Iccpm connect issue 21 june 2016

ISSUE 21: JUNE 2016

CONNECT BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

2016 INTERNATIONAL ROUNDTABLE SERIES ROUNDUP Education: ICCPM Delivers Nationally Recognised Training Articles: Leading Virtual Teams in Complex Environments The importance of Language Book Review: Human Resource Management in the Project-Oriented Organization

|||||| CONTACT US STAFF Deborah Hein Managing Director & CEO Dr Erin Evans Director of Education and Research Diane Hope Business Manager Cathy Baljak Learning & Development Manager

ICCPM BOARD Harry Bradford, Chair Chris Jenkins Simon Henley Julie Dunlap Mary McKinlay Deborah Hein Alicia Aitken Tim Cummins International Centre for Complex Project Management Ltd (ICCPM) PO Box 327 Deakin West ACT 2600 AUSTRALIA Level 2, Equinox 3 70 Kent Street Deakin ACT 2600 AUSTRALIA +61 2 6120 5110 admin@iccpm.com iccpm.com Twitter: @iccpm LinkedIn: ICCPM Complex Project Management Discussion Group The views expressed by contributors to this magazine are solely their own and ICCPM accepts no responsibility or liability for these views.

Š ICCPM 2016

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CEO MESSAGE Hello everyone I hope this edition of Connect finds you well. We have hit a number of high points since our last edition including the very successful launch of our International Roundtable Series on the 3rd of May and the conduct of our first Roundtable in Ottawa, Canada, hosted by Telfer School of Management – Centre for Executive Leadership.

A quick snapshot is included in the magazine.

I was very honoured to be present when Ottawa University was granted approval by the Province of Ontario to run the Executive Master of Business Complex Program Leadership, this qualification is only offered by two institutions in the world, our very own QUT and now OttawaU! Well done to Doug Dempster, Dan Ross, Mercedes Zanon who started the long and arduous process and Nandini Srikantiah who shepherded it through the final hurdles, well done team a stellar achievement in a relatively short period of time.

In this edition we will formally welcome Dr Erin Evans as the Director of Education and Research and she will tell us about her recent work delivering high-end leadership training for the QUT International Projects Unit to numerous groups with exceptional feedback received as would be expected from Erin. We also delivered another successful (albeit very small) cohort of the Systems Thinking and Complex PM course in Brisbane. Erin is currently EMCPL OttawaU working closely with Prof Tywoniak http://www.telfer.uottawa.ca/cpl/ on a number of possible research activities, we will keep you updated Our Academic-In-Residence Prof on how these progress.

Tywoniak has been active on the speaking circuit in Montreal and I would also like to introduce the Morocco talking about complex work of Francis Norman, soon to be Project Management and we had a Dr Norman once he achieves the small but powerful presence at the requirements of his PhD. Francis Project Governance and Controls shares with us some of the work he Symposium here in Canberra. I has been doing on Leading Virtual am currently working with the Teams in Complex Projects. His Northern Territory Government insights, particularly in relation to on the implementation of the the importance of culture in virtual National Disability Insurance teams is very interesting. Very well Scheme that I can truly say is worth the read. much more complex than one would initially think.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

CONTENTS FEATURES

ARTICLES

2016 International Roundtable Series 4-7

NEWS

Leading Virtual Teams

16 - 18

Book Review Human Research Managment in the Project-Oriented Organization

20 - 21

The Importance of Language

22 - 23

16 - 23

ICCPM Appoints Director of Education and Research Leadership Program for Emerging Leaders

8 9 - 11

ICCPM Delivers Nationally Recognised Training

8 - 11

Member Profiles: Michael Washer Mark Remmers Robert McNeil

12 - 15

12 - 15

ICCPM NETWORK Fellow Profiles: Chris Jenkins Jeff Worley

EDUCATION

26 - 27

ACADEMIC-IN-RESIDENCE 28 29 30

26 - 30

ICCPM keynote addresses at international academic conferences

24 - 25

24 - 25

LINKS & EVENTS Calendar

32

Food For Thought

32 - 33

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2016 INTERNATIONAL ROUNDTABLE SERIES

2016 INTERNATIONAL ROUN

Contracting for Succes

The international roundtable series commenced with a breakfast launch in Canberra on the 3rd of May, 43 attendees from various organisations both public and private attended with a good mix of Project Management and Contracts Management professionals. Attendees were gracious enough to indulge a short 45 minute mini-roundtable to get the most from the intellectual capital in the room. Some great feedback and data was collected to kick off the series.

The Canadian Roundtable was conducted on the 19th of May in Ottawa. Again attendance exceeded expectations with 45 participants for the day and another 10 Executives who attended for the afternoon summation and networking event. Participants came from a diverse range of organisations including the public sector - multiple government departments, the private sector - Major Primes, SMEs and consultants and Academia from both the Project Management and Contracts Management community. A true representation of what we are hoping to achieve through this thought leadership initiative.

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2016 INTERNATIONAL ROUNDTABLE SERIES

NDTABLE SERIES ROUNDUP

ss in Complex Projects

A very big thank you and acknowledgement to EMCPM Graduate and now Adjunct Professor at Telfer School of Management Ms Nandini Srikantiah and her awesome team (Mercedes, Megan and Jessica) at Telfer School of Management, Centre for Executive Leadership for their support and generous sponsorship for the first International Roundtable. We had a full house from multiple organisations and sectors to contribute to a very rich series of facilitated discussions.

The presence of ICCPM Fellows Ian Mack and Ms Genevieve O’Sullivan was a fantastic demonstration of the wisdom and experience our Fellows can bring to a discussion. Genevieve’s passion and focus to bring the younger generations along on our collective journey is inspiring and a demonstration of her foresight and humility, two traits highly valued in our Fellows ranks.

Ian’s experience working on complex endeavours is second to none and his willingness to give back to the community that has given him so much is a testament to his dedication.

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2016 INTERNATIONAL ROUNDTABLE SERIES

2016 INTERNATIONAL ROUN

Contracting for Succes

Whilst it is too early to conduct any meaningful analysis (from a global perspectiv Identify and Explore Tools to Address Emergent Risks in Complex Contracting • Identify emergent commercial practices • Readiness and Maturity Models for Complexity • Governance for Complexity • Tools, Terms and Systems for Suppl y Chain Management in Complexity • Progress and Performance Management • Move from contracting 1:1 to Many:Many

How do we transform the current contracting management environment for success?

