Australian Institute of Project Management (AIPM)
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At the heart of the Australian Institute of Project Management (AIPM) are the remarkable individuals whose contributions to the project management profession have shaped our community, advanced our industry, and inspired the next generation of leaders.
In this special edition, we are proud to spotlight a few of our esteemed Fellows and Life Fellows — sharing their stories, insights, and reflections.
Each of these leaders embodies excellence, commitment, and a spirit of giving back. Through their experiences, they offer a powerful reminder of the difference one project professional can make.
We are deeply grateful to our Fellows and Life Fellows for their ongoing contributions to the AIPM and the broader profession. Their leadership and generosity inspire us all to reach higher, think bigger, and lead with purpose.
Dr. Chivonne Algeo’s capabilities and skills enable her to recognise opportunities aligned strategically with an organisation’s vision to achieve exceptional results through and with their people She has honed her approach leading innovative programs in corporate organisations, higher education, not-for-profits, and entrepreneurial start-ups in Australia and internationally. The teams Chivonne has led throughout her career have supported, critiqued, advised and delivered strategically innovative outcomes across a range of industry sectors and communities, most recently in Indigenous renewable energy as the Co-Founder of Good Energy Minds Chivonne has a PhD and a Masters degree in project management, from the University of Technology Sydney
What leadership qualities do you believe are essential for managing complex projects successfully?
Managing successful complex projects requires an understanding of how these projects align with the client organisation/s strategic outcomes and what the external impacts may be during implementation and delivery The ability to lead with conviction and empathy across varying levels of engaged stakeholders at various stages throughout the project lifecycle is also essential
How do you see project management evolving in response to global challenges?
The increasing speed of change, particularly in the emerging technologies, requires the sector and those working on and supporting the delivery of relevant projects, to actively convert data and information into knowledge The ability to base well-informed decisions on sound ethical judgement will require a broader social skill set as the technical aspects of managing projects will be increasingly automated.
Can you discuss a project where strategic thinking played a crucial role in its success?
A project to establish a significant presence in Asia to expand an Australian financial services business required strategic thinking to align multiple business units to the long-term goals. This alignment required extensive engagement to understand the impacts across different internal business units and external stakeholders, including regulatory bodies and Governments across multiple countries
What has been the most valuable aspect of being an AIPM Life Fellow in your professional journey?
The honour of receiving my Life Fellowship from the AIPM in 2015 provides a level of respect for the journey I have dedicated myself to; the delivery of exemplary service above and beyond what may be expected The projects I work on can provide lifechanging opportunities for the least represented in our community, could improve whole sectors, and aim to educate our next generation of project leaders – they
all deserve our commitment to excellence
What steps should aspiring project managers take to build a strong leadership presence in the industry?
Be humble, take on challenges, seek wise counsel from those you trust, and have fun We may not realise who is observing and learning from our actions, not always our words Share your knowledge wisely and engage with people who may not necessarily provide immediate rewards, build and nurture those relationships, and invest in your professional development
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Successful project management, especially in complex and evolving global landscapes, demands a blend of strategic foresight, empathetic and conviction-driven leadership, and a commitment to continuous learning and service excellence that extends beyond technical skills to encompass broader societal impact.
Dr. Murray Gough has worked directly with a wide variety of organisations (over 100) in Australia and the Asia Pacific Region to analyse, develop, design, conduct and evaluate programs for the development of business and project management systems and staff of public and private sector organisations. He has managed and consulted on a diverse range of projects including training systems, organisational change, international infrastructure, and aid projects As an endorsed AIPM Assessor, he has worked across all industry sectors His recent Doctoral studies include the development of a next-generation, evidence-based, adaptable model for organisational improvement in P3M.
What role do professional certifications and lifelong learning play in career success?
For me, the road to a Doctorate in Organisational Project Management was varied, but although lengthy it provided targets for both achievement and motivation It encompassed several careers from teaching to military life to owning and managing businesses For project management, in particular it has involved setting national standards, comparing them internationally, and setting up an assessment system that has endured The AIPM continues to reset these goals for both individuals and organisations (refer to www aipm com au) for the full list Of course, reaching these standards and certifications does not assure career success, but they do put you in front of many other contenders. By the way, lifelong doesn’t stop at the AQF 10 level … my doctorate really shows me how much I don’t know!!!
Can you share a time when a strong project management knowledge and experience made a significant impact?
In my case, it included the time that I volunteered to go to a small beach town that had been ravaged by the 2004 Tsunami in Sri Lanka. I arrived some years later, but the devastation, especially of the human spirit was still evident. I joined another volunteer, a marketing specialist, in Hambantota to assist in the management and organisational strengthening of their Chamber of Commerce, that catered for over 4,000 businesses of all sizes We introduced the Chamber to managing their major projects and events by way of a cyclical system that was adapted to suit their context Although written in English, the Chamber staff translated it and within 12 months were conducting events that (for the first time) were breaking even or making profits Also, the main aim of a Chamber (that had been sustained on aid money) was to find and secure investors in their business Again a report two years after we had been there revealed success in securing a network of Chambers nationally, with significant country donors being confirmed.
How do you think the AIPM has supported and elevated the profession?
There is no doubt that the AIPM RegPM program to .
assess and certify executives, portfolio, program, project managers and practitioners has been groundbreaking As mentioned previously this result has been in no small way contributed to by its endorsed Assessors Locally, the AIPM Chapters contribute by providing an interface between the Institute and industry representatives These activities are enhanced at National and International Conferences yearly Also contributing are the Special Interest Groups and voluntary mentors and coaches
What key piece of advice would you give to someone looking to achieve recognition as a Fellow in the industry?
