Successful change - good culture and governance matter: speakers and sessions announced
Posted by Finlay on 18th Oct 2016
The Governance SIG will hold its second autumn conference on Thursday 6th October 2016 at the Holiday Inn Regents Park, London. The conference will build on the success of our first conference, by addressing the theme ‘Successful Change – Good Culture and Governance Matter’.
We are excited to announce the programme for the day (please click on specific speaker name or session title for more information):
|9:00||Registration, refresments and networking|
|9:30||Chair||Chair's welcome and introduction to Directing Agile Change|
|10:00||Ivor Bennett||Presentation 1.1: Managing Change in a multi-national, multi-market environment|
|10:00||Iain Murdoch||Presentation 1.2: Culture and change within the oil and gas industry|
|10:40||Joanne Bradshaw||Presentation 2.1: The challenges of blending waterfall and agile cultures and governance processes in transformation projects|
|10:40||Boris Lucic||Presentation 2.2: Keeping collaborative delivery arrangements in focus and on course…a case of LBSR|
|11:35||Tanya Durlen||Presentation 3.1: TfL Surface Transport Governance Journey|
|11:35||Danny Trup||Presentation 3.2: Project sponsorship|
Presentation 4.1: Crossrail’s approach to creating a world class mindset
|14:10||Richard Palczynski||Interactive workshop 1 - based on Richard's session at 13:30|
|14:10||Adrian Pyne||Interactive workshop 2 - based on Adrian's session at 13:30|
|Close, refreshments and networking|
Melanie Franklin, international author, speaker and change consultant - Agile Change Ltd.
Melanie Franklin has been responsible for the successful delivery of effective change and for creating environments that support transformational change for over twenty years. She has an impressive pedigree formed through academic research and practical consulting and is acknowledged as a thought leader in Change Management. She is the Co-Chair of the Change Management Institute UK and is a respected author of text books and articles on change, project and programme management. She is currently overseeing two major transformations, one impacting 34.000 staff and another that has impacted 5,000 staff across 29 countries.
Melanie is a talented communicator and has a reputation for delivering complex information with humour and passion. She draws on her wealth of practical experience to illustrate concepts and to engage her audience in lively debates on advantages and disadvantages of each approach that she outlines. (back to top)
Session: Practical Steps for creating an effective change culture.
Practical steps for creating an effective change culture where everyone sees change as part of their responsibility. (back to top)
Richard Palczynski, Head of Programme Controls, Crossrail
Richard joined Crossrail in June 2015 as Director of Programme Controls. In his role he is accountable for ensuring visibility and accuracy of programme performance data, and providing the Executive Leadership with the information they need in order to manage the programme and maintain their focus in the right areas. His move to Crossrail is a return to hands-on programme management after having spent the previous 6 years in the corporate world helping to run, grow and evolve companies such as Parsons Brinckerhoff, Balfour Beatty and most recently, Mace, where he was the Director of Programme Management for their Major Programmes and Infrastructure division.
Throughout his career, Richard has collected a broad range of major programme experience across infrastructure projects such as the Fyled Coast Waste Water Programme, Jubilee Line Extension, Channel Tunnel Rail Link, West Coast Route Modernisation Programme and now Crossrail. With employers such as Bechtel, PB, Balfours and Mace, he has a portfolio of different roles under his belt from design and construction management, commercial and project management to six sigma and project controls to name a few.
He is a Fellow with the Institution of Civil Engineers, the Association for Project Management as well as the Guild of Project Controls. He’s also a Supervising Civil Engineer, very keen skier, loves triathlon, cycling and running. (back to top)
Session: Crossrail’s approach to creating a world class mindset (back to top)
Tanya Durlen, Head of Portfolio and Benefits Realisation, Surface Transport Strategy, Transport for London
Tanya heads up the Portfolio and Benefits Realisation function in TfL’s Surface Transport.
She has worked for TfL for ten years, including as a Head of Business Change and Surface corporate PMO Manager.