• Overcome barriers to culture and collaboration • Individual competencies including reskilling vs training • Rewards and incentives • Relationship Management

The updated event schedule is as follows: Thursday 19 May Ottawa, CAN hosted by Telfer Centre for Executive Leadership (completed) Thursday 22 July Sydney, AUS hosted by NSW Roads and Maritime Thursday 28 July Canberra, AUS hosted by Brooke Thursday 4 August Perth, AUS hosted by CSIRO Thursday 18 August Melbourne, AUS hoted by Brooke Tuesday 23 August (tbc) Auckland, NZ 15 September

Washington DC hosted by IP3 21 September (tbc) London, UK hosted by University College, London

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

2016 INTERNATIONAL ROUNDTABLE SERIES

NDTABLE SERIES ROUNDUP

ss in Complex Projects

ve) some of the key themes and ideas generated during the roundtable include: Points to consider in context • Why don’t we do it? We know in most cases what goes wrong, we have a good idea on ways to deal with complexity, so why don’t we do things differently? Culture! How do we change the culture?

• Culture and competency transformation • How do we build the competencies? Professionalization and certification?

• Autonomy of all players to swear allegiance to the project • How do we build a culture of collaboration?

• How do we overcome the barriers?

• What actions need to be taken?

• Team, unit, organizational level • What are the organizational convincers?

• How do we reward and incentivize behaviours?

What types of competencies do you mix together for success?

• How we build the youth competencies (critical and sub-competencies)?

• How do we reskill the current generations?

• What reward and incentive system would motivate the system to behaving as we are seeking it to behave?

Don’t forgo your opportunity to contribute to this valuable thought leadership piece - register for an event near you, or if you can’t attend in person feel free to contribute via the online forum, or by sending us a submission by email.

To download the Discussion Paper, make an online contribution or to register your interest in attending an event, please visit www.roundtables2016.com Thanks to Series Sponsor: The Australian Department of Defence: CASG Event Sponsors: Brooke, CSIRO, IP3, NSW Roads & Maritime, Telfer, UCL Supporting Sponsors: AIPM, Brooke, Thales Australia

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NEWS

ICCPM Appoints Director of Education and Research ICCPM is very pleased to announce the appointment of Dr Erin Evans as the first ICCPM Director of Education and Research. Dr Evans is highly regarded, experienced and brings a wealth of knowledge and professionalism to our education delivery team particularly in the field of complexity and systems thinking. Dr Evans commenced her appointment on 4 April 2016.

“I am passionate about improving the management of complex projects and programs to make them more successful, and have devoted the past 14 years to achieving this. I see that this role at ICCPM represents an opportunity to lead a paradigm shift in the thinking and practice through excellence in education and research. This is a process of change that needs to occur at the individual, organisational and profession wide level, across multiple sectors.”

Dr Evans said.

ICCPM CEO, Deborah Hein said, “Dr Evans provides a significant boost to ICCPM’s capacity and capability in both the education delivery space and the research space. I am very pleased that she firstly applied and then accepted the role. Dr Evans has been a supporter of ICCPM for a very long time and has delivered many programs with and for ICCPM on behalf of our Academic Partner, Queensland University of Technology.”

The role of the ICCPM Director of Education and Research is to lead the development and delivery of nationally recognised accredited courses, non-accredited courses and workshops; ensure ICCPM’s education products and services link to and are influenced by ICCPM’s research strategy and outcomes; ensure ICCPM meets all obligations and remains compliant with the requirements of being a Registered Training Organisation (RTO); and delivers the Research Strategy as agreed by the ICCPM Board.

The Director of Education and Research will work hand in hand with the ICCPM Academic-inResidence to form a strong research team. Dr Evans will have a significant role in fostering collaborative relationships with the academic community, and provide updates on progress and issues to ICCPM Partners and members on a regular basis.

Dr Evans’ work focuses on developing organisational strategies, systems, and capabilities for leaders working in complex environments to make them more successful globally. She specialises in applying systems thinking and complexity-based approaches in practical ways to improve leadership capability, performance and strategic outcomes.

She is a specialist educator, thought leader and consultant in this field. Facilitating graduate education programs with QUT and University of Sydney and executive education programs partnering with ICCPM. Dr Evans was the content developer for a pioneering Certificate program in complexity management for ICCPM. Dr Evans is a Director on three Boards, focusing on the development, and overseeing implementation of strategy. Dr Evans also leads the Special Interest Group for Complex Project Management with the Australian Institute of Project Management with ICCPM.

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NEWS

Leadership Program for Emerging Leaders within State Owned Enterprises Complexity Diagnostic fffggg

In April this year Dr Erin Evans led an Australian Awards Indonesia (AAI) program (4-22 April).

Australia Awards are prestigious international scholarships and fellowships funded by the Australian Government offering the next generation of global leaders an opportunity to undertake study, research and professional development. The awardees consisted of twenty four mid to senior level Indonesian leaders from Indonesia’s State Owned Enterprises (SOEs) representing seven sectors including rail, ports, logistics, telecom, energy, commodities and agriculture and oil and gas.

The Award is titled “Leadership Program for Emerging Leaders within State Owned Enterprises”.

Queensland University of Technology (QUT) International Projects Unit (IPU) won the tender for the program and contracted Dr Evans as the course leader. This represents an ongoing relationship with QUT and development of engagement with the IPU area for course development and delivery.

There was also collaboration with the Australian Institute of Company Directors and University of Sydney. The award aimed to improve capacity to apply best practice leadership principles including communication and influencing, governance, finance and accounting and systemic and strategic thinking. The program aligned with the broader national agenda of President Joko Widono’s business process improvement, governance and efficiency reform in SOEs. During the three-week Australia component Awardees gained new knowledge, skills and tools in leadership, strategy development, finance and accounting, communications, business process improvement and change management. The program was designed around a best practice framework of strategic project leadership to ensure alignment with the organisational strategy.

Awardees each had Action Projects on issues of importance for their organisations that they BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

developed during the course of the program using the methodologies, frameworks and tools learnt.