As a Fellow of two Australian Institutes, the bestowal of such an honour is heartening, but, just like other awards it is only part of a long journey that starts with the hard work of honing basic skills, consistent search for knowledge, and reflection on how to do better. When I started my dubious career as a teacher in a one-teacher school with 22 kids, I would never have thought of receiving such an award, in my wildest dreams. My advice, after sixty years and four careers, is that you search for and find those activities that, at the time, you feel are rewarding. And, when they’re not, you move on, giving full respect to those you admired in sharing your journey As far as the AIPM is concerned, you should try to mix work (both paid and voluntary) with the pleasure of achieving activities that will enhance the experience of those who follow
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Professional certifications and lifelong learning are not just milestones, but foundational tools that elevate individuals and the project management profession, enabling us to tackle complex challenges, drive significant impact through knowledge and experience, and continuously inspire the next generation of leaders.
Dr. Ahmed Mohsen Mohamed Sadek is an award-winning project management leader and Area Manager at Altorath International Engineering Consultants, Abu Dhabi. With a PhD in Project Management, MSc degrees in Engineering Management and Business Strategy, and executive education from MIT and Wharton, he has directed major infrastructure and humanitarian projects across the UAE A Certified Practicing Project Director (RegPMCPPD FAIPM), Dr. Sadek is recognised globally for his leadership, earning multiple awards including the 2025 Global Recognition Award among others. He has published pioneering research on cost risk modelling and system dynamics and is passionate about fostering innovation and sustainable project excellence
What is the most innovative approach you have used to solve a project challenge?
I've spent many years working in construction, engineering consulting, and project management, always chasing down fresh, evidence-backed ways to sort out knotty project challenges One project, in particular, really stands out We tossed aside oldschool methods to mix system dynamics modelling with Monte Carlo simulation, aiming to control life-cycle costs and gauge risk on a huge residential project in the UAE
Working under Musanada, the challenge was multilayered There were unpredictable cost swings, frequent scope tweaks as stakeholders shifted their expectations, and an overall market that just didn't cooperate, all under a super tight deadline. The standard techniques for cost control and risk simply couldn’t untangle the many interdependent issues and feedback loops messing with our budget and schedule.
At that time, I juggled roles as a Portfolio QA/QC Engineer (focusing on construction and facilities management) and was Acting the QHSE Manager. I had to keep quality, cost, and safety targets in check across several projects at once Seeing that our linear forecasting tools were falling short, I brought up some ideas from my doctoral work at the British University in Dubai, where I had looked into using system dynamics for whole life-cycle cost modelling in the UAE (Sadek, 2021) I figured it was time to try something new on this project
We built a dynamic computer simulation that captured how key factors like material costs, labour rates, procurement timing, approval steps, and available cash flow, interacted and fed back into one another Instead of plugging in static numbers, the model let us see how changes in one element could ripple across the board. For instance, if we delayed buying a crucial material in hopes of a price drop, that delay could bump up labour holding costs, throw off subcontractor schedules, and even trigger a cascade of delays later on. The simulation painted a picture of these interactions, giving us a far more lifelike decisionsupport tool.
At the same time, I ran Monte Carlo simulations on our life-cycle cost estimates By using probability
distributions rather than fixed numbers, we could run thousands of iterations to come up with a range of potential costs and risk levels The approach resulted in a risk-adjusted forecast that not only pointed to the most likely outcomes but also flagged those extreme scenarios that demanded a backup plan
Blending system dynamics and Monte Carlo methods was a pretty big shift from the usual deterministic spreadsheets and simple what-if analyses we’d been used to To get everyone, from clients and contractors to our in-house teams, on board with the new method, I set up a series of workshops and quick presentations I laid out the shortcomings of our old tools and showed some pilot simulation runs to highlight what we could achieve.
The results spoke for themselves. We managed to cut our forecasted life-cycle costs by roughly significantly compared to our initial estimates, mainly by fine-tuning procurement timing and trimming contingency budgets, all without ramping up risk. Plus, the model became an effective way to communicate with the client, clearly illustrating the trade-offs between cost, scheduling, and overall project deliverables Over time, juggling time and scope along different decision pathways made its mark It eventually became part of Musanada’s everyday approach It sneaked into their quality management routine and informal knowledge sharing, sparking ongoing learning and improvement This evolution also opened the door to later tweaks in how projects were run, like bringing in earned value management alongside those flashy new analytics dashboards
I learned from that journey that blending theory with practice really matters. Pulling insights from my doctoral work and reshaping them for real-world challenges didn’t just add value, it improved outcomes in a sector that’s usually very cautious. Really, that mix of academic ideas and practical tweaks showed me the benefits of taking risks in managing projects.
Some leadership lessons, too, came through. It turns out that stirring up project innovation isn’t just about having technical know-how; you got to connect with decision makers as well Convincing them to try something new meant talking through their concerns, showing small wins, and nurturing a habit of steady improvement Also, while many in the field lean heavily
on gut feelings and past experiences, adding some data-driven thinking can seriously boost predictability and reliability in outcomes
Now, as an Area Manager for PMC & Supervision (Buildings & Infrastructure) at Altorath International Engineering Consultants, I keep pushing these fresh methods My teams and I lean on system-thinking every day, whether we’re tweaking how resources are allocated, staying on top of quality and HSE checks, or untangling contract disputes The lessons from that early modelling initiative still echo in my leadership style It's a blend of technical smarts, real-life insights, and, quite frankly, a bit of human imperfection that keeps us moving forward.
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Blending system dynamics with Monte Carlo simulations transformed our cost control into a predictive, datadriven process that cut life-cycle costs and improved project outcomes.
