Symposium Speakers

Glen Alleman has 30 years' experience as a Program Performance Management leader in aerospace, defense, electric utilities, oil and gas, pulp and paper, and enterprise IT. His current focus includes integrated program performance management for complex system of systems using risk informed Earned Value Management.

Glen's formal training is in particle physics, where he wrote software digital filters to process the data stream from an accelerator. That turned into digital filters for radar, sonar, and guidance systems. Then into managing those types of programs. With a stint in the commercial side, he returned to Aerospace & Defense. Between doing engineering and managing engineers, he was sent back to school to get a Masters in Systems Management – a blend of Systems Engineering and Finance.

As a program manager at Rocky Flats Environmental Technology Site (a former nuclear weapons production facility), Earned Value Management became Glen's passion. His project managers kept the work on track, with a fixed closure date, for fixed price ‒ budgeted at $7B over 9 years. Using Earned Value Management, agile development practices, and measures of physical percent complete, they provided daily measurement of progress to plan to keep the program on schedule for a promised closure date.
After closure, Glen worked several proposals for space vehicles, developing the Integrated Master Plan, with resource loaded, risk adjusted schedule, with Technical Performance Measures used to provide Physical Percent Complete to Plan.

From this work, Glen moved to the government contracting side, providing program controls leadership to aircraft and spacecraft avionics systems, embedded control system, government business system, and biopharma product development. He joined the Institute for Defense Analyses in their support of the office of Performance Assessments and Root Cause Analyses where he provided policy advice to the owner of Earned Value Management for improving the effectiveness of EVM processes and tools.

At the same time Glen joined the College of Performance Management, where he taught course, gave presentations, and developed training materials around EVM, Risk Management, Agile development, Integrated Master Planning and Scheduling. In parallel to this work, Glen wrote the book ‒ Performance-Based Project Management.

Glen's current includes working with the Joint Space Cost Council in developing of guidance for applying continuous risk management to Space Systems to successful manage cost and schedule growth in the presence of the uncertainty of complex system of systems.

Presentation: Strategies to detect, prevent, and correct causes of project stress and failure

An experienced Project Controls Leader, I have spent most of the last 10 years managing diverse teams in the design, implementation and delivery of project controls in complex and highly regulated environments across the Defence sector, including the Nuclear Deterrent Replacement Programme.

During my time at the Ministry of Defence, I have led teams during two departmental transformation programmes and, consequently, am accustomed to setting strategic direction and leading through ambiguity, whilst managing the demands of competing stakeholders and ensuring alignment of organisation objectives.

Originally from a Project Management and Engineering background, I have an excellent appreciation of how project controls can support complex projects in driving performance, managing risk and, ultimately, achieving project goals.

Presentation: Suppliers – Harmonising the Relationship

Loretta Bayliss is Group CEO of Prescience Group, and founder of the group's flagship entity Prescience Technology and its sister company, Prescience Technology Singapore; and co founder of Prescience 3PO. Loretta is a Non-Executive Director of the established not-for profit Crohn's and Colitis Australia and she is an avid fan of and fundraiser for Act for Kids, the Cure Brain Cancer Foundation, the Mark Hughes Foundation and UN Women Australia. Outside of her professional and philanthropic commitments, Loretta is a Mum of twins and a teenager, a hiker, runner, MTB enthusiast and general outdoor adventurer.

Loretta founded the Prescience Group in 2005 while on maternity leave after her first child, with a clear purpose to create confidence in the future of capital projects performance through improved use of technology. The group now employs almost 30 people and operates in five Australian capital cities, as well as Singapore.

During her career in the traditionally male dominated IT, mining, resources and construction industries, Loretta has demonstrated an ability to inspire, motivate, grow and manage energised, focused and highly performing teams. She enjoys solving problems - from the fun of her kids' worlds through to highly complex scenarios she sees in her work environment – and is passionate about driving tangible business and project improvement through innovation and technology.

