Seminars

During the day we will be holding five interactive seminars, these will look in more detail at a number of key themes and subjects.

SEMINAR SESSIONS

Seminar A

'An Introduction to Agile Project Management'
Chair: Keith Richards, Director, DSDM Consortium
Presented by Peter Measey, Director and Co-Founder RADTAC





Seminar Abstract

Agile methods have delivered succes throughout the private sector since the 1990s, and are now the de-facto method for managing project deliveries worldwide. The case for Agile is proven.

However, the preception is that Agile hasn't permated public sector thinking... yet!

The presentation will identify why and how privte companies worldwide have embraced Agile Project Management and Delivery, and discuss how public sector organisations can follow this lead - and achieve the benefits of speed, quality and control that Agile can deliver. The presentation will provide an overview of Agile concepts, origins and futures, and provides opportunities to question Agile experts.

Peter Measey is a Director and Co-founder or RADTAC, with 25 years experience in the Public and Private Sectors as a Certified Prince2 Project and Programme Manager, Consultant, Facilitator, Trainer and Coach.
Peter has over 10 year's Agile Experience and has managed the implementation of some of the largest Agile transformations in the world. He is a Certified ScrumMaster, Certified DSDM Atern Trainer, APLN Certified Afile Practitioner, RUP/AUP, Agile Coach, Programme/Project Manager, Prince2 Practitioner, with complementary skillls in PMBok, CMMi, etc

RADTAC Services include Consulting, Training and Delivery Skills, to rpovide 'Everythin Agile'.

www.radtac.co.uk

Seminar B

Chaired by Alan Summerfield, Chairman, Aspire Europe Ltd



Alan Summerfield is a Programme Director with 15 years experience of best practice. He has APMG Registered Consultant status in Risk Management, Programme and Project Management, Change Management and MSP, and is a Trainer in MSP and Change Management.

Alan joined Aspire Europe Ltd as Chairman three years ago after a long career with the BBC, where he held a range of senior management roles and was Programme Director for a number of major change initiatives, latterly using MSP.

Alan is a member of the Examination Panel for the new Programme and Project Sponsorship qualification which has been developed specifically for Senior Responsible Owners and Sponsors or Executives of programmes and projects.

Session 1

Principles of Change and Programme Management
Rod Snowden, OGC P3M3 Lead Author




Rod Sowden is the founder of Aspire Europe Ltd and have recently been the lead author for the Office of Government Commerce, leading the authoring teams for the 2007 release of Managing Successful Programmes and the 2008 version of the Portfolio, Programme and Project Management Maturity Model (P3M3), a product that has generated more interest in the first three months than the previous version produced in three years.

Rod will be using the session to introduce P3M3, outline it’s critical role in enabling organisations to understand their strengths and weaknesses from recent case studies. This enables organisations to target their investment in the areas that will deliver the maximum dividend from their investment in programme and project management consultancy and training.

Session 2

Leading the Drive for Efficiency in Local Government through Training
Anita Tadayon, Programme Manager, LIFT, South West Regional Improvement and Efficiency Partnership (RIEP)

Anita Tadayon is a Programme Manager and business executive with over 15 years experience managing projects and programmes for blue-chip companies, start-ups, and more recently, LIFT SW Regional Improvement and Efficiency Partnership (RIEP).

Anita is a scientist by background, with distinctions from Kings College London and London Business School.  Her experience spans a diverse range of industries from consumer businesses to Oil and Gas, Cosmetics, Chemicals and Pharmaceuticals….and even includes starting a business trading bulk and specialty chemicals around the world.

Seminar C

The Benefit Realisation Management Journey
Gerald Bradley, Chairman, Sigma



Seminar Abstract

Benefit Realisation Management addresses many of the common pitfalls, including:

• where benefits are sought after a solution has been determined, instead of determining the desired benefits and then identifying the required solution
• removing claimed benefits from budgets and headcount before the benefits have genuinely been realised
• placing undue emphasis on financials which increases the risk of not achieving the genuine financial outcomes

This session will consider some critical success factors and hazards to be avoided and describe tools to make the journey secure, reliable and effective, drawing on sigma experiences from within central and local Government.

     

Gerald Bradley has over 30 years’ experience working with Senior Management from major national and international organisations maximising value generation from investment in change. Over the past 21 years he has pioneered and evolved much of the current thinking on Benefit Realisation Management, influencing both academia and industry, and is now regarded as one of the leading experts in the field. His book Benefit Realisation Management, published by Gower in June 2006, was the first on this important subject.

Specific assignments have involved:

·       Working with Boards and Top Teams to facilitate the development of visions and strategies for organisations, and the subsequent development of portfolios of prioritised benefit-driven change projects. This was achieved by applying the techniques of Benefit Realisation Management in structured stakeholder workshops.