Prior to that she worked as a management consultant in Logica CMG for five years, and in various senior roles in BT for ten years.
Over the last 10 years, she has been championing strategic approach to portfolio management and benefits management, in TfL and externally, contributing to a number of APM thought leadership papers. Over the last three years, she has done a lot of work on developing TfL Surface Transport’s corporate and investment governance. (back to top)
Session: TfL Surface Transport Governance Journey
An account of the journey to evolve investment governance in TfL’s Surface Transport - ensuring that the organisation can make informed decisions, deliver its strategic priorities in a cost effective way and deliver beneficial outcomes to London. (back to top)
Boris Lucic, Programme Engineering Manager, Network Rail
Boris’s career spans 20 years of infrastructure projects, ranging from small renewals schemes to major multidisciplinary railway projects in London. A highly experienced programme and project management professional, EMBA graduate and a Chartered Civil Engineer, Boris has a wide range of professional competences. His career comprises management of design, construction and commissioning of infrastructure including civil engineering structures, railway systems and track, architectural and M&E works.
As well as having a strong record of delivering projects, extensive experience in railway and construction industries and a deep understanding of a great range of engineering principles Boris has robust grounding in finance, business strategy, procurement and law. In his current role, Boris is leading the engineering team for all the station and civil engineering works on Thameslink.
Session: Keeping collaborative delivery arrangements in focus and on course…a case of LBSR (back to top)
Adrian Pyne, Provek
Adrian is a consultant who’s practice for more than 20 years was the delivery or rescue of Change programmes, and the design, build, operation of portfolio, programme and project management capability, e.g. as Head of Customer projects for Cable & Wireless. Starting in telecoms he has worked in commercial and public sectors: e.g. energy and other technologies, finance, central & local government, diversity, retail and mining.
In recent years much of his practice has focused on developing Agile organisational landscapes in which programmes and projects can thrive and not merely survive.
He is a visiting lecturer at Nottingham & Kingston University Business Schools. He has contributed to many best practice publications and written papers.
Adrian has been a long time contributor to the APM, currently a member of its Audit Committee. He is a frequent speaker, in the UK and internationally, and as he says, "a right little blogger". Adrian is RPP certified and an RPP Assessor. (back to top)
Session title: No project is an island - the Agile Governance of projects - process and culture
John Donne, 16th century poet wrote that: "No man is an island, entire of itself; every man is a piece of the continent."
Projects are not islands. All projects (programmes and portfolios) exist in an organisational landscape, which governs them, and helps or hinders them. Rising use of Agility demands that the governance of projects also be Agile, supporting rapid delivery.
In this session Adrian will outline the project landscape, and show how Agile (project) Governance is an adaptation of traditional approaches, both process and behaviours.
He will outline the conditions for success for the Governance of Agile, non-Agile and hybrid projects.
Finally, he will outline how to build Agile Governance, integrating it with operational and corporate governance.
This session will align with the new APM guide: Directing Agile Change, of which Adrian is a co-author. (back to top)
Joanne Bradshaw, Department for Work & Pensions (DWP)
Joanne is a Senior Civil Servant in the Department for Work & Pensions and is currently the Programme Director for the Fraud, Error & Debt Programme. The FED Programme is included within the Government’s Major Projects Portfolio, and includes a number of technology, digital and business transformation projects. Joanne is also the Head of the DWP Project Delivery Profession and leads the department’s Digital Academy.
Before joining DWP, Joanne worked in the Home Office leading the delivery of shared service, civil registration and immigration transformation projects. Earlier in her career she held a number of operational roles in the UK Immigration Service both in the UK and overseas. Joanne holds an MSc in Project and Programme Management and is a graduate of the Major Projects Leadership Academy.