How can project managers foster a culture of innovation within their teams?
Today, creating an environment where new ideas can emerge is more than just a nice-to-have, it’s become vital in a fast-changing, interconnected business world. I’ve seen firsthand that whether you’re managing construction projects, handling major infrastructure work, or advising on complex engineering challenges, ensuring your team feels free to explore different ideas really makes a difference in project outcomes and keeps your organization nimble. Drawing from my experiences as an Area Manager and Project Management Consultant managing diverse, highstakes projects in the UAE and abroad, I’ve come to rely on a mix of practical approaches that help teams genuinely feel empowered to innovate
First off, you’ve got to nail down that sense of psychological safety Generally speaking, taking risks is at the heart of any fresh idea, even if it means risking failure, facing rejection, or making mistakes In my view, if people aren’t comfortable enough to share a quirky idea or question the usual way of doing things, innovation simply stalls I once set up an open-door policy along with regular feedback rounds, so anyone from junior staff to senior managers could share thoughts or express concerns without worrying about criticism At Altorath International Engineering Consultants, for example, I organized regular innovation workshops where engineers, site supervisors, and project managers would get together, brainstorm, and tackle project hurdles collectively. This more casual and blame-free approach helped everyone gradually build the confidence to suggest creative fixes.
Another important tactic is to genuinely recognize and celebrate those moments when fresh thinking makes a real impact. People naturally want to invest energy where their ideas are valued During my time at Musanada, I kicked off an initiative called “Project Innovation Spotlights / Improvement Plan” that spotlighted team members whose offbeat suggestions led to real improvements, like ramping up safety standards, cutting down on material waste, or speeding up construction timelines By making a point to acknowledge these contributions, I even noticed, in most cases, an uptick in idea sharing that later translated into noticeable efficiency gains across projects
Giving teams a bit of independence also goes a long way. Allowing individuals to own parts of a project within clear boundaries creates a sense of responsibility and spurs them to experiment. While managing large construction projects, I delegated smaller decisions regarding procurement and scheduling to site engineers and supervisors. This mix of autonomy and accountability not only helped us meet on-the-spot challenges more quickly, but also led to the adoption of innovative practices, like new material handling methods that boosted productivity
Staying up-to-date through continuous learning is another key driver Often, exposure to new tools, trends, or even different industries can spark ideas in unexpected ways I’ve always made sure that my
teams attend various conferences, enroll in certification programs, and join training workshops For instance, participating in executive education programs at MIT and Wharton broadened my perspective on global project management trends, insights which I then shared during more informal knowledge transfer sessions with the team
Lastly, mixing in digital tools and data-focused strategies has proven to be a practical way to boost innovation In some recent projects, I encouraged the use of technologies like Building Information Modelling (BIM), cloud-based collaboration tools, and predictive analytics to keep cost and schedule controls tight. These systems not only streamline operations but also open doors for rethinking processes. I remember when I first introduced methods involving system dynamics and even a touch of Monte Carlo simulations at Musanada, the whole approach pushed us into a new mode of operational creativity. Our approach to riskbased decisions has been completely reimagined. Cultivating innovation essentially means leading by example, you’re meant to act the way you’d like others to Leaders, generally speaking, need to be naturally curious, open to unexpected ideas, and unafraid to question the old ways of doing things Throughout my career, I've actively sought honest feedback, learned from the inevitable project setbacks, and pushed for methods based on solid evidence; this way of leading has, in my experience, helped build teams that not only tackle complicated tasks but also keep on striving to improve and push innovative boundaries
Fostering innovation starts with psychological safety, recognition, and autonomy—when teams feel trusted and supported, they bring forward bold ideas that drive real project improvements. “ “
In summary, creating an innovative work environment calls for a few key ingredients: a sense of psychological safety, genuine recognition of every effort, and a granting of autonomy that lets creativity flourish It also involves encouraging continual learning, smartly using digital tools, and consistently showing innovative behaviours When these elements are purposefully fostered, teams tend to question established norms, propose unexpectedly fresh solutions, and eventually come up with outcomes that truly stand out
What’s one emerging trend or technology that you believe will shape the future of project management?
AI and smart analytics are really changing the game in project management now. I’ve seen over the past decade, while managing multi-million-dollar infrastructure and building projects in UAE, how the old school tools and standard frameworks just can’t keep up with the crazy amounts of data and ever-shifting challenges. Simply put, AI, teamed up with big data crunching, is opening up new ways to make decisions, handle risks, and boost everyday operations.
One way this all shakes out is that real-time data feeds help catch trouble before it fully blows up In large projects I’ve handled, like those for Altorath International Engineering Consultants and Musanada, data poured in daily, from procurement slips to worker productivity stats, quality checks to safety logs Back in the day, much of that info sat untouched, and we ended up leaning on monthly reports and gut feelings Now, AI tools examine through everything as it happens, picking up little hints and patterns that might warn us of delays, budget issues, or quality slips, often before we even notice anything’s off
Take my experience at Musanada, for example. We used to spot delays only during our monthly wrap-ups, which hardly left us room to act. With AI-driven models in the mix, even tiny irregularities in resource use or timing could have been flagged early, nudging us to reorganise resources or revisit our supply deals so we wouldn’t get caught off guard.
