Wednesday 25th September
Spray and walk away? No way! - Practical change approaches to help realise benefits
Ms Lydia Harris, Squid Consulting, and Mrs Christy Law, Stats NZ
Objective: How to support business benefit realisation through effective change management. This includes ‘mythbusting’ assumptions about what change is and isn’t and practical tips and advice to apply to your initiatives.
Abstract: You may have seen the ‘spray and walk away’ advertisement, where things just magically happen when you walk away. For your mossy covered fence, great! For change initiatives, it’s simply not the case. Things need to ‘bond’ to the organisational wall if we want to realise benefits from our investments.
We want to provide project professionals with knowledge on the requirements for effective change management and the all-important role we all play in helping organisations be successful. This is about how we assist with embedding and sustaining change by ensuring both business and people objectives are met.
In this presentation, you’ll learn about common assumptions and myths that drive ineffective change approaches, and how to dispel these. You’ll also be provided with practical tips and approaches to develop and drive change management approaches that land the change and support benefits realisation.
Smart organisations understand project complexity and know how to align the right capabilities (Sponsor, PM, CM) to lead the change
Ms Tery Foord, Auckland Council
Objectives:No single factor drives success, yet success starts with the right approach to support project delivery. The first step is to understand the level of complexity so that appropriate resources – Sponsor, PM, CM can be aligned to high / medium / low complexity projects to lead the change, delivering value.
Abstract:In the 2018 Pulse of the Profession Global Survey the top drivers of success were actively engaged sponsors, managing scope creep, growing delivery capabilities. The findings of the survey suggest that project complexity affects scope creep and the percentage of projects with high complexity is on the rise, from 35% in 2013 to 41% in 2018. In an internal survey with project managers at Auckland Council (2016), 100% of respondents (n=135) stated that complexity was not clearly understood when scoping the project. Controlling scope in today’s increasingly connected environment also requires effective stakeholder and change management, irrespective of the delivery approach. The success of managing complexity (and subsequently scope) depends on the acknowledgement that no ‘one-size-fits’ all works anymore.
In this interactive and pragmatic presentation, the Project Complexity Assessment Tool (PCAT) will demonstrate the distinct role of the sponsor, PM, change manager of high / medium / low projects and the integration of these roles in leading change; ‘the how’ of development opportunities for the PM and Sponsor as it relates to Change Management i.e. from low to medium; medium to high; as a ‘take home’, the alignment of resource requirements as per the complexity level, with a rate card
Leading through change
Mr Cillin Hearns, Results Coaching
- Identify how the change is impacting people and provide the necessary support
- Understand the Change Lifecycle and identify the stages people are at
- Develop leadership strategies to support people through the stages
Abstract:Change is becoming more and more common place in organisation life and, while change is often necessary, it can be unsettling for a lot of people. Some people develop psychological defence mechanisms to protect themselves from the anxiety, doubt and uncertainty that change can introduce. This can often lead to unnecessary stress, a downturn in productivity, and a significant cost to any business during this period.
By understanding the psychological impacts that a change can have on people it’s possible to have targeted conversations with individuals to help them overcome the doubt and uncertainty they may be feeling. There are clear stages that people go through when experiencing change. Understanding these stages will help leaders to identify where their people are at and how to support them through to the end of the change curve.
Changing the system to enable staff to ‘be the change’ at Massey University
Dr Jo Innes, Dr Sal Lampkin, Massey University
Objectives:To present how Massey University has introduced the Better Every Day method to transform how we think and work. To discuss applicability of this method for Project Managers.
Abstract:Massey University is a large, complex tertiary organisation with around 3,500 staff and 32,000 students; across three campus and distance modes. In June 2019, the University embarked on a significant programme of strategic improvement applying the Better Every Day (BED). This is an organisational transformation method developed for NZ public services, based on the Vanguard Method (Seddon, 2010) it is grounded in systems thinking and intervention theory. While requiring active senior leadership involvement, the Better Every Day method guides staff to understand their organisation as a system, to re-design aspects of the system to deliver ‘what matters’ to the customer, and to then ensure the changes ‘stick’. Our presentation will describe the Method, consider how it is different from traditional change management methods, and share how we have applied it and project management to guide the Student Journey improvement initiative at Massey University. We will reflect on lessons learnt and the evidence of changes in how staff think and work from project management and governance perspectives.
BIM - the future for local government projects
Dave Bain, Christchurch City Council, 2PMINZ
Objectives: To illustrate how the benefits of BIM are being introduced across the asset lifecycle and how the introduction of BIM has changed our approach to project delivery and asset management.