Loretta has led her team through significant adversity, emerging with quiet strength and renewed determination. She is proof that hard work, perseverance, resilience, creativity and humour are key ingredients to successfully navigating the reality of leading in a diverse and rapidly evolving pandemic constrained world.

Presentation: The future of project controls in an integrated world, BIM and beyond

Shane Fairweather is First Assistant Secretary Rotary, Aerospace and Surveillance Systems within the Capability Acquisition and Sustainment Group (CASG).

Shane has more than 30 years of experience in Defence and Defence Industry, leading teams within global businesses, and serving within the Royal Australian Air Force. Shane started his Defence career in 1985 and served 13 years in the Royal Australian Air Force (RAAF). He completed operational tours on CH-47 Chinook and C130-H Hercules, logging over 5000 flight hours. Shane is a Qualified Flying Instructor and spent four years instructing at the 2FTS at RAAF Base Pearce in Western Australia.

Prior to joining CASG as First Assistant Secretary Helicopter Systems, Shane was General Manager – Emerging Business for QinetiQ Australia. He joined QinetiQ in 2015 as the Strategy and Business Development Director and was appointed as General Manager Emerging Business in January 2017. In these roles, Shane was responsible for establishing the core strategy and led a large dedicated campaign team to pursue a portfolio of significant and complex growth opportunities for the company.

Prior to joining QinetiQ Australia, Shane served in a variety of increasingly responsible positions including BAE Systems Program Manager for the Bahrain Hawk Program; head of the multi-billion dollar Project Salam for the establishment of the Eurofighter capability in Saudi Arabia; Boeing Defence Australia Senior Manager – Program Management and Raytheon Australia Business Development Director – Aerospace. Shane holds a Bachelor's Degree in Engineering, a Master's Degree in Capital Equipment Procurement and an Executive Master's Degree in Complex Project Management. He has also completed extensive management training and leadership development courses.

Shane is married with three sons and enjoys sailing, watching rugby, restoring furniture and walking.

Presentation: Managing for Delivery: Insights from a Senior Leader on program management and controls

Mandy is a highly experienced and successful senior program and project manager and program delivery advisor who has extensive experience and success within federal government, including Defence.

Mandy takes a collaborative, thorough and pragmatic approach to program and project planning, design, delivery, assurance and continuous improvement. Her notable strengths include managing expectations of Senior Executive stakeholders, leading and motivating high performing teams to deliver intended outcomes, taking a collaborative approach to developing co-designed, fit for purpose solutions that integrate people, process and technology, and introducing rigour and transparency into program delivery.

Presentation: Knowing how and when to apply an Agile approach

Jonathan Jacobs (JJ) is TBH Director with over 20 years' experience as a planner, PMO and project controls specialist with extensive experience on major projects in both the United Kingdom and Australia. Jonathan has a broad range of skills gained on various projects valued between $1m and $50b across multiple industries including resources, oil and gas, transport infrastructure, power, water, health, commercial and residential construction.
Jonathan is predominantly engaged to provide advice on large infrastructure projects with the focus on project controls, scheduling, constructability, commercial and risk, change management, program and portfolio management. He has also been involved claims preparation and advice including developing expert reports on delay, disruption and acceleration. Jonathan has an impressive record of achievement with recent project highlights including:

• WaterNSW / WaterSecure Major Infrastructure Delivery ($10b) – As the Project Controls Lead, within the Portfolio Delivery Management Partner PMO, established and managed estimating, cost, schedule, document control and reporting functions.

• WaterNSW Asset Delivery ($200mpa) – using TBH's custom tool, carried out a Maturity Assessment of Asset Delivery's project controls practices across a portfolio of over 100 projects and developed a future state roadmap for delivery. He established a controls team to support projects with the team developing and implementing cost, risk and scheduling frameworks, a cost and risk tool, automated dashboard reporting including detailed user guides and training.