·       Overseeing the application of Benefit Realisation Management to the Government’s ID Cards Programme, facilitating benefit workshops with many of the 26 stakeholder groups leading to the creation of Benefit Dependency Maps for each group. The maps display the paths to the achievement of the desired objectives, determining the changes required to realise the potential benefits.  Part of the assignment involved training consultants from PA in benefit realisation.

·       The application of benefit realisation to a wide variety of large Change Programmes, often in complex environments with multiple stakeholders, from both private and public sectors.

·       Addressing the practical and cultural issues associated with the roll-out of Benefit Realisation Management throughout large organisations from a variety of business sectors, including: Oil & Gas, Pharmaceuticals, Banking, Insurance, Central Government Departments and the Police.

·       Embedding Benefit Realisation Management as a successful management approach within the cultures and practices of client organisations including managing its integration with relevant established practices.

·       Designing and delivering, for senior managers, education programmes and briefing sessions on Benefit Realisation Management including concepts, strategic significance, process, requirements including roles and responsibilities and the critical success factors (CSFs) necessary to secure high value returns from appropriately focused investment.

·      Training and coaching in the principles and practice of Benefit Realisation Management

·       Influencing industry guidelines such as OGC’s Managing Successful Programmes (MSP) on all aspects of Benefit Realisation Management.

·       The high level application of Benefit Realisation Management to portfolios of Business Change Programmes and to the development of Business and IS Strategies.

·       Implementing sometimes radical solutions creatively and sensitively, in order to achieve the desired outcomes frequently via transformational and cultural change.

Seminar D

Improving Project Management through Standards - CA Clarity & Prince2
Presented by Stephen Tanner, Senior Consultant, Technical Services, Computer Associates

Seminar Abstract

It's almost impossible to overstate the importance of effective project management for delivering on time, to scope and on budget. The foundation of project management in the UK is often based upon either PRINCE2 or PMBOK as best practise guidance for effective project delivery.

However defining such standards is one thing but embedding and truly realising the benefits of such approaches is quite another. In our presentation CA will explore how through web based collaborative technology defined project management standards can readily be lifted away from dusty manuals and poorly maintained spreadsheets to become the life blood of an organisation - providing at a glance dashboards with relevant, real time information, standardised data capture and process enforcement

Stephen Tanner has spent 21 years in the IT industry working almost exclusively in the project/portfolio management software space, initially working for the Department of Health then moving into the Private sector.  He has held a variety of roles from Helpdesk to Quality Assurance but has spent the majority of this time in a consultative role. 

Whilst in various roles within Professional Services Stephen has sold, performed and project managed implementations of both CA’s and HP’s project/portfolio management applications.

Stephen is currently a Senior Consultant in CA’s Clarity Technical Services organisation where he demonstrates the value that CA’s Clarity solution can bring to clients.

Seminar E

Achieving Benefits through Effective Stakeholder Management
Presented by Chris Ferguson, Chief Executive, Novare Consulting Ltd



The Public Sector has undergone significant and far reaching changes and things are not slowing down! The sector responds to seemingly endless changes in the external environment driven by customers, communities, government, the media and the workforce are all stakeholders in Programmes of Change.

So, how do Public Sector organisations deal with such a diverse range of stakeholder interests and manage programmes to realise their strategic goals? We will show how using pragmatic programme and project management coupled with engaging stakeholders has helped our clients to deliver their programmes and projects to achieve business benefits.

Novare Consulting have a mature Consultancy Practice, delivering complex, multi-stakeholder programmes. In our experience the key skills essential to success are: 

• An intelligent organisation able to drive out a clear vision that is wanted and needed by stakeholders and then managing those stakeholders to set corporate priorities;
• Managing performance through a balanced set of measures and then ensuring all projects deliver measurable performance improvements which are in turn owned by Senior Line Management.;
• A “smart” application of Best Practice Programme and Project Management;
• Excellent leadership skills to build a culture which confidently embraces business change

We look forward to meeting you at the Novare Consulting Seminar.



Chris Ferguson is the Chief Executive and co-founder of Novare Consulting Limited. The company was established in 2002 and since then has grown rapidly to become one of the most respected providers within the niche market of Programme & Project Management, Consultancy and Training. Novare Consulting are an Accredited Training Organisation for MSP, PRINCE2, M_o_R, Change Management, APMIC and APMP. Perhaps more importantly Novare Consulting specialise in delivering projects and programmes for clients as well as providing accredited and bespoke training.

Chris was a member of the team who designed PRINCE2 and over the last 10 years has worked with many clients to implement the method. A recurring theme from these projects is that PRINCE2 is difficult to apply to the smaller scale project. This lead Chris to author MicroP2, an APMG Silver Level accredited software product designed for this purpose.

Chris has an extensive background in Project and Programme Management with experience in delivering integration, rationalisation and business expansion programmes across multiple sectors over the last 20 years.

Chris is a strong believer that any method is a means to an end not the end itself, and has assisted many organisations to develop their own bespoke PPM Frameworks.