There’s also a neat trick with scheduling that AI brings to the table Modern scheduling tools use machine learning to weigh project limits, who’s available, and
how tasks relate, and then they whip up a schedule that shifts on the fly as things change In projects like mine in Abu Dhabi, where weather hiccups, regulatory surprises, or even random disruptions can upset plans, this means the system can quickly rework the critical path, suggest different resource pulls, and even update expected finish dates so everyone stays in the loop
Risk management, too, is feeling the AI touch Instead of leaning solely on static risk registers and good old intuition, modern systems mix project numbers with trends from the market, updates on rules, and even global events This blend creates a living risk profile, tossing out real-time scores and even hinting at ways to dodge potential pitfalls. Speaking as a Certified Project Director, I can say that moving from a guesswork approach to a data-driven one feels like a massive upgrade.
And don’t even get me started on site safety, AI’s stepping in with computer vision tools that check out the worksite in ways we never imagined. AI algorithms now watch live video feeds on construction sites, catching unsafe actions, unapproved workers, or even small slips away from safety rules Real-time alerts jump over to site supervisors so that mishaps can be nipped in the bud I mean, my dedication to health, safety and the environment, you only have to look at the 2024 Outstanding Achievement in HSE Implementation Award from The Global Economics, backs up my view that smart safety monitoring powered by AI is a key tool in keeping risks in check and lowering injuries at work
On another front, AI is quietly reshaping contract management and legal risk. NLP models rummage through heaps of contracts to flag vague clauses, potential compliance problems or even terms that simply don’t match up. This approach generally speeds up the review process while cutting down the chance of legal disputes. In projects with international partners and tangled multi-party deals, like many I handle at Altorath. These AI tools have, quite frankly, saved a lot of time and legal expenses.
Yet, embracing AI in project management isn’t all smooth sailing Organisations must boost their data know-how, build up necessary infrastructure and get ready for sweeping change There are ethical issues too, particularly those tied to data privacy and
algorithm bias, which demand solid governance measures Drawing on my education from MIT and Wharton, I understand how crucial it is to integrate AI responsibly and to ensure teams are properly prepped for these challenges
All things considered, mixing AI with advanced analytics is flipping the script in project management It opens the door to smarter, often predictive, decisionmaking, better risk control, sharper safety checks and more thoughtful contract reviews By getting on board with these technologies, project managers can navigate complexities with a dash of foresight, nimbleness and, yes, even a bit of unpredictability, ultimately delivering better outcomes for everyone while setting up their organisations for a sustainable competitive edge in our increasingly data-driven world.
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AI is reshaping project management with real-time insights, dynamic scheduling, and smarter risk control driving faster, safer, and more informed decisions.
Can you share an example of a time when a project didn’t go as planned and how you navigated it?
I've spent over ten years reaching to head up projects all over the UAE and the broader Middle East, and along the way I've learned that no plan ever unfolds exactly as mapped out. Back when I was steering things as the Project Manager at the Abu Dhabi Center for Sheltering and Humanitarian Care – Ewaa, I faced one of the toughest yet most eye-opening challenges of my career That project didn’t just test our technical chops, it carried a deeply sensitive social mission focused on caring for some of society’s most vulnerable people
At the heart of the endeavor was the task of building a
humanitarian shelter that combined top-notch security with advanced climate control, modern surveillance, and reliable communications The facility was designed with the idea of being state-of-the-art, relying on specialized mechanical and electrical systems imported from abroad The timing was particularly critical too, a tight government schedule and a major international humanitarian conference were both pinning their hopes on this launch, adding extra pressure to deliver on every front
In the beginning, everything seemed to move smoothly Site preparation, laying the foundation, and even erecting the main structure all finished ahead of schedule. Then, almost unexpectedly, problems cropped up during procurement for the specialized climate and security elements. The main supplier, located outside the UAE, ran into serious production delays, and regional shipping issues only made matters worse. These unforeseen setbacks meant that not only was our timeline at risk, but every contractual milestone and the facility’s readiness for that highprofile conference was in jeopardy
Realizing the severity of the situation, I didn’t hesitate to jump into our emergency protocols I immediately put our backup and risk management measures into motion and rallied a mixed group, including procurement managers, mechanical engineers, compliance officers, client representatives, and even legal advisors We all got together in an urgent session to break down exactly what the delays meant, figure out how best to counter them, and adjust our approach without losing sight of the project’s core goals
Our team carried out a thorough impact review that looked at everything, timeline shifts, operational setbacks, regulatory hurdles, and contract issues. It became pretty clear that the usual band-aid fixes, such as air-freighting the heavy equipment, weren’t going to cut it. The technical complexity, added weight, sky-high costs, and sticky customs procedures meant we had to think differently if we wanted to stay on track.
So, I proposed a two-part workaround One part was to work with a respected local engineering firm to craft a temporary, modular system that could keep the shelter functional during its initial phase This stopgap measure would cover the essential functions like climate control and security just long enough to see us
through the opening conference and the early days of operations On the flip side, I pushed for a renegotiation with our international supplier After some tough talks, with our client’s legal team keeping a close watch, we managed to secure a plan for staggered deliveries, built-in penalty clauses for any more delays, and assurances of technical support throughout the installation process
Rolling out this dual-track strategy wasn’t without its own set of headaches Getting the required regulatory approvals for the temporary systems turned out to be more challenging than expected Even as we juggled these hurdles, it often felt like every carefully set plan was met with unexpected quirks, a reminder that even the best-laid strategies can stumble in practice, yet we had to keep pushing forward regardless. I had to push documentation and inspections through several government bodies, which meant I was out there fasttracking approvals and dealing directly with officials, I leaned on my contacts and deep familiarity with UAE rules to get things moving. Internally, I juggled shifting project scopes, kept rigorous paperwork to back our contracts, and held a bunch of meetings with stakeholders just to keep everyone informed, even if things got a little chaotic
Keeping everyone on the same page became really important too I made sure the client and project sponsors got regular, honest updates that focused on fixing problems rather than rehashing them In most cases, I shared revised schedules and outlined riskmitigation steps in a straightforward way that helped hold client confidence and kept team morale up It wasn’t all perfectly structured, sometimes the messages repeated a bit, but that only helped reinforce our commitment to solving issues.