Twitter - @jobrad1 (back to top)
Session: The challenges of blending waterfall and agile cultures and governance processes in transformation projects (back to top)
Ivor Bennett, BMT-HQS
Ivor Bennett served as a Weapon Engineer Officer in the Royal Navy before joining BMT Defence Services in 1991 as a Combat Systems Engineer. He has provided systems engineering, programme management and business improvement support to a wide variety of clients within the MoD, industry and overseas. Within BMT, he became Head of Programme Management and then founding Managing Director of BMT Sigma from 2003 - 2007. He was elected to the Council of the Defence Manufacturers’ Association in 2005 and completed a Master’s in Defence Administration in 2006, winning prizes for Best Student and Best Dissertation. From 2007 he has provided PM advice to the Future Submarines Programme, including a continuing role in the formation of the Integrated Programme Management Team (IPMT) and the development of collaborative working among MOD, BAE Systems, Rolls-Royce and Babcock.
His change management experience is currently being used to good effect in BMT’s internal reorganisation, for which he is Deputy Programme Manager. He joined the Council of the Management Consultancies Association in 2015 and is a strong supporter of the ‘Consulting Excellence’ Programme. (back to top)
Session title: Managing Change in a multi-national, multi-market environment
BMT is a leading international design, engineering, science and programme management consultancy with a reputation for excellence. They are driven by a belief that things can always be better, safer, faster and more efficient. Some years ago, BMT began a programme of alignment between its diverse operating companies. As a multi-national, multi-market group with over twenty operating companies worldwide there has always been a balance to be maintained between the ‘1 BMT’ culture of collaboration and the customer focus and specialisation of individual companies. Last year BMT entered the next phase of this programme, aiming to build on the collaborative culture to better serve its customers and staff in a changing market.
This talk will outline the way in which this programme was undertaken in a multinational, multi-market group while maintaining staff interests and corporate culture as key strengths. Ivor will look at the importance of a structured approach ensuring effective programme governance while enabling the regional and market variations which allow the group to continue to provide excellent service to its varied client base and to promote the interests of its staff. (back to top)
Danny Trup, Project Sponsor (West), Tideway
Danny Trup is a Project Sponsor for the Thames Tideway Project. He is a MAPM and a Registered Project Professional.
With over 28 years delivering key infrastructure predominately in London and in a client role, Danny will share with us his practical knowledge of sponsoring change, linking to key attributes of the APM BoK. (back to top)
Session: Project sponsorship
Danny will share with us his practical knowledge of sponsoring change, linking to key attributes of the APM BoK. (back to top)
Iain Murdoch, Project Engineer, Shell
Iain joined Shell Projects and Technology in 2013 following various engineering, project and operational roles with FKI Engineering, BP Exploration & Production and TAQA Energy. Iain is currently responsible for delivery of an offshore gas platform, (L13-FI monotower) including engineering, procurement, fabrication and transport & installation. The roles have included managing small – and mid-sized projects in upstream and midstream oil & gas assets for onshore and offshore production locations in the Dutch, UK and Norwegian sectors of the North Sea. These included manned and unmanned facilities.
Over a 14 year international career, he has lived and worked in various locations including: UK, USA, Netherlands, Norway and Czech Republic,
Iain holds an MEng degree in Electrical and Electronic Engineering from Loughborough University and is a Chartered Engineer. He is currently completing an Executive MBA at Rotterdam School of Management (Erasmus University)
Iain also held a number of governance positions within the Institution of Engineering and Technology (The IET) including Chairman of the Europe, Middle East & Africa Communities Committee (EMEA), Chairman of the Benelux Local Network, Schools Liaison Officer, Member of the IET Council, and member of the Communities Resourcing Committee.
He is a member of several professional engineering institutions; The Institution of Engineering & Technology (The IET), Energy Institute (EI) Society of Petroleum Engineering (SPE) and Association of Project Management (APM).
Iain is an International Professional Registration Advisor (IPRA), Assessor and Mentor with the IET, supporting student and experienced professionals pursuing Chartered Engineer, Incorporated Engineer and Engineering Technician status with the Engineering Council. (back to top)
Session: Culture and change within the oil and gas industry. (back to top)
Share this page
Good governance is about how people behave. These behaviours need to be set from the top.