• TransGrid Project Controls and Program / Portfolio Management – conducted a maturity assessment of Works Delivery's project controls practices across a portfolio of over 200 projects, documented the current state, collaboratively agreed the future state, developed a roadmap for delivery and implemented the solution.

• Osbourne South Shipyard ($500m) and Future Submarine Facility ($2b), ANI - Provided Schedule Risk Analysis (SRA) and monthly schedule reviews. Developed interactive executive level dashboards with drill down capability from the summary level. The dashboards included common KPI's, metrics and legends enabling ease of interpretation, tracking actual progress and display of trends and lead indicators.

• Newcastle Light Rail ($222m), Transport for New South Wales (TfNSW) - Jonathan assisted the Managing Contractor provide a contractually compliant schedule and cost plan enabling TfNSW achievement of Infrastructure NSW gate approval.

• Martin Place Metro Station ($2b), Macquarie Bank – Macquarie submitted an unsolicited offer to TfNSW to construct two towers that integrated with the Martin Place Metro Station part of the Sydney Metro – City to Southwest Line. Jonathan providing constructability advice and worked with multiple stakeholders to develop an overall master program covering all stages of the project. This master schedule was a key element of Macquarie's proposal being approved by the NSW Government Cabinet.

• WestConnex ($16b), Sydney Motorway Corporation (SMC) – originally engaged to review Contractor mitigation strategies and provide advice on the cost benefit analysis of implementing those strategies. The role evolved to providing monthly schedule reviews, conducting schedule risk analysis' developing a master schedule and executive dashboard reports for all project stages.

• RMS "Wave" Control ($16b), Roads and Maritime Services (RMS) – The 'Wave Control' project was established to implement a governance framework enabling implementation of consistent, integrated program controls across all projects. Jonathan actively managed the delivery of a Schedule Management Framework which formed, along with cost, risk and reporting, components of the overall Project Management Framework.

• Western Sydney Airport ($4b), Department of Infrastructure and Regional Development (DIRD) – developed a master schedule for all the works from planning through to first flights, which included constructability advice and serval rail connection options. He provided commercial and procurement advice included in the approved business case.

• Sydney Metro – City to Southwest ($10b), Transport for New South Wales (TfNSW) – conducted a peer review of Transports Master Schedule which included greenfield tunnelling and station construction as well as brownfield line upgrades. He provided advice on logic, productivity rates, constructability, risks and opportunities. A key value add was providing an alternative procurement strategy options that enabled staggered handovers between work packages which added more contingency to the schedule.

Presentation: Enterprise Portfolio Management: What good looks like based on TBH's cross-sector experience

Ciril Karo holds the position of Group Business Manager within the Capability Acquisition and Sustainment Group.

Ciril has over 30 years of experience in the Australian Defence Organisation, including 20 years in the Australian Army. He has been involved in Capability Development since 2003 where in Capability Systems Division he received his first introduction to the Defence Capability Plan, creating and running a prioritisation process to support the 2003 Defence Capability Review. Ciril also has considerable experience in the areas of Program Analysis and Control, Cost Analysis, Investment Analysis, Capability Life Cycle Design and Contestability.

Ciril's qualifications include a Master of Science in Operations Research from the US Naval Postgraduate School, a Master of Management from the University of Canberra, a Bachelor of Science (Honours) in Mathematics from UNSW and a Graduate Diploma of Business Management from Deakin University.

Presentation: Conference summary and the way forward

Professor Dr Ralf Müller, is Professor of Project Management at BI Norwegian Business School, and Adjunct Professor at University of Technology Sydney, and Dalian University of Technology. He is the Editor-in-Chief of the Project Management Journal®, and lectures and researches in leadership, governance, and organizational project management. His research appeared in more than 270 academic publications and was acknowledged by IPMA, PMI, PGCS, Emerald and others with 17 awards, including several lifetime achievement and fellow awards. A recent study by Stanford University ranked him among the top 2 percent of the most influential global scientists.