Around the same time, I dove into post-event reviews to figure out why our procurement hit a snag. I worked closely with the procurement and logistics teams, socalled lessons-learned sessions where we ended up tweaking our supplier criteria, beefing up contract terms to secure better performance guarantees, and even broadening the list of approved vendors so we weren’t overly reliant on just one source
Interestingly, even with these hurdles, we managed to install an interim system right on schedule, which allowed us to hand over part of the facility before the
big humanitarian care event The rest of the permanent system came online nicely thereafter, and full commissioning was wrapped up within the newly adjusted deadline The client eventually praised our crisis management skills, and internally, the project turned into a case study for good risk management and resilience
Reflecting on it all, a few clear lessons emerged For one, adaptive leadership and quick, sometimes even messy decision-making under pressure aren’t just technical necessities, they require emotional insight, a clear head in stakeholder management and a fair bit of grit to inspire a team amid uncertainty. In addition, even though no plan can catch every possible twist or turn, putting effort into contingency plans and risk assessments generally boosts the organization’s agility.
I also learned that having a resilient, diverse supplier network can really save the day in international procurement situations. Setting up pre-approved alternative suppliers and designing systems that can grow or adjust helps cushion against supply chain hiccups And, as you might expect, consistently honest and transparent communication, with a few informal junctures thrown in, goes a long way in maintaining trust even when the going gets tough
All told, while disruptions are part of every project, handling them with a mix of structured planning and a people-first attitude makes all the difference That experience turned out to be a real turning point in my leadership journey, shaping how I approach risk management and crisis leadership in every subsequent role.
No plan unfolds exactly as mapped out; adaptive leadership, quick decision-making, and transparent communication are crucial for navigating unforeseen challenges and maintaining trust. “ “
What advice do you have for project managers looking to drive meaningful change in their organisations?
Quick wins matter, but it’s crucial to slot those early successes into a bigger picture Too many times, change efforts end up feeling scattered, almost like each win stands alone without a real link to the company’s underlying mission or long-term game plan A strong, relatable story that ties little projects to larger goals not only makes things clearer for everyone involved, it also shows why these shifts matter In several leadership roles, I’ve teamed up with top management to build these narratives, showing that projects aren’t just about tweaking operations but are key moves toward industry leadership, better client satisfaction, and a sturdier organisation
Project managers who want true change need to foster an environment of constant improvement and fresh ideas. Change isn’t a one-off event; in most cases, it ought to be an ongoing capability embedded within the team. To nurture this vibe, it’s important to set up safe spaces for trying out new ideas, to learn from the slipups, and to give a nod to those who take risks. In my current role as Area Manager at Altorath International Engineering Consultants, I’ve set up regular innovation workshops, after-action reviews, and platforms for knowledge-sharing, efforts that help team members pitch ideas, mull over project lessons, and exchange best practices across different parts of the company
Sometimes, I’ve found that forming cross-functional innovation task forces really does the trick These short-lived, agile teams pull in people from varied backgrounds, levels and departments, and let them work together on specific challenges or to scout out new possibilities They not only churn out creative, diverse solutions but also help tear down silos and boost mutual understanding, sometimes even raising future change leaders. In a few cases, the ideas from these teams have been folded into our standard processes or even woven into the frameworks of our project management office.
Another often-overlooked angle is the role of emotional intelligence and a people-first style in steering change. Big transformations naturally stir up uncertainty, anxiety, and occasionally resistance among employees Leaders who show genuine empathy,
listen intently, and communicate openly are usually in a much stronger spot to build trust and keep morale afloat through transitions I’ve always made it a point, sometimes even a priority, to guide emerging leaders in these softer skills, because, let’s be honest, knowing the technical side alone just isn’t enough
It also pays to be clued into the informal politics and hidden power networks that exist in every organisation Whether obvious or behind the scenes, these networks can make or break a change effort Smart change leaders tend to spot key influencers and gatekeepers early on and invite them to help steer the change process. Their buy-in can speed up progress or, conversely, slow things down considerably. In my own experience, bringing these stakeholders into pilot projects, advisory roles, or having them serve as visible advocates has really helped overcome resistance and break down institutional inertia.
Another key point is weaving digital tools into our change strategies. In our data-driven work environments today, devices like cloud-based collaboration platforms, analytics dashboards, and even AI-powered decision helpers can ramp up transparency and speed up choices while getting everyone more involved I’ve seen firsthand how integrating these digital enablers into everyday routines not only clarifies decision-making but also sparks more active stakeholder engagement, even if, at times, the approach feels a bit raw and improvised I’ve always pushed my teams to look into tech tools, think Building Information Modelling (BIM), cloud-based document storage, and those project control platforms, in hopes of boosting day‐to‐day efficiency and letting data steer our decisions when changes crop up. I mean, giving everyone the digital know‐how to work in new ways makes these changes stick and even grow over time.
When it comes to managing the bigger picture at an organisational level, project managers who truly believe in change need to buddy up with top leaders and the PMO. They work, in most cases, to fit change projects into the overall strategy and risk plans. Rolling out new processes, or even shifting the work culture, might seem simple but it takes ongoing executive backing, clear ways to judge success, and a natural merge with existing setups I remember my stint with large government projects at Musanada, getting quality and risk updates to line up with corporate benchmarks
was absolutely crucial for making change stick across the board
Alongside that, every project manager has to keep learning and sharpening their skills to deal with our crazy, ever-shifting environments Books, research, and hands-on practice all mix together to form a leader’s approach My own evolution, from finishing a PhD in Project Management and MSc degrees in Engineering Management and Business Strategy, to earning badges like Certified Practicing Project Director (CPPD) and even sitting through executive programs at MIT and Wharton, has really tweaked how I view change leadership. Staying on top of emerging trends in leadership, digital shifts, and project management methods is key if one wants to stay relevant, trustworthy, and effective.