A sample of the Action Projects include: • Development of Talent Development Acceleration Programs (Oil and Gas) • “Safety is our Priority - Telkomtelstra HSE program, Building a Culture of Safety” (Telecom) • A Study on Development of Biomass-based Bioenergy in RNI Group (Agriculture) • Collection and Recovery Process and Improvement for Uncollected Payment Transformer (Rail) • Management for Improving Reliability Supply and Economic Dispatch in the Sambas Substation West Kalimantan (Electricity) • Designing Better Connectivity across North Coast Lines (Rail) • Enterprise Resource Planning Transformation (Logistics)

System

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Dr Erin Evans, MC at the Networking dinner

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NEWS

A range of methodologies was used to deliver the program, including facilitated workshops, case studies, institutional visits, guest lecturers, and engagement with digital approaches. These included a simulated TV interview and video recording of their action project. Awardees were encouraged to develop self-reflection leadership practices as well as systemic and strategic thinking.

An underlying aim of the AAI programs is to showcase best education practices in Australia and to encourage international student study in Australia. A range of specialist educators presented. Workshop sessions led by Dr Tim Baker on communications; Dr Kate Andrews and Dr Evans on Change Management and Dr Evans on Strategy, Systems Thinking and Stakeholder management were highlights of the program and contributed new models and tools for developing their action projects. Dr Marcello La Rosa shared the Business Process Lifecycle and process of implementation with participants that QUT has pioneered.

An impressive host of guest speakers attended including Greg Vickers, AO, former Queensland Consul for Indonesia and Mary Boydell, shared their extensive experience as Board Directors on governance in Australia and the Indonesian context.

Awardees gained an insight into the role of governance and leadership as the critical hook for any entity to deliver excellent outcomes. Rob Setter, Chief Executive, Public Sector Commission, engaged the Awardees in discussion on creating a shared vision and the importance of a positive culture.

He shared how he was driving change in the public service culture to a high performance one based on trust. He also focused on his aims to improve the representation of women in senior roles. This theme was further examined during the attendance at the Women in Public Sector Forum.

Awardees participated in roundtable discussions on critical topics including overcoming unconscious bias, removing barriers, examining leadership styles and creating authenticity in communications.

There was an enriched conversation through sharing of the Indonesian culture for women and situation in Australia.

A focus of the program was on linkages, and development of networks, with organisations of operational excellence in Australia and with industry leaders.

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NEWS

Complexity Diagnosticthrough an extensive program This was conducted fffggg

Awardees submitted a mid term progress update on their action projects. The post course in mid-July in Bandung, Indonesia will focus on the development of the action project report and preparation for the presentation of outcomes to the project sponsor and executive team.

These visits provided the opportunity for Awardees to benchmark their organisational leadership and operational efficiency and effectiveness.

Participants were enthusiastically welcomed at these organisations and provided with insights through the lively discussions regarding their leadership development and organisational excellence approaches.

Since undertaking the project, Awardees have shared their success stories of presenting their learning’s on leadership style and being an effective leader to their teams, senior management and industry sector partners. Many awardees commented that as a result of the program “the way that I lead and influence people has changed” and will “enable me to be an effective leader” (see graph below for pre and post course test results.)

of site visits and guest lectures. Highlighted visits were made to Brisbane Airport Corporation, Brisbane Port Authority, Trade and Investment Queensland, Asset Management Institute, Sydney Rail and Telstra.

Awardees highlighted the opportunities for future collaboration, knowledge sharing on best practice and development joint ventures that will be created through the networks that were established during this program. This may also involve ongoing consulting and educational delivery program opportunities with ICCPM.

ICCPM is continuing to partner with QUT’s International Projects Unit on project management and leadership programs that they are tendering for in the international development education sector including a 4-week program with project managers from Bangladesh.

The use of social media was strongly embraced with the creation of a facebook page, twitter hashtags #AustraliaAwardsIndonesia and #erinrocks and a whatsup group to enhance internal communications.

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Pre and post course test results demonstrate a significant improvement from an average of 45% to 98%

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EDUCATION

ICCPM Delivers Nationally Recognised Training

Certificate IV in Responding to Organisational Complexity Be perfectly positioned for a project management or leadership role in complex environments by completing the Certificate IV in Responding to Organsiational Complexity course. This specialised programme is designed to provide sound theoretical knowledge of complexity theories, frameworks and tools, and a broad range of skills to identify, assess and treat complexity in organisations as well as evaluate and implement alternative approaches and strategies for responding effectively.

The face-to-face workshops are highly interactive and include group activities as well as discussions about learner’s current workplace projects and organisational situations. Many activities and a workplace project have been included to allow learners opportunities to practice applying the approaches covered and to demonstrate knowledge and skills to their own organisational situation.

This is a specialised qualification that builds on the skills and knowledge of existing workers who have experience in the field of people management or project/programme management and/or an awareness of complexities that exist in organisations.

ICCPM is the course owner and the only nationally recognised provider of this accredited course.

Locations We recognise that your time is valuable so we have scheduled courses in major capital cities to ensure easy access to this significant professional development opportunity.

Accreditation On successfully completing the training and assessment, learners will obtain an AQF qualification for 10195NAT - Certificate IV in Responding to Organsiation Complexity.

Delivery 7 Days face-to-face; delivered over 3 - 6 months, plus self paced study and assessments.

Students have 12 months to complete the course.

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EDUCATION

Assessments ICCPM have carefully structured its assessments to include a variety of styles to cater for the learner needs of a broad range of students.

Students will be assessed via a combination of: • group work and role-plays • activities/scenarios, • short answer questions • case studies/workplace project

COURSE COMPONENTS

UNIT OF COMPETENCY ASSESSED

Complexity in Project Management (3 days)

ROCCPE401 - Identify and respond to complexity in project environments

Risk and Decision Making in Complex Environments (2 days)

ROCDEC401 - Apply decision-making concepts and tools in complex environments

Lead through Complexity (2 days)

ROCLEA401 - Lead through organisational complexity

ROCRSK401 - Apply risk management principles and tools in complex environments

2016 Indicative Calendar 2016 course Delivery

Programme Dates

Location

Registration Status

5 July - 7 July 29 Aug - 30 Aug 1 Nov - 2 Nov

Canberra

Registrations close 21 June

5 July - 7 July 19 Sept - 20 Sept 8 Nov - 9 Nov

Brisbane

Registrations close 21 June

9 Aug - 11 Aug 18 Oct - 19 Oct 1 Nov - 2 Nov

Adelaide

Registrations close 26 July

12 July - 14 July 13 Sept - 14 Sept 14 Nov - 15 Nov

Sydney

Registrations close 28 June

Melbourne

Taking expressions of interest

TBA

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EDUCATION

Learning Outcomes The following learning outcomes describe the knowledge, skills, and attitudes that learners will have after successfully completing the Certifciate IV in Responding to Organisational Complexity.

