Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation by Andy Wall and Garry Nodwell at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
This document discusses the principles and techniques of value management. It defines value management as a process that aims to identify the functional requirements of a project to achieve optimal function at minimum cost. The document outlines some key flaws with traditional approaches to problem definition, solution generation, and business case development. It argues that value management can help address these flaws by facilitating a team-based approach that properly defines problems, considers alternative solutions, and uses objective criteria to measure value.
Project environments through a knowledge lens final
presented by Judy Payne
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation by Andy Wall and Garry Nodwell at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
This document discusses the principles and techniques of value management. It defines value management as a process that aims to identify the functional requirements of a project to achieve optimal function at minimum cost. The document outlines some key flaws with traditional approaches to problem definition, solution generation, and business case development. It argues that value management can help address these flaws by facilitating a team-based approach that properly defines problems, considers alternative solutions, and uses objective criteria to measure value.
Project environments through a knowledge lens final
presented by Judy Payne
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
This document discusses creativity and problem-solving in project management. It is authored by Tom Taylor, who leads several organizations. The document provides examples of common problems that arise in projects and suggests techniques for managers to consider when facing issues. These techniques range from taking no action to delegating the problem or cultivating a culture where creativity is valued. The author concludes that thinking may not be the key to creativity and that wisdom may be a better approach for managing projects and teams.
Bryan barrow are you making these risk management mistakesColin Baker
This document outlines common mistakes made in risk management and provides tips to improve risk management practices. It discusses why risk management is important, defines "black swan" risks, and explains how failure can be infectious. The document then lists the top 10 risk management mistakes in the areas of people, process, and publicity. It advocates for having contingency plans, focusing on the top risks, and using index cards to plan projects. The presentation aims to help people successfully manage risks and kick off projects.
The document discusses dimensions of risk identification for projects. It recommends starting identification top-down using prompt lists and a few complementary techniques. Identification should consider the project context and boundaries. Risks should be grouped by similar ownership and cause. Identification should occur early, including during the bid phase, and be repeated at later stages. Case studies demonstrate how considering environmental factors through PESTLE analysis could have avoided issues related to resource costs, interface requirements, and regulatory accessibility.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
This document discusses leadership in difficult times using the Battle of Britain as an example. It describes the strategic approaches taken by Hugh Dowding and Keith Park in leading the Royal Air Force's Fighter Command against the German Luftwaffe. Park was able to focus resources effectively and implement an agile defense strategy through clear communication and empowering pilots. This allowed the outnumbered British forces to defeat the Luftwaffe and turn the tide of the battle, demonstrating the importance of having a clear vision, focusing resources, communicating integrated plans, empowering teams, and embracing complexity when leading during a crisis.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
This document discusses KM and social business at Faithful+Gould, a multinational cost and project management consultancy. It describes Faithful+Gould's journey from static internal content to connecting internally and externally through social media. It defines different types of network connections like strong ties within organizations and weak ties between organizations. It notes how social technologies now allow connections beyond immediate networks and organizations through latent ties. It discusses implications like organizations needing to recognize social media's productivity and support employees' external connections with good social media policies.
The document discusses email best practices and how to improve email culture within organizations. It describes typical email problems like the large amount of time spent on email and stress caused by email. It then outlines the services provided by expert-messaging.com which include email usage surveys, 60 minute sessions to improve attitudes and behaviors around email, and follow up surveys to measure changes. The results section shows improvements like a 31% reduction in copied emails, 76% less email-related stress, 63% more communication between employees, and savings of 26% of daily time spent on email. Customized email training programs are presented as an effective way to solve organizations' email problems and save significant costs.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016.
The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing Programmes are not responding appropriately
John Underhill presents on implementing agile project management processes for heavy engineering design projects at Babcock International Group. He discusses adopting agile techniques like sprints and prioritizing highest risks to better manage uncertainty, scope changes, and measure progress. Key aspects of their approach include identifying risks each sprint to focus resources, maintaining a task list to track progress, and using metrics like a "saw tooth" graph to demonstrate risk reduction over time. Initial results show benefits like empowered teams, informed stakeholders, faster decisions, and assurance of steady design progress.