To sum it up, if you’re a project manager looking to drive solid, lasting change, there are several threads that need to tie together: being able to think in systems, handling stakeholder dynamics (even when you don’t have formal authority), nabbing quick wins that feed into a larger change story, fostering a sense of constant innovation, tapping into emotional smarts, navigating the messy maze of internal politics, embracing digital helpers, syncing with governance protocols, and, not to mention, never stopping to work on your own leadership When all these bits come together, you don’t just end up delivering the project at hand, you evolve into a transformational leader who can really shape the future direction of an organisation, and, heck, even an entire industry
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To drive meaningful change, connect quick wins to the bigger picture, foster continuous innovation, leverage emotional intelligence and informal networks, embrace digital tools, and commit to ongoing learning.
New Training Opportunities Now Available: Upskill with the AIPM
We’re excited to announce the latest training opportunities available through the AIPM We now offer a variety of contemporary courses, developed to prepare project professionals for the challenges and opportunities ahead Delivered in partnership with top Australian and global experts, our courses emphasise efficiency and sustainability to support impactful project delivery
The AIPM’s training programs equip participants with the core skills and knowledge essential for managing projects from start to finish, with practical insights to ensure success in real-world situations Here’s a glimpse of the key learning outcomes:
Foundational Knowledge – Build a comprehensive understanding of project management principles that will underpin your work
Hands-On Skills – Gain practical and theoretical insights that apply directly to your projects
Adaptability to Emerging Trends – Address challenges like resource limitations, shifting work arrangements, and strategic transformations
Enhanced Team Cohesion and Risk Management –Strengthen your leadership and team management capabilities
Tech-Savvy Tools – Leverage the power of AI and other technological advancements to boost efficiency
With these courses, the AIPM aims to help participants navigate the current trends and future demands of project management with confidence and expertise
Whether you're looking to advance your current role or broaden your professional capabilities, we invite you to explore our course offerings and take the next step in your project management journey
more information or to enrol, visit our website or contact our team at: training@aipm com au
I N S I G H T S S E R I E S
In any organisation — particularly in complex environmentssuchasDefence—theabilitytoachieve operational goals relies heavily on a strong foundation ofcapability.Thisfoundationisbuiltonwhatareknown as the Fundamental Inputs to Capability (FIC): personnel, organisation, collective training, facilities, supplies, major systems, support, and command and management Each of these elements must function seamlessly to create a capable, resilient, and agile organisation
Yet the successful integration and orchestration of these inputs do not happen by chance They are enabled and sustained by one crucial factor: strong projectmanagementskills.
Understanding the Link: Project Management and theFIC
Project management, at its core, is the discipline of planning, organising, leading, and controlling resources to achieve specific goals. When mapped against the FIC, it becomes clear that core project management competencies — such as planning, risk management, stakeholder engagement, scheduling, and quality assurance are critical to building and maintainingeachelementofcapability.
Structuring teams, designing operational frameworks, and establishing clear reporting lines require careful change management a field deeply rooted in project management practices
Workforce planning, skills development programs, and recruitment initiatives are complex projects in themselves. Good project management ensures that the right people, with the right skills, are available at the right time.
Designing, delivering, and evaluating collective training exercises demand structured project management approaches to scheduling, resource allocation, and outcomes evaluation.
The planning and construction of infrastructure from bases to training grounds are classic examples of capital works projects that require disciplined project management oversight to stay on time, on budget, and fit for purpose
Introducing new technology or major systems involves extensive project management from requirements definition and vendor engagement to integration and user training.
Supply chain management is fundamentally a complex series of projects Ensuring materials, equipment, and resources are available and functional when needed depends on precise procurement and logistics planning
The establishment of leadership structures, decision-making processes, and operational control mechanisms often involves transformation programs, governance projects, and continuous improvement initiatives
Maintenance schedules, upgrade programs, and logistical support activities all benefit from structured project management methodologies that optimise efficiency and readiness.
Core project management skills bring discipline, foresight, and adaptability to organisations striving to build and sustain capability. These skills provide:
Integration: Ensuring all FIC elements are aligned and working toward the strategic objectives
Accountability: Defining responsibilities, timelines, and success measures across complex initiatives
Risk Management: Identifying, mitigating, and responding to threats that could compromise operational effectiveness
Resource Optimisation: Making the most of limited resources by prioritising effort, managing budgets, and allocating personnel effectively.
Agility: Enabling rapid adjustment to new requirements, threats, or opportunities through structured change management
Without strong project management capabilities, organisations risk fragmentation across the FIC, leading to inefficiencies, capability gaps, and operational failures
As the operating environment grows more complex, volatile, and technologically sophisticated, the importance of core project management skills will only continue to grow Investing in the professionalisation of project management through training, certification, career pathways, and leadership development is not a luxury; it is a necessity for any organisation committed to achieving and sustaining its operational goals.
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Capability is not built by chance, it is built by design, and strong project management is the blueprint.
tep and for two emerging project erful launchpad
The Australian Institute of Project Management (AIPM) is proud to introduce the inaugural winners of the 2025 Project Propeller Program: Amalie H. Vigrestad and Bryce Robinson. Selected from a talented and diverse field of applicants, these two future leaders stood out for their clear passion, professional promise, and commitment to continuous growth in the project management profession.