Prior to his academic career, he spent 30 years in the industry consulting with large enterprises and governments in more than 50 different countries for better project management and governance. He also held related line management positions, such as the Worldwide Director of Project Management at NCR Corporation.

Presentation: Multi-level governance in inter-organizational project networks

Mark Purcell is passionate about working together with Government, Industry and Defence, as an innovative team, to provide capabilities for the nation.

He retired from full time service in the Royal Australian Navy as a Rear Admiral, specialised in Naval Engineering and Information and Communications Technology. His last appointment in Defence was as the Head of Maritime Systems in the Capability Acquisition and Sustainment Group.

He also held senior executive and project management positions within the Defence Materiel Organisation and the United Kingdom Defence Equipment and Support. As the Head of the Rizzo Reform program he re-invigorated Navy's engineering and maintenance practices. He also served as the Head of Navy Engineering and the Chief Architect and the Director General of Sourcing Reform in the Chief Information Officer Group.

Since his separation from Defence, in 2016 he has been working as an independent contractor undertaking a number of ICT and Engineering consultancy roles in New Zealand, Darwin, Canberra, Sydney and Melbourne.

Presentation: The real-world importance of effective project governance and controls – a combined Defence and Defence industry perspective

As Deputy Director, Andrew is working towards the standardised collection of cost and schedule data in order to assist with the continuous improvement in cost and schedule estimation across Ships Division. Andrew is passionate about his research and application of the world's best cost and schedule modelling practices, including the use of probabilistic estimation to enhance evidence based decision making, and contribute to the development of a cost and schedule modelling capability within Defence.

Andrew is an active participant in the Capability, Acquisition and Sustainment Group (CASG) Cost, Schedule and Project Controls Communities of Practice, and was a member of the Capability Cost Management Working Group within Defence. Andrew is a licensed Automated Cost Estimating Integrated Tools (ACEIT) Trainer sharing his knowledge and enthusiasm for cost and schedule best practices with his audience.

Andrew holds a Diploma of Project management and a Bachelor of Science (Hons) in Psychology. He continues to develop and grow his knowledge and qualifications by preparing to sit the Certified Cost Estimator/Analyst exam in 2022. Andrew is an active member of both the Victorian and Australian Capital Territory Scouting communities, assisting with the running of a Joey Scout Mob in the ACT and member of the National Training Team, training leaders in both VIC and the ACT. With this scouting community mindset and approach, Andrew enjoys sharing his knowledge by actively encouraging 'learning through doing' to help develop his colleagues and strengthening the growth of cost and schedule estimation best practice within Australia and Defence.

Presentation: Joint Confidence Levels – combining project control artefacts to inform decision making

Chris Carson is Enterprise Director of Program & Project Controls and Associate Vice President for ARCADIS US, the leading global engineering and consultancy firm providing Consulting, Engineering, and Program/Construction Management services. Chris is the Lead for the Program & Project Controls (PPC) Community of Practice, the PPC training and best practices development centre.

He has over 45 years of experience in Program/Construction Management, specialising in the Program & Project Controls disciplines; Planning and Scheduling, Cost Management, Risk Management, Document Control/Contract Administration, and Forensic Analysis/Claims Avoidance/Dispute Resolution. His experience includes educational, municipal, commercial, industrial, governmental, military, medical, facilities, infrastructure/transportation, aviation, seaports, water/wastewater treatment, utilities, and environmental projects.

Presentation: The path from good project scheduling to implementing Advanced Work Packaging

Danny Carroll managed a University Online Assessment and Assurance of Learning Platform at UNSW, Sydney Australia between 2011-2019. The system tracked learner's achievement against capability statements (degree goals). As a Project Manager he has integrated and conducted Change Management of online educational systems including Course Outlines systems, Identification of Students at Risk systems and Workload Allocation systems in major public universities including University of Newcastle, UNSW and UTS. He currently works with Academ, the commercial partner of the UTS owned REVIEW Assessment Platform.

