects starting and the right projects being deferred.

However there are analgous situations elsewhere in business and research from which we can draw experience to help solve this problem.

Graham combines social science with statistics to draw reliable inferences from incomplete data. In gathering data, he uses science to steer away from unconscious bias. He brings tools that work with both numbers and non-numerical data, and proven means to aggregate the information gathered.

He can also show how to know when enough effort has been applied to measuring benefit.

The resulting benefit statements are transparent and can be verified from the data. The systematic effort put in to the initial collection allows benefits to be reassessed at little cost at each project checkpoint and after the result has entered service.


Risk – A four letter word, and currently our biggest problem. How do we manage it well?

Mr Barry Calvert, BECA

Abstract: The 3 Keys to Good Risk Management

1. Risk is everyone’s business. In a recent draft government department paper the opening paragraph states “Agency’s, consultants, contractors and other project stakeholders all come out ahead when responsibility for managing each risk is allocated between the parties responsibly (paraphrased).”

2. Collaboration is Key. Like most tasks in construction (i.e. estimating, programming, H&S) identifying, assessing and costing risk is a mix of science, experience and guess work. To do it well we need a good mix of savvy technicians and grey hairs around the table, underpinned by a healthy balance sheet.

3. There must be good will. For risk management to be successful all parties involved need to be intent on "best for project", not just reducing the risk for themselves. Win/win has become unpopular with clients in the development sector, but large public infrastructure works have benefitted from it for years.