1. work with managers and team members as 4. manage self and supervise others in the appropriate to deal with situations where efficient use of complexity management complexity is present across a range of techniques at an organisational or operational organisational contexts level 2. provide guidance to managers and teams as 5. facilitate effective problem-solving techniques to the tools, methods and approaches that for effective risk management and decision may be used to deal with complex situations making in complex environments present in organisations 6. demonstrate effective leadership required in 3. take responsibility for own role as appropriate environments where complexity is present in applying complexity theories, approaches 7. facilitate an environment orientated to high and systems concepts to allocated tasks performance in the workplace

Prerequisites Entrants to the Certificate IV in Responding to Organisational Complexity are expected to: • have successfully completed an appropriate senior secondary certificate of education or its equivalent. This will demonstrate the participant’s capacity to achieve competency in this course.

• be able to use a personal computer, including basic word processing, spreadsheet and electronic communication platforms and internet search engines.

• possess high level language, literacy and numeracy levels – sufficient to interpret complex documents and prepare written reports.

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It is recommended that entrants into this qualification have recent exposure to complex organisational environments and possess at least some prior experience in the field of people and project/program management and/or working in or being aware of complexities that exist in organisations.

Possessing such attributes will contribute to successful completion of the course.

ICCPM is licensed as a Registered Training Organisation (RTO number 41394) under the Australian Skills Quality Authority (ASQA), which is an Australian government statutory body regulating nationally recognised training.

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EDUCATION

Price 2016 course Delivery

Course

Corporate Course

Public Course

Certificate IV in Responding to Organisational Complexity

$4,000.00

$5,000.00

Respond to Complexity in Project Environments $2,000.00 ROCCPE401 (must be completed prior to attendance on any other course)

$2,500.00

Manage Risk and Decision Making in Complex Environments ROCRSK401 and ROCDEC401

$1,000.00

$1,250.00

Lead Through Complexity ROCLEA401

$1,000.00

$1,250.00

Course fees must be paid in full prior to workshop attendance via credit card or bank transfer.

What’s included in the Course Course fees include: • • • • • •

face-to-face course delivery and ongoing learner support access to ICCPM’s online forum study guides course resources assessment certificates (only issued if you complete all assessments competently)

To Enrol To enrol on a public course visit our website (https://iccpm.com/content/accredited-courses) and complete the registration form for the location nearest you. We will then send you an enrolment form and student information handbook. Alternatively you can contact ICCPM on 02 6120 5110 and speak with one of the team about your training needs.

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ARTICLES

Leading Virtual Teams in Complex Projects

By Francis Norman Francis Norman is the founder of Ulfire consulting, a Perth, Western Australia based business specialising in the leadership of virtual teams.

Francis has over 30 years of experience in the delivery of large resources projects, holds a MSc in Project Management and is currently completing a PhD in management focussing on interpersonal communication in virtual teams.

Francis can be contacted at francis.norman@ulfire.com.au As our projects have become progressively larger and more complex, so too have the methods we employ to deliver them. However, while the physical and technological tools deployed to control and monitor our projects are capable of being standardised and expanded to accommodate this growing complexity, our abilities to scale our teams and achieve consistent outcomes from them have remained an ongoing challenge.

Modern projects routinely use multi-national and multi-cultural virtual teams as part of their structure, yet, many continue to manage these modern, complex teams using techniques developed during the early industrial era, techniques that are frequently more suited to manufacturing and co-location than distributed knowledge working, often resulting in miscommunication, conflict, waste and project overruns.

To try to better understand how the members of these complex modern teams communicate, I have spent the past 5 years pursuing a PhD researching interpersonal communications in virtual teams and, while my specific area of research has been in the delivery of engineering projects into the resources sector, many of my findings are clearly transferable to other sectors and industries.

As my research nears completion, with a target of late 2016 for my thesis, it is appropriate to share

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some of the findings, to hopefully enable those responsible for modern complex projects to consider how these findings may work in their projects.

Firstly, it is important to recognise that no two project virtual teams are the same, they all differ in terms of numbers of locations and degree of physical separation, extent of homogeneity of personnel, time zone and temporal barriers, access to technology, organisational and leadership maturity and cultural differences, plus, of course, the actual project deliverables and sector of the projects being undertaken.

As the number of locations increases, interfaces between personnel within the teams expand exponentially, adding substantial cognitive load to both the leadership structure and those tasked with delivering the technical work. As the time zone separation between locations increases, the demands for personnel to communicate using less synchronous, more textual media and, to communicate outside of core working hours, often late into the night or early in the morning, places a substantial strain on workplace relationships, relationships which may never have received the investment of time to ensure their strength when tested, but which are critical to the effective interaction between team members.

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ARTICLES

Virtual Team Leadership Leadership of virtual teams is often left to managers who have not had the training, support and experience to oversee work being performed simultaneously across multiple locations. These managers will often have been selected for these roles following careers where they were highly effective at delivering single centre projects.

However, without the necessary experience and support, they frequently struggle to adjust to the increased level of ambiguity present in a distributed work environment, they can become overly controlling, trying to micro manage every aspect of their project when, in reality, they need to adopt a more devolved form of leadership.

They must find ways of trusting and empowering their teams at each of the locations in their project structure to deliver their portion of the project using tools and techniques that are culturally and technologically appropriate to each office, with technical and quality oversight typically centrally provided to ensure the outcomes are as demanded by the project.

Culture, long seen by many as little more than national characteristics, is also changing in these virtual teams.

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With increased global mobility it is very common to find that each office, regardless of location, is staffed by personnel from many different countries and cultures, meaning that the most dominant culture for many virtual teams is the corporate and project one, not the regional and national. As such, the owners of these projects need to place a high focus on culture in their teams, a culture which is often established and modelled by the leadership of the business. This culture needs to be one that actively fosters and rewards open and collaborative interaction and sharing of information, where personnel are recognised and rewarded in culturally appropriate ways, for how they support one another toward the overall project outcomes, not one where locations are pitted against each other.

Professional camaraderie must replace any petty rivalries and turf wars. Disagreements in a virtual work environment often result in communication breakdowns and both active and passive resistance to sharing, which then result in unnecessary and unpleasant surprises for the leadership of the project as schedules slip, budgets escalate and, once achievable project benefits slip from grasp.