This document discusses lessons learned from implementing benefits management in healthcare organizations. It provides examples of challenges encountered, such as lack of health-specific examples, difficulty balancing stakeholder needs, and pressure to justify existing plans rather than enable radical change. Effective benefits management requires resources for enablers rather than just identifying them as limiting factors. While some local groups adapted the tools quickly, broader training efforts were difficult. The application of existing knowledge could significantly improve healthcare outcomes.
This presentation was given by Guy Hindley (member of the APM Planning, Monitoring & Control SIG) at a recent South East branch event. In his presentation, Guy gave a very informative insight to the world of planning, whilst going through the value of undertaking effective planning & the foundation to successfully delivering any project.
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
This document discusses creativity and problem-solving in project management. It is authored by Tom Taylor, who leads several organizations. The document provides examples of common problems that arise in projects and suggests techniques for managers to consider when facing issues. These techniques range from taking no action to delegating the problem or cultivating a culture where creativity is valued. The author concludes that thinking may not be the key to creativity and that wisdom may be a better approach for managing projects and teams.
Bryan barrow are you making these risk management mistakesColin Baker
This document outlines common mistakes made in risk management and provides tips to improve risk management practices. It discusses why risk management is important, defines "black swan" risks, and explains how failure can be infectious. The document then lists the top 10 risk management mistakes in the areas of people, process, and publicity. It advocates for having contingency plans, focusing on the top risks, and using index cards to plan projects. The presentation aims to help people successfully manage risks and kick off projects.
The document discusses dimensions of risk identification for projects. It recommends starting identification top-down using prompt lists and a few complementary techniques. Identification should consider the project context and boundaries. Risks should be grouped by similar ownership and cause. Identification should occur early, including during the bid phase, and be repeated at later stages. Case studies demonstrate how considering environmental factors through PESTLE analysis could have avoided issues related to resource costs, interface requirements, and regulatory accessibility.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
This document discusses leadership in difficult times using the Battle of Britain as an example. It describes the strategic approaches taken by Hugh Dowding and Keith Park in leading the Royal Air Force's Fighter Command against the German Luftwaffe. Park was able to focus resources effectively and implement an agile defense strategy through clear communication and empowering pilots. This allowed the outnumbered British forces to defeat the Luftwaffe and turn the tide of the battle, demonstrating the importance of having a clear vision, focusing resources, communicating integrated plans, empowering teams, and embracing complexity when leading during a crisis.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
This document discusses KM and social business at Faithful+Gould, a multinational cost and project management consultancy. It describes Faithful+Gould's journey from static internal content to connecting internally and externally through social media. It defines different types of network connections like strong ties within organizations and weak ties between organizations. It notes how social technologies now allow connections beyond immediate networks and organizations through latent ties. It discusses implications like organizations needing to recognize social media's productivity and support employees' external connections with good social media policies.
The document discusses email best practices and how to improve email culture within organizations. It describes typical email problems like the large amount of time spent on email and stress caused by email. It then outlines the services provided by expert-messaging.com which include email usage surveys, 60 minute sessions to improve attitudes and behaviors around email, and follow up surveys to measure changes. The results section shows improvements like a 31% reduction in copied emails, 76% less email-related stress, 63% more communication between employees, and savings of 26% of daily time spent on email. Customized email training programs are presented as an effective way to solve organizations' email problems and save significant costs.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016.
The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing Programmes are not responding appropriately
John Underhill presents on implementing agile project management processes for heavy engineering design projects at Babcock International Group. He discusses adopting agile techniques like sprints and prioritizing highest risks to better manage uncertainty, scope changes, and measure progress. Key aspects of their approach include identifying risks each sprint to focus resources, maintaining a task list to track progress, and using metrics like a "saw tooth" graph to demonstrate risk reduction over time. Initial results show benefits like empowered teams, informed stakeholders, faster decisions, and assurance of steady design progress.