Abstract: Christchurch City Council is working colleagues in local government, central government and industry to introduce a council wide approach to BIM for council’s vertical and horizontal assets. In addition to the assets council owns, we are looking at how the use of BIM might reduce the cost and time taken in consenting and compliance for the building industry.
It is important to note that BIM is not any single act or process, nor is it a 3D model in isolation or computer based fabrication. BIM is being aware of the information needs of others as you go about your work.
Rather than reinventing the wheel, council is following the national and international guidelines in the NZ BIM handbook and ISO standard 19650. We are drawing on case studies from UK, Europe, Singapore and Australia to build our BIM standards.
Our focus is on engaging stakeholders across the organisation from planning and design to consenting, procurement, construction and asset/facilities management. We are working with our supplier base to ensure our BIM process works for industry. By breaking down traditional specialist “silos”, we have been able to draft business requirements that encourage collaboration and information sharing across an assets lifecycle.
Connections collegiality and collaboration
Mr Matthew Percival, PMINZ
- Learn connection building strategies
- Network effectively with a collegial mind to shape your future.
- Collaborate with trust and empathy to strengthen relationships.
Abstract: Building a strong external network is super important for your professional reputation. It also can help finding a new job or contract. Learn how to conference with the right attitude.
A collegial mind will help build these relationships, knowing how to engage with empathy, trust and a warm handshake.
Through collaboration people share ideas, build credibility and trust. A way to do this is to release your ego, others see this and in turn reciprocate.
Five ways to build your professional reputation are:
- Trust yourself
- Demonstrate uncompromising integrity
- Continue to learn
- Continue to network
- Manage your online presence
Professional member organisations provide multiple benefits and can help shape your future.
Volunteering with a not for profit or member org helps enable you to realise your self esteem and helps others navigating their careers.
Discover the importance of implementing these strategies to strengthen relationships and discover your point of difference.
Transformational Change: Not a fluttering of wings but battle fit for a warrior
Ms Natalie Ewin, Central Queensland University
Objectives:Challenging the audience to reflect on transformation success factors. Highlighting that New Zealand tops other OECD countries in problem solving and how leveraging this competitive advantage can drive transformational success.
Abstract:Transformation is not all caterpillars and butterflies, it is messy, dirty and painful.
Sitting with Randy Black, PMI Global Chair in Brisbane, we discussed where we saw the profession heading. Randy threw down the gauntlet stating “As a profession we are changing rapidly, but I don’t think we are changing fast enough. We need to increase the velocity.”
You know the theory, have talked the talk, and walked the walk, but now it’s time.
Find out what New Zealand does better than the rest of the world, how you can leverage it and why it matters when transformation knocks.
Embrace your inner warrior and let’s do this.
The EMBED Change Engagement Workshop
Objective: This fun and interactive workshop is designed for project managers who want to build confidence and capability in change engagement. You will learn some key change management engagement tools and techniques to help make engaging easier and more effective.
Abstract: Dual management of both projects and change is becoming increasingly common. However, delivering both has many challenges and can feel overwhelming. One of the key factors in managing and delivering change well is engagement.
Change Engagement is the ability to engage with project teams or stakeholders in change.
A stakeholder engaged in change is more likely to be responsive, adaptable and accepting of change. Project Managers play a pivotal role in change engagement. The ability to engage well and develop an engaged to change project management environment will contribute to more effective project delivery and outcomes.
We’ll cover what people experience on the change journey, how to motivate and influence, how to build a change story to connect hearts and minds, easy ways to stay connected, and look at challenges in the change environment.
The EMBED Change Engagement Workshop is for project managers who want to expand their tools and techniques to deliver change as part of their projects. We’ll also provide take home tools for you to use on your projects.
From PM to GM
Objectives: Many paths flow into a career in Project Management, but where should you go next? The presenter will talk about their career and the key strengths and development areas for Project Managers to open up new career opportunities.
Abstract: Like many people, the presenter stumbled into Project Management by accident. Working in a bank during a time of massive change, projects needed to be delivered and the opportunity presented itself. Bigger and varied projects followed, a move into consulting and then managing services teams. Jump to the current day and the presenter is a General Manager in the Education Sector having held multiple senior consulting and management positions.
Project Management is a wonderful career and provides amazing challenges to deliver change and positively impact the world. Many of you have been in the profession for some time and intend to stay for the long term, but for others it is a steppingstone on your long-term career path.
If you intend to move away from Project Management in the future, are you building the right skills and experiences that will be valued by future employers?