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ARTICLES

Relationships Matter Similarly, as leadership needs to become more devolved in modern virtual teams, recognition of the need to build robust, meaningful and lasting professional relationships between those who must communicate most frequently is increasing. The traditional, hierarchical, communication structure is being replaced by a more organic, peer to peer sharing network, a network where interface managers and team leaders communicate and share information continually between location, often working extremely long days to ensure things run smoothly. These individuals are the hidden glue binding the project together, yet are often hamstrung through corporate and project policies that limit their access to travel and some of the communication tools they really need to do their jobs effectively.

Virtual or distributed teams are very much the future of complex project delivery.

As our world becomes smaller and our projects increasingly complex, deploying a global workforce is often the only way for work to be delivered on time, yet, as we continue to embrace this new approach, we must recognise that these new structures need new leadership approaches, that the ways of the past will not work into the future.

Managing these new global project teams in the same way we have our former single centre teams will not work. Our modern projects need leaders with global mindsets, leaders who will empower and support their teams. The businesses owning these projects need practices and procedures that reward and enable their project teams to deliver without unnecessary internal constraint and, above all, they need personnel who relish and thrive in the challenging and rewarding, complex and dynamic environment these virtual teams represent and, who will actively work to build relationships and not barriers between offices.

Leaders of virtual teams “must find ways of trusting and empowering their teams at each of the locations in their project structure to deliver their portion of the project using tools and techniques that are culturally and technologically appropriate to each office, with technical and quality oversight typically centrally provided to ensure the outcomes are as demanded by the project.�

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ARTICLES

Do you have something to say about complexity, projects, programs, people, or research?

If you would like to be included in future editions of CONNECT, contact us with your suggestions and abstracts.

CONNECT is published quarterly in March, June, September and December.

Deadline for submissions is the 1st of each publishing month. admin@iccpm.com

You can view previous editions of CONNECT by visiting our Resources page

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ARTICLES

Book Review:

Human Resource Management in the ProjectOriented Organization: Towards a Viable System for Project Personnel

By Martina Huemann Published By Gower Publishing Review by Dr Erin Evans - Director of Education and Research ICCPM The centrality of people to complex project management and human resource management (HRM) to the success of any organisation establishes the importance for this new title by Professor Martina Huemann, Human Resource Management in the Project-Orientated Organization: Towards a Viable System for Project Personnel. Huemann highlights that a viable HRM system is supported by and supports the organisation’s strategy, structures and culture to ensure its sustainable development to any organisation, especially the project-orientated organisation.

The author seeks to understand changes to the HRM system in the context of the project-orientated organisation as a means to sustain human resource advantage. The passion and thoroughness of the author for the topic comes through the pages.

Huemann has worked and published in this field over many years. This title brings together and builds on thinking about the theory, as well as her work as a consultant interested in change and development processes.

This title; adapted from a formal research program, ensures that it has a rigorous theoretical basis of social system theory and systemic-constructivist research paradigm. Whilst the project practitioner may not readily read the details of this, it provides a solid foundation for the proposals put forward by Huemann. These details will be of interest to academics and students in the field.

Huemann provides a well-researched and clearly outlined history of the development of HRM, project management and the project-oriented organisation.

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This helps to broaden the view of the practitioner about the purpose of what is prioritised in the way that HRM and projects are managed and why. The view of HRM to provide strategic advantage for the organisation highlights the tension of economic and human/social value that is created. Whilst the former is often focused upon in organisations needing to prioritise adding value to shareholders, the human system must focus on the social wellbeing. In the long run, a balance must be found between economic and social orientation of the HRM system in an organisation to provide long term viability.

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ARTICLES

The conceptualisation of projects as temporary organisations carries with it a number of consequences that Huemann outlines.

The differentiation of the project based organisation and the project-oriented organisation is well argued, with the latter being a strategic choice and project management conceived as leadership rather than tools and controls.

Readers who follow concepts of complexity will recognise central themes that Huemann raises of the implications of projects as temporary organisations and the implications for HRM, organisational viability and alignment. A more networked understanding of the HRM system is central to Huemann’s proposal, where the HRM is carried out beyond the line manager. Further she argues that the projectoriented organisation accelerates the devolution of HRM from the HR department to line managers and beyond.

The presence of viability in the title and discussion of networks and decentralisation of decisions and functions needing to be carried out in the

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organisation suggests that Beer’s Viable System Model (VSM) may have been used in the development of ideas and proposals that are presented, however this does not appear to be the case. The VSM is a model that is specifically designed to deliver organisational design based on function rather than title and hence deals with decentralisation of roles across organisations.

Some of Beer’s concepts may help to support some of the mechanisms and advantages that Huemann seeks to achieve with her model.

Huemann provides a well-developed thesis on the project-orientated organisation and the HRM considerations. The areas for further research are issues that pique interest as they highlight the kinds of challenges that project personnel face such as working in partnering arrangements and need for alignment as well as understanding of the career path and intrinsic motivations for project managers for this to be a fulfilling career.

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ARTICLES

The Importance of Language

By Deborah Hein Managing Director and CEO ICCPM Deborah Hein is passionate about advancing complexity practice in organisations and regularly presents at conferences, facilitates workshops, training courses and forums and attends network events.

There are now more people than ever contributing globally to discussions about complexity, systems thinking and complex projects. This is fantastic and absolutely what we have been hoping for since ICCPM was established back in 2007.

That said, it does concern me that more and more frequently I am reading books, articles, blogs, tweets and advertising for services that use the terms “complex” and ‘simplicity’ or ‘simplify’ together. There appears to be a great deal of discussion about making the complex simple or trying to simplify something that is complex.

Let’s take a look at something that is complex because it has multiple stakeholders. It is not complex just because it has multiple stakeholders. It is complex because with multiple stakeholders you will almost certainly have misalignment of goals, misunderstood messages, multiple agendas, cross purposes for involvement, multiple personalities, inequity of funding, power and/or control, multiple masters, politics, cross jurisdictional legislation or regulation, multiple values and mixed governance structures just to name a few of the things that can make it complex.

So logically the only way we can reduce or simplify this type of complexity is to reduce the number of stakeholders to one, or may be two. If we can’t reduce the number of stakeholders, we are really applying a range of strategies that are equally as sophisticated as the problem we are trying to solve

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(Ashby’s Law of Requisite Variety) to manage the stakeholder complexity that we are faced with.