Now in its first year, the Project Propeller Program was created to support early-career professionals and students with a strong interest in project management
The program offers a robust scholarship package, including a one-year AIPM membership, coverage of RegPM™ certification assessment fees, and a full pass to the 2025 AIPM International Conference
But beyond the benefits, it’s the values behind the program that matter most “Project Propeller is about more than just opportunity it’s about belief, ” says Dr Darius Danesh, CEO of AIPM “Belief in the next generation, belief in the power of professional development, and belief in what the future of project management can be.”
For Amalie H. Vigrestad, currently working as a Project Manager Intern at Jacobs, the award is both validation and motivation.
“Receiving this scholarship is an incredible honour, ” they shared “It’s not just a stepping stone it’s a signal that I’m on the right path, and that the work I’m passionate about matters I’m especially excited to engage with mentors and peers at the AIPM Conference those connections are going to be invaluable ”
Bryce Robinson, who has been building early career experience in construction engineering, sees the scholarship as a launchpad for deeper impact
“Project management is where strategy meets execution, and I’ve always been drawn to that intersection,” they said. “The RegPM™ certification will help formalise my skills and give me the confidence to lead bigger, more complex initiatives. I’m grateful to AIPM for investing in the future — and I’m ready to make the most of this opportunity.”
With the 2025 AIPM Conference on the horizon, Amelia and Bryce will soon have the opportunity to immerse themselves in the vibrant project
management community, gain insights from leaders across industries, and build connections that could shape the trajectory of their careers
As the program name suggests, these winners are not just recipients they are ready for take-off And as they rise, so too does the profession
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Project Propeller is about more than just opportunity — it’s about belief. Belief in the next generation, belief in the power of professional development, and belief in what the future of project management can be.
Dr. Darius Danesh CEO AIPM
As part of the Project Propeller Program application, candidates were asked to submit a 500-word statement reflecting on the importance of AIPM’s RegPM™ certification and the role of continuous professional development (CPD) in shaping project management careers.
The following winning essays, written by Amalie H. Vigrestad and Bryce Robinson, capture the passion, insight, and professional mindset that made them stand out among a highly competitive field In their own words, they articulate the value of lifelong learning, professional accountability, and structured growth in a dynamic and evolving discipline
As a Master of Project Management student at Bond University, set to graduate in May 2025, I am committed to developing the skills necessary to excel in the dynamic and fast-paced field of project management My recent transition into industry having started a month ago as a Project Manager Intern at Jacobs Solutions in Brisbane has given me valuable exposure to real-world projects and professional environments However, this experience has also highlighted certain gaps between the theoretical frameworks taught in academia and the practical demands of the profession The AIPM RegPM™ certification represents an opportunity to bridge this gap by equipping me with industryrecognised competencies, aligning my knowledge with the best practices and expectations of Australian project management professionals.
Moving from Norway to Australia two years ago, my goal was to gain international project management experience and immerse myself in a professional landscape that thrives on innovation and structured methodologies Throughout my academic journey, I have gained a strong foundation in risk management, stakeholder engagement, and project governance However, working at Jacobs Solutions has shown me that the real-world application of these concepts often presents unforeseen complexities, requiring adaptability, advanced problem-solving skills, and a deep understanding of industry-specific standards
Pursuing AIPM RegPM™ certification would be instrumental in refining my practical skills, particularly in project execution, leadership, and compliance with Australian project management frameworks As the leading professional body for project managers in Australia, AIPM provides structured pathways for certification, ensuring that professionals remain up-todate with emerging methodologies, governance models, and industry best practices. By earning this certification, I would not only enhance my professional credibility but also demonstrate my commitment to continuous improvement and alignment with industry standards.
Moreover, as someone who envisions a long-term career in Australia, obtaining AIPM accreditation will allow me to integrate more effectively into the Australian project management landscape Given the increasing demand for certified project managers
across industries such as construction, infrastructure, and IT, holding an AIPM certification would significantly strengthen my professional profile and open doors to greater career opportunities in both public and private sectors
Beyond certification, continuous professional development (CPD) is a key component of success in project management The discipline is constantly evolving due to technological advancements, regulatory changes, and shifting stakeholder expectations Being actively engaged in CPD through AIPM’s networking events, workshops, and industry conferences would provide me with insights into the latest trends and best practices, ensuring that I remain agile and well-equipped to lead projects effectively.
Obtaining the AIPM RegPM™ certification and committing to continuous professional development would allow me to bridge the gap between academic theory and practical application, positioning me as a highly competent project manager in the Australian market As I approach graduation and gain more industry exposure, I am eager to solidify my expertise through structured professional development, ensuring that I am fully prepared to contribute meaningfully to complex projects I believe that AIPM will play a crucial role in shaping my career, and I look forward to actively engaging with the AIPM community as I progress in my professional journey
“Given the increasing demand for certified project managers across industries such as construction, infrastructure, and IT, holding an AIPM certification would significantly strengthen my professional profile and open doors to greater career opportunities in both public and private sectors.”
Amalie H. Vigrestad Winner of Propeller Program 2025
For many young engineers like myself, solidifying ourselves as a competent project manager takes a lot more experience than just a university course The AIPM RegPM™ certification provides employers with the peace of mind that I have been formally assessed and recognised as having exceeded the industry standards for the skills, knowledge and experience required to be a high performing project manager The accreditation also serves as a rewarding personal achievement and milestone in my professional development My career progression would also benefit dramatically as my employability for higher risk projects greatly increases with the added security of being formally RegPM™ certified.