Are you clear about your strengths and how you can amplify those to become a standout individual in your organisation?
Are you connecting with the right people and building the right profile to create the opportunities that you want?
How to build sustainable outcomes into any project
Mr Kel Mcbeath, Ms Rachel Devine, Height Project Management
Objectives: to showcase how sustainable outcomes are being easily and meaningfully embedded in projects using an innovative free tool that’s been successfully applied in major Auckland public works projects.
Abstract: By 2050 the working population will have to support double the number of people currently 65+. Maori youth unemployment is nearly twice that of Pakeha. Sea levels could rise as much as a metre in the next century.
Population growth, social inequality and environmental degradation present real and complex challenges – and it is a rare project today that isn’t touched by these issues, especially in the public sector.
Height Project Management and our partners at Auckland Council have created a Sustainable Outcomes Toolkit which enables social, environmental, cultural and economic outcomes to be identified, embedded and evaluated on any project of any size.
It has been used on the $20 million Te Auaunga stormwater works in Auckland’s Mt Roskill, and is being rolled out across other Auckland Council projects.
We’d found that while there was willingness in organisations to embed sustainable outcomes, there was a lack of practical tools and resources available to assist implementation. We developed this tool to be used by anyone working on a project, including non-experts in sustainability.
We have open-sourced it so it is free to use by any organisation in New Zealand.
The Sustainable Outcomes Toolkit was a finalist in the EY Procurement Excellence Awards 2019.
Transmission Gully: from concept to construction
Craig Nicholson, NZTA
Abstract: Craig Nicholson has been the NZ Transport Agency’s (NZTA) Principal Project Manager for the Transmission Gully project since early 2009 and has been involved in the project since 2006. Craig has over 25 years’ experience in traffic engineering, road safety engineering and project management. The majority of his experience is on State Highway project development and transportation planning within New Zealand, but he also has project experience in Jordan, Malaysia and Bhutan.
The Transmission Gully project has so many transformational qualities from being visible to thousands of commuters every day, to the major environmental awards received, the proactive engagement with Iwi, to the PPP contractual arrangements to design, construct, finance, and then operate and maintain the new motorway for the 25 years following the construction period and all this without even considering the benefits to the those using this new magnificent piece of motorway. This is a great opportunity to see the WGP range of specialist skills and expertise from London, Hong Kong, New York, Paris, Sydney and New Zealand that have all contributed to the success of this transformational project. Craig will describe the staged development of the Transmission Gully project from the scheme design phase, through the consenting and PPP procurement phases, to the current construction phase and the future operational phase of the motorway.
How to herd four strange cats – lessons from the Housing Infrastructure Fund programme in Queenstown
Objectives: Encourage project practitioners that positive outcomes can be achieved when not formally empowered to direct the project participants (often from other organisations), and provide experience-based advice about methodologies that worked in Queenstown.
Abstract: The Challenge – Managing a programme with four different organisations from Central, Regional, and Local Government – each with their own objectives and aspirations. The programme involved MBIE, NZTA, ORC, and QLDC. The funding phase was successfully completed by implementing six strategies:
- Governance Group – Establishing a high-level governance group with executive level participants, while ensuring the most appropriate people participated from each organisation.
- Project Control Group – Managing the delivery and oversight of necessary engineering, economic, financial, commercial, and final delivery – including change management throughout. It was critical that the most appropriate people from each organisation were engaged.
- Project Delivery Participants – As time was a critical factor, only suppliers with previous and relevant expertise in the specifics of each project were engaged. This expedited delivery and minimised any gaps or conflicts.
- Escalation of issues – Issues were quickly escalated to the PCG for resolution. Occasionally issues were escalated to the Governance Group. Rarely were issues escalated higher.
- Meeting frequency – Frequent meetings enabled heightened focus on successful delivery. While not officially an ‘agile’ based approach, some aspects were incorporated into delivery.
- Meeting format – In-person attendance was preferred, and largely occurred. This enabled robust conversations, supported quicker issue resolution, as well as increasing collaboration and trust.
Construction Sector Accord
Objectives: To engage on the Construction Sector Accord and how the Government and industry are collaborating to transform the sector.
Abstract: The Construction Sector Accord signals a new commitment from Government and industry to work together for a better New Zealand. The Accord triggers a commitment across the industry to do things differently, work together and to hold each other to account. Together there is a shared vision for the sector, to address the challenges the sector is facing and define the behaviours required to make real culture change. A Transformation Plan is being developed by the Accord Steering Group, to achieve the goals and vision of the Accord.
Hear more about the Accord and the commitment to transform the construction sector.