If we apply appropriate strategies it may appear as if we have removed, reduced or simplified the complexity, we have not, what we are doing is managing the complexity well. If we stop managing it because we think we have reduced, removed or simplified it, it will re-emerge bigger and more destructive than it was in the first place. If you have 20 stakeholders to start with and 20 stakeholders at the end your level of complexity related to stakeholders remains the same from start to finish.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ARTICLES

That is not true of technical complexity.

Paraphrasing Remington and Pollack (2008) in Tools for Complex Projects - one of my favourite texts on the subject - technically complex projects have design characteristics or technical aspects that are unknown or untried. There are no precedents on which the team can rely although there might be aspects of other projects that can be used to inform decision making.

There are many risks associated with technically complex projects. There is a real possibility in some technically complex projects that a solution will not be found and the product or service cannot be delivered at all.

The aim of this type of project is generally to solve the technical issues early in the project so that implementing the project becomes a straight forward exercise. When the complexity only comes from finding a technical solution it is possible to reduce the number of technical issues that remain unresolved or unsolved by the application of unlimited resources the team will find the smartest people to solve the most technical problem, it may just take more time.

In this instance you may begin the project with 100 technical issues to solve and at the end have reduced that number hopefully to zero, you could - with good stakeholder management strategies have all your stakeholders agree that the technical issues are in fact solved. It would still not be correct to say that you have simplified the complexity, it would be correct to say you had reduced it.

This is where cutting edge technology breakthroughs come from. This is also where organisations are much better at deciding the point to stop investing as the solution space is able to be reduced gradually as are the resources required.

What I am hoping to demonstrate in this piece is that language is very important when we are working in complex projects and programs. In fact language is important when working in any context that has any degree of complexity.

Other articles that might be of interest: • Shared language • Creating understanding - finding shared meaning

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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ACADEMIC IN RESIDENCE

ICCPM ACADEMIC-IN-RESIDENCE ICCPM Keynotes at International Conferences

In May 2016, Prof. Stephane Tywoniak (ICCPM Academic in Residence) delivered keynote addresses at two international academic conferences on the topic of complex project management: 1. PROLOG 2016: International Conference on Projects and Logistics, hosted by Universiapolis (International University of Agadir, Morocco) and organised by Université de Lorraine (Metz, France) (5-6 May) 2. ACFAS 2016: Association Francophone pour le Savoir, hosted

by University of Quebec in Montreal (UQAM, Canada) (9 May)

The keynotes were the opportunity to engage with an international - largely francophone (french speaking) - audience about the issues and challenges associated with the management of complex projects and showcase the work of ICCPM in industry engagement, education, and research. Complex project management is now an established field of research and practice and globally there is a growing interest about the topic.

The audience in Agadir comprised practitioners and academics and the Q&A session was an opportunity to exchange about the leadership challenges faced by project practitioners in complex environments: how to maintain the balance between delivering outcomes and benefits for stakeholders, and at the same time continually adapting the project to the emerging changes of the environment? In other words: “how to become comfortable with” the discomfort of contemplating simultaneously multiple (and sometimes conflicting) world views?

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The Montreal conference was academic only, and the focus was on research and education.

Of particular interest for the participants on the day were the ways in which complex project management brings together multi-disciplinary insights that transcend the traditional reductionist models of project management, and also the ICCPM Competency Standard and how to engage in a process of reflective learning with practitioners and assist executives in developing their mastery of the standard’s “Special Attributes”.

Prof. Tywoniak wishes to thank the organizers of both events (for PROLOG: Dr Smail Benzidia and Dr Omar Bentahar at Université de Lorraine – for ACFAS: Dr Bruno Urli at Université du Québec à Rimouski) for their invitations and gracious facilitation.

View Prof. Tywoniak’s presentation: Complexity and project management - from first-order to second-order complexity at: https://iccpm.com/sites/default/files/ kcfinder/files/Resources/tywoniak_ secondordercomplexity_may2016.pdf

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ACADEMIC IN IN ACADEMIC RESIDENCE RESIDENCE

Prof. Stephane Tywaniak Keynote at the PROLOG 2016 Conference 5 - 6 May

The role of ICCPM Academic-in-Residence is to act as the single point of contact for academics worldwide wishing to engage with ICCPM on research.

Prof Tywoniak will have a significant role in fostering collaborative relationships with the academic community, and provide updates on progress and issues to ICCPM Partners and Members on a regular basis.

Prof. Stephane Tywoniak can be contacted via email at academic@iccpm.com

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 25

ICCPM NETWORK

ICCPM FELLOW PROFILE Chris Jenkins country Director and Chief Executive Officer for Thales Australia & New Zealand Chris is a defence industry leader, a passionate believer in local skills, and a strong advocate for Australian engineering, technology, design and manufacturing.

Focusing on delivering performance advantages for major defence and infrastructure customers, he has played a crucial role in transforming the company from five separate businesses into one of Australia’s largest suppliers and exporters of mission critical products and services.

Chris has held senior roles in Thales locally and internationally for over 19 years. He was appointed as Thales Australia CEO in January 2008, following the company’s 100% acquisition of the Australian Defence Industries (ADI) joint venture in 2006. This followed two years as Vice President Operations, and before that three years as CEO of a Thales consortium in the Netherlands, delivering that country’s national public transport smartcard program.

Prior to this, Chris was Managing Director of Thales Underwater Systems in Australia from 1999 to 2003.

He previously held senior marketing, sales and project director roles in the business, and was also a key player in its creation as a Thales/GEC joint venture in 1996.

Chris started in the defence industry as a mechanical engineer with Racal in 1981, Plessey in 1983, and then GEC Marconi in 1990, heading up its Underwater Systems business in Australia.

Chris is currently a board member for the International Centre for Complex Project Management and Chairman of the AIG Defence Council. He is also President of the AIG NSW Executive and member of the AIG National Executive.

Chris has previously contributed as a member of the Defence Portfolio Ministerial Advisory Council, the DSTO Advisory Board and was recently appointed to the Transport and Construction Expert Advisory Group for the Victorian Government’s Future Industries Fund.

(Source: Thales) “Having been involved in Defence and Civil projects over 35 years both as an engineer and project/business manager, I’ve seen the significant effects of complexity impacting the efficiency of the path to achieving the outcomes desired by stakeholders.