This document discusses lessons learned from implementing benefits management in healthcare organizations. It provides examples of challenges encountered, such as lack of health-specific examples, difficulty balancing stakeholder needs, and pressure to justify existing plans rather than enable radical change. Effective benefits management requires resources for enablers rather than just identifying them as limiting factors. While some local groups adapted the tools quickly, broader training efforts were difficult. The application of existing knowledge could significantly improve healthcare outcomes.
This presentation was given by Guy Hindley (member of the APM Planning, Monitoring & Control SIG) at a recent South East branch event. In his presentation, Guy gave a very informative insight to the world of planning, whilst going through the value of undertaking effective planning & the foundation to successfully delivering any project.
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Business Model Canvas
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BIM and the East Riding of Yorkshire Council - Tom Oulton
1. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
1
A Client’s Perspective
APM, MediaCity UK, University of Salford
Thursday 27th March 2014
Tom Oulton – BIM Manager
East Riding ofYorkshire Council
BIM & the East Riding of Yorkshire Council
2. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
2
What is BIM?
Building Information Modelling (BIM) is the
process of generating and managing building data during
its life cycle
A Building Information Model (BIM) is a digital
representation of physical and functional characteristics
of a building
Building Information Modelling (BIM) supports
the continuous and immediate availability of project
design scope, schedule, and cost information that is high
quality, reliable, integrated, and fully coordinated.
3. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
3
Why BIM?
Government pledged to reduce
construction costs by up to 20%
Government require fully
collaborative 3D BIM (with all
project and asset information,
documentation and data being
electronic) as a minimum by 2016
4. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
4
BIM & the East Riding of Yorkshire Council
5. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
5
BIM & the East Riding of Yorkshire Council
Whole Life Asset Cost – 1 : 10 : 100 80 66?
6. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
6
BIM & the East Riding of Yorkshire Council
What are the drivers?
7. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
7
Estate Visibility
8. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
8
Estate Visibility
9. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
9
Estate Visibility
10. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
10
Stakeholder Engagement
11. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
11
“Super building, exciting sea front and promenade.”
“Looks good, well thought out.!”
“Wow, it looks amazing ”
Stakeholder Engagement
12. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
12
Asset Utilisation
13. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
13
Health and Safety
14. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
14
Health and Safety
15. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
15
Health and Safety
16. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
16
Value and Cost
17. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
17
Environmental Impact
18. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
18
Whole Life Asset Management
19. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
19
Belt
Braces
Development Risk
20. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
20
Project Delivery
21. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
21
Quality
22. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
22
BIM & the East Riding of Yorkshire Council
What have the Romans ever done for us?
23. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
23
BIM & the East Riding of Yorkshire Council
24. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
24
BIM & the East Riding of Yorkshire Council
25. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
25
BIM & the East Riding of Yorkshire Council
Haltemprice Leisure Centre - Anlaby
•Sports Centre
•Library
•Doctor’s Surgery
•Customer Service Centre
(CSC)
26. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
26
BIM & the East Riding of Yorkshire Council
New Leisure facility in Bridlington
27. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
27
What is BIM?
Building Information Modelling (BIM) is the
process of generating and managing building data during
its life cycle
A Building Information Model (BIM) is a digital
representation of physical and functional characteristics
of a building
Building Information Modelling (BIM) supports
the continuous and immediate availability of project
design scope, schedule, and cost information that is high
quality, reliable, integrated, and fully coordinated.
Better Information Management
28. East Riding of Yorkshire Council
County Hall Beverley
East Riding of Yorkshire HU17 9BA
Telephone 01482 887700 • www.eastriding.gov.uk
28
BIM & the East Riding of Yorkshire Council
Whole Life Asset Cost – 1 : 10 : 100 80 66?