It is undeniable that the greatest benefit of becoming RegPM™ certified is the skills and knowledge I will learn along the way. The information I will be exposed to through the provided continued professional development program will significantly broaden my horizon of what is possible, ethical and best-practice within the project management industry. At this stage of my career, the offer to learn is my greatest opportunity to grow I have greatly enjoyed my time in project management thus far and am looking forward to a long and fruitful career The continued professional development offered by AIPM both online and inperson gives myself a great opportunity to not only grow my knowledge, but also to grow my network I will be able to connect with other like-minded professionals -both early-career and career veterans
In an ever-changing professional world, continued professional development is critically important Over the past few decades we have seen technologies, policies, laws and social ethics vary enormously. With change comes a big shift in how we as project managers must approach each situation. Continued professional development allows us to stay ahead of the curve and maintain confidence in our knowledge and approaches, ensuring that they are parallel to the current project management best-practices.
Moreover, the ethical foundations set out by AIPM provide an important framework guiding our approach to dealing with resource, cost, schedule and stakeholder management Learning and upholding this framework will ensure high standards of integrity, genuine positive stakeholder relations and greater trust within the industry; ultimately leading to a more effective and transparent project delivery
The AIPM RegPM™ certification provides more than just another post-nominal - it provides accelerated career progression employer confidence and allows us to uphold best-practice and best-ethics in an everchanging world.
“The AIPM RegPM™ certification provides more than just another post-nominal – it provides accelerated career progression, employer confidence, and allows us to uphold best-practice and bestethics in an ever-changing world.”
Bryce Robinson Winner of Propeller Program 2025
CertifiedPractisingProjectPractitioner(CPPP)
CertifiedPractisingProjectManager(CPPM)
CertifiedPractisingSeniorProjectManager(CPSPM)
CertifiedPractisingProjectDirector(CPPD)
CertifiedPractisingPortfolioExecutive(CPPE)
Elevate your career and gain a competitive edge in the dynamic world of project management Our certification is meticulouslydesignedtomeettheevolvingneedsoftoday's corporate environment, empowering you to drive strategic initiativesandenhanceorganisationalcapabilities
Our comprehensive program caters to professionals at every level, from those just starting in project management to experienced experts seeking to get recognised for their masteryintheindustryassolid,credibleprofessionals
AlreadyaRegPM?
You may apply for recognition as a Registered Capability ManageratyourcurrentRegPMcertificationlevel
CertifiedPractisingCapabilityPractitioner(CPCP)
CertifiedPractisingCapabilityManager(CPCM)
CertifiedPractisingSeniorCapabilityManager(CPSCM)
CertifiedPractisingCapabilityDirector(CPCD)
CertifiedPractisingCapabilitySponsor(CPCS)
The Australian Institute of Project Management (AIPM) is thrilled to introduce its prestigious Corporate Project Management Accreditation Program (RegPMC), designed to meet the dynamic needs of today’s corporate environment
Achieving RegPMC accreditation positions your organisation at the forefront of project management excellence This prestigious certification signifies adherence to the highest standards in governance, methodologies, resource management, quality assurance, risk management, stakeholder engagement, performance metrics,andethicalpractices.
By obtaining RegPMC accreditation, your organisation demonstrates a commitment to delivering superior project outcomes, fostering continuous improvement, and utilising cutting-edgetechnologiesandsustainablepractices Clients and partners can trust that their projects are managed with utmost professionalism, transparency, and efficiency, ensuringmaximumvalueandsuccess
Investing in the Corporate Project Management Accreditation Program means fostering a culture of excellence and achieving superior project outcomes. Empower your team with the tools and knowledge they need to drive success, boost stakeholder satisfaction, and maximisereturnoninvestment
Don’t miss out on this opportunity to transform your organisation’sprojectmanagementcapabilities Registerfor the Corporate Project Management Accreditation Program today and take the first step towards unparalleled professionalgrowthandsuccess!
International Convention Centre Sydney - Australia
8 - 9 September 2025
Intentional Convention Centre (ICC) Sydney www.aipm.com.au
Tel: +61 2 6252 1200
Email: aipm@consec.com.au
As project professionals navigate an increasingly complex environment, the need for strategic foresight, adaptability, and continuous growth has never been greater. Developing innovative leadership and communication skills is crucial to meeting both present and future challenges.
The AIPM 2025 International Conference, taking place on 8 - 9 September at the International Convention Centre (ICC) Sydney, will empower project professionals with insights and practical tools to shape the future. Under the theme Future in Focus, the event will explore how project managers can drive long-term success through resilient and sustainable solutions, ensuring projects remain impactful in a rapidly changing world
Future in Focus invites the project management community to look ahead, balancing present challenges with long-term goals This theme emphasises forward-thinking leadership, innovation, and adaptability in shaping resilient, sustainable projects that not only meet immediate needs but anticipate the demands of the future Project managers are encouraged to drive progress through solutions that leave a lasting, positive impact for generations to come
Join us in Sydney for the AIPM 2025 International Conference, where you will have the chance to enhance your skills, discover the latest trends in project management, and connect with professionals who share commitment to advancing the field Take part in this inspiring event and equip yourself with the knowledge to lead in a world of constant change.
Registration: CLICK HERE
Sponsorship and Exhibition: CLICK HERE
Call for Presentations: CLICK HERE
Conference Managers:
Consec - Conference and Event Management
Tel: +61 2 6252 1200
Email: aipm@consec.com.au
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By advertising in our magazine, you'll gain access to thousands of project professionals, positioning your brand for growth and recognition in the project management community Don't miss this opportunity to showcase your brand to industry leaders and decision-makers. CONTACT US: info@aipm.com.au