As an engineer I often saw the non-technical aspects of complex projects being key drivers more than the technical. Having worked in a variety of project stakeholder environments and seeing the contrasts of cooperative, constructive environments compared with traditional less interactive environments, to understand these are not unique experiences and to share in the knowledge base that ICCPM brings together has been tremendously worthwhile. The wide variety of project experiences embodied in the work of ICCPM and the advantage this knowledge brings to the management of complex projects is a capability which all organisations should recognise.”

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM NETWORK

ICCPM FELLOW PROFILE Jeff Worley (Founding Fellow) - USA Jeff Worley retired from The Boeing Company in 2012 as Executive Vice President of Boeing Defense, Space and Security, a $36B/year business, after 36 years of service for both Rockwell International and The Boeing Company.

In his role prior to retirement he had responsibility for day-to-day business execution, growth and productivity initiatives. In collaboration with each business unit, Jeff focused on business unit execution, merger and acquisition strategy, global business initiatives and key growth campaigns including market based affordability, non-advocate reviews, leadership development, talent and knowledge management, business analysis and productivity initiatives.

Previously, Jeff was Vice President and Managing Director Boeing Defense Australia (BDA) where he was responsible for integrating Boeing operations in Australia and strategically focusing the efforts of BDA to meet customer enduring needs. Prior to that assignment, he was Vice President and Chief Operating Officer for Boeing’s Combat Systems business unit. In this position, he had responsibilities for all aspects of Combat Systems program management, internal program execution and operations across all Boeing sites and industry partners.

Prior to that Jeff was Senior Program Director for the $21B United States Army recapitalisation program Future Combat Systems. In this position he led daily execution, business management, and the integration of business systems across multiple Boeing sites and subcontractor locations. Jeff also served as proposal manager and chief negotiator during competition for program award from the United States Army.

Prior to his Future Combat Systems assignment Jeff was Boeing Space Systems financial controller and also served as Senior Director and Associate Program Manager for the $100B United States International Space Station program during the engineering, manufacture and on orbit assembly/ activation phase for this world wide scientific asset.

Jeff was also Associate Program Manager for the Space Shuttle Main Engines, Space Shuttle Orbitor and led significant teams during the “Return to Flight” program for the Space Shuttle System after the Challenger accident. Other programs Worley has held executive positions include the Boeing 747, 757 and 767 commercial airplane programs, B1B strategic bomber and MX missile programs.

Jeff holds a Bachelor of Science degree in Business Administration from the University of Phoenix and an executive certificate in Executive and Operations Management from Stanford University.

“Being an ICCPM Fellow is a great honor due to the community of colleagues with which you share a common set of experiences, knowledge and accomplishments. It represents a position of stature having lived the experiences of managing large, complicated, intricate programs encompassing political and global environments. It allows for the dissemination of a lifetime of lessons learned, both failures and accomplishments, to help current and future program managers find the path to highly successful program execution and creating the world’s most successful customers. Being associated with ICCPM and its Fellows means being a member of a fraternity that represents the most experienced and knowledgeable executives and program managers from around the world.”

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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ICCPM NETWORK

AROUND THE NETWORK Michael Washer has forty years of professional experience, with more than 25 years in international project management. Michael is currently engaged as a special advisor to Canada’s Department of Defence in regard to risk management of complex projects.

Michael’s initial career was as a nuclear submarine officer in the British Royal Navy and is sea command qualified. Michael was awarded a Falklands Campaign medal. He emigrated from the UK to Canada taking up second career in project leadership and management where he had early success in leading the construction of Canada’s Undersea Surveillance Centre in Halifax Nova Scotia; going from concept to operational status in three years; including the building’s complex construction, equipping and staffing.

Subsequent engagements in both a consultant and leadership capacity within over twenty Canadian federal government departments in addition to engagements within the provincial government and private sector.

Project leadership for a Canadian G8 initiative to eliminate Russia’s retired nuclear submarine flotilla. This highly risky program involved the recovery of nuclear fuel and radiological wastes from 18 retired nuclear submarines thence their dismantling and disposal. Leadership and initiative taken in transporting some of the nuclear submarines as dry deck cargo to eliminate risks their towing presented.

Michael has been twice elected as chairman of the International Atomic Energy Agency (IAEA) Contact Expert group and he has been Canada’s representative at the European Bank for Reconstruction & Development in regard to the Northern Development Environmental Partnership Fund.

Recent engagements include Project Executive for Canadian Governments web renewal initiative and leadership of a Royal Canadian Mounted Police initiative to secure Canada’s borders using new technology.

Michael has siblings in both the UK and Australia. His sons work in Canada and Kenya. Michael holds a MBA from the University of Ottawa along with being certified PMP, PRINCE2 and ITIL.

BENEFITS OF MEMBERSHIP • Member events

• Monthly Member Bulletin

• Access to the Digital Gateway

• Early notification of ICCPM events

• Networking opportunities

• Discounts on ICCPM courses and events

• Access to the online Member Forum to interact with other members • Gower 25% discount on specialist business and managment books and resources

• Access to research, communications and information reserved for ICCPM members • Opportunity to contribute to the ICCPM eBook series • Access to free books (in exchange for a book review)

• Opportunity to contribute to ICCPM sponsored research

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM NETWORK

AROUND THE NETWORK Mark Remmers has over 41 years in the Defence Industry with 31 years as a Naval warfare officer, specialising in surface warfare, overlapping with more than 20 years experience, in uniform and as a public servant, in the management of Defence acquisition and sustainment programs.

As a Project Director he managed the development of the fire control system for the Active Missile Decoy (Nulka) – the project was used by the Defence Science and Technology Organization (DSTO) to establish the Australian Standard in Verification and Validation. As the Program Director for AIR 9000 Multi Role Helicopter (MRH) he managed the acquisition of 46 helicopters for Army and Navy as well as one of the first performance based sustainment contracts in the Defence Materiel Organisation.

He managed the on-time achievement of MRH in-service date as well as negotiating the contract for MRH full flight and mission simulators. With program contracts valued in excess of $4.1B this prompted his interest in complexity especially the interface between acquisition and sustainment.

Completing a Masters in Business Administration degree in Complex Project Management Mark was asked to manage a Government project of concern - JP2070 Light Weight Torpedo (Djimindi) and represent Australia in the torpedo’s international user’s forum. He then completed over three years as the Director Navy Guided Weapons System Program Office which included overseeing Djimindi’s successful introduction into service.

Mark has a keen interest in the interface and overlap between project delivery and the transfer to sustainment and the application of performance based asset management in a Defence environment.

In 2015 Mark completed a Naval reserve posting in the Capability Development Group as Operations Requirement Manager for SEA5000 Future Frigate and continues his work in the Capability Acquisition and Sustainment Group in the Future Submarine Program.

Mark is a Fellow of the Australian Association of Procurement and Contract Management and a member of the Australian Institute of Project Managers as a Certified Practicing Project Director.

MEMBERSHIP Welcome to our new members: Kerry Jones Dept of Defence, Australia

Rebecca Booth Dept of Defence, Australia

Jurgen Oschadleus Act Knowledge, Australia

Chhiu Se Kaing Azriel Group Pty Ltd, Australia

Gopi Nath Telstra, Australia

Ian Thompson Thompson GCS, Australia

Francis Norman Ulfire Pty Ltd, Australia

Philip Tammen Dept of Defence, Australia

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 29

ICCPM NETWORK

AROUND THE NETWORK Robert McNeil Rob McNeil is a Project Manager for BAE Systems Australia’s Defence Aeroskills Training Academy in Wagga Wagga, New South Wales. He leads a team that is preparing the next generation of aircraft technicians for the Australian Defence Force.

With a career spanning 40 years in the ADF and defence industry, Rob has experienced and managed a range of complex projects. His career started at the age of 16 as a Junior Recruit in the Royal Australian Navy.

He spent 20 years in the Navy in various roles and on overseas deployments, including in the Persian Gulf during the first gulf war on board HMAS Adelaide.

Since moving into the defence industry, Rob has managed various projects including: the roll out of computer-aided maintenance systems for the Navy, providing in-depth maintenance support for the Seahawk helicopter fleet and introducing the MRH90 helicopters to defence.

Rob believes one of the more perplexing aspects of managing complexity in a project environment is the ability to know when to allow some aspects of the project to evolve and when to intervene. He is passionate about diversity in the workplace and enjoys drawing from the different views within his team to manage complexity and achieve the best outcome.

Rob holds a Diploma of Engineering in Aircraft Maintenance and a Diploma of Project Management.

He recently completed a Certificate IV in Training and Assessment and ICCPM’s Complexity Awareness Program that was a pilot for what is now the Certificate IV in Responding to Organisational Complexity.

How to join ICCPM Visit iccpm.com/register and follow the links to register as either an Individual Member (open to everyone) or a Partner Employee (open to employees of our partners).

If you are a Partner Employee and need your Corporate Code please contact us.

We will be profiling members of the ICCPM network in each issue of the CONNECT magazine; if you would like to appear or suggest someone for a profile in a future edition please get in touch.

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

Business Connect

Leadership Development Canberra Series

The QUT Graduate School of Business specialises in real-world education programs designed to transform individuals and ignite organisational performance in complex business environments.

This is achieved through a focus on the development of enhanced leadership and multidisciplinary decision-making skills.

QUT Business Connect is your gateway to QUT’s thoughtleadership in education and research in the real worlds of business and government.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 31

https://www.qut.edu.au/study/short-courses-and-professional-development/short-courses/ business-connect-leadership-development-canberra

CRICOS No. 00213J

LINKS & EVENTS

CALENDAR 18 - 21 July 2016 INCOSE International Symposium Edinburgh, Scotland

23 August 2016 Auckland Roundtable, New Zealand

22 July 2016 Sydney Roundtable, Australia

15 September 2016 Washington DC Roundtable, USA

25 - 26 July 2016 IACCM Australasia Conference Sydney, Australia

21 September 2016 London Roundtable, UK

28 July 2016 Canberra Roundtable, Australia 4 August 2016 Perth Rountable, Australia 18 August 2016 Melbourne Roundtable, Australia

16 - 19 October 2016 AIPM National Conference Sydney, Australia 24 - 26 October 2016 IACCM Americas Conference San Diego, Canada

FOOD FOR THOUGHT The Biscuit Factory Story An interviewer was talking to a female production-line worker in a biscuit factory. The dialogue went like this: Interviewer: How long have you worked here?

Production Lady: Since I left school (probably about 15 years).

Interviewer: What do you do?

Production Lady: I take packets of biscuits off the conveyor belt and put them into cardboard boxes.

Interviewer: Have you always done the same job?

Production Lady: Yes. Interviewer: Do you enjoy it?

Production Lady: Oooh Yes, it’s great, everyone is so nice and friendly, we have a good laugh.

Interviewer (with a hint of disbelief): Really? Don’t you find it a bit boring?

Production Lady: Oh no, sometimes they change the biscuits...

This simple narrative reminds us to be mindful about making assumptions, other people’s perspectives, individual needs and motivations. We don’t all share the same needs and ambitions; as sources of motivation and happiness vary widely between people.

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

LINKS & EVENTS

The Future of Learning Isn’t About “Knowing” Leading In Context Linda Fisher Thornton

10 Ways to Have a Better Conversation TED Talk Celeste Headlee

The Unexpected Benefit of Celebrating Failure TED Talk Astro Teller

Workplace Positivity?

What’s the Right Amount? And Why? Positive Pyschology News Donna Hemmert

The Best Leaders Lead By Example Psychology Today Victor Lipman

The Case for Optimism on Climate Change TED Talk Al Gore

What Google Learned From Its Quest to Build the Perfect Team Charles Duhigg

Every Leader is a “Work in Progress” (Yes, Even You) Leading In Context Linda Fisher Thornton

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ICCPM CONNECT | 33

RiskIQ helps leaders create truly resilient and dynamic organisations through applied systems thinking

RISKIQ – PERFORMANCE IN COMPLEXITY www.riskiq.com.au info@riskiq.com.au +61 7 3325 4110 RiskIQ is an Australian based international consultancy that enables leaders and their organisations to flourish in the face of complexity and uncertainty.

In the September edition...

• International Roundtable Series • Academic-in-Residence • Articles • Book Reviews • Fellows Profile • Member Profiles and much more!

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

PARTNERS

ICCPM also recognises the support of the following organisations: AIPM APM APM Group ARPI CSIRO DAU Gower Publishing University of Hull

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

Hudson IACCM IPMA MinterEllison The PM Channel SEGroup SKEMA

ICCPM CONNECT | 35

Keep connected to ICCPM through iccpm.com, find us on Twitter (@ICCPM) and participate in the LinkedIn discussion group.