Presentation: Integrating capability development: alignment of staff and organisational goals using software

Dr Jan Drienko has 10 years of experience in modelling and analysis of financial assets, specialising in trading strategies and market information. He has consulted on projects for government departments focusing on economic and policy impact and workforce modelling. Jan builds the key foundation for advanced economic modelling practice, specializing on economy-wide impacts and detailed workforce modelling, forecasting and analysis.

Some of Jan's recent work includes Advanced Manufacturing Workforce modelling for the Department of Defence and Future Skills modelling for Jobs Queensland.

Education & qualifications

• Doctor of Philosophy in Finance, The Australian National University, 2017
• Master of Finance with Merit, The Australian National University, 2005
• Bachelor of Economics, The Australian National University, 2004
• Bachelor of Commerce, The Australian National University, 2004
• Associate Fellow, The Higher Education Academy

Presentation: Operational issues in workforce management and their fit within the broader strategies in light of new challenges in internal and external labour markets

Meri has more than 20 years of experience in Program Controls. Currently the PMO Manager at EOS Australia, she is responsible for the implementation of the full suite of PMO activities including EVM, Project Controls, Scheduling and Risk Management.

Over the years, Meri has held a number of positions in the Defence and Aerospace, and Telecommunications sectors, both in consultative and staff roles and enjoys implementing and improving program performance management systems and processes to enhance program delivery.
Meri is a certified in Integrated Program Performance Management (IPPMTM), and has served on the board of the Australian Performance Management Association and is a long term member of PMI and AACEI.

Presentation: Lets re-examine how Agile is EVM

Andrew Goodwin is the Earned Value Management Lead, Project Controls Services Directorate at the Capability Acquisition and Sustainment Group of the Department of Defence

He joined Defence in 1998 as an economics graduate and worked in a number of finance and administrative positions before commencing work in Earned Value Management (EVM) in 2001.

Andrew has had many EVM related roles in Defence including:

• Member of the then Defence Materiel Organisation's (DMO) EVM centre of excellence from 2001-2002
• Performing EVM system reviews and data analysis on the ANZAC Frigate and FFG Upgrade projects for 3 years
• Project manager of DMO's Corporate Risk Management System Implementation project in 2005
• Escaping briefly to attend the Australian Command and Staff Course in 2007
• Upon returning to DMO in 2008, Andrew oversaw a range of initiatives aimed at improving EVM and Project Risk Management across DMO
• Director Strategic Analysis and Benchmarking; advising the Senior Executive on project and organisational performance from 2012-2017
• Since 2018, Andrew has worked as the EVM Lead within CASG with responsibility for EVM policy and guidance documentation along with support to the portfolio of major acquisition projects.

He also represents Defence on the International Standards Organisation Technical Committee 258 (project and programme management) Working Group 12 that is currently developing the ISO EVM Implementation Guide. This will be the companion document to the ISO EVM standard 21508:2018 which has been adopted (with modifications) as the Australian EVM standard AS4817-2019.

Presentation: An update on the significant developments in integrated project controls, EVM and project reporting within and external to CASG

LCDR Jnitova is a PhD student in the School of Engineering and Information Technology, University of New South Wales, in Canberra, with her research project focused on organisational resilience. Her current role as the OIC Training Support and Governance within one of the RAN Training Authorities provides an ample opportunity to support the study. In 2016 LCDR Jnitova has completed with excellence a Master of Systems Engineering at UNSW@ADFA. She also graduated from the UNSW@ADFA with a Master of Business; from the UTS with a Graduate Diploma in Education; and from the Byelorussian State University with a Bachelor of Chemistry and Biology. She has authored and co-authored a number of journal articles and conference papers in organisational and workforce planning and management contexts.

Presentation: Measuring RAAF training system resilience using survey instrument

Dr Yongjian Ke is a Senior Lecturer in Project Management and the Short Forms of Learning Coordinator in the School of Built Environment, University of Technology Sydney. He serves as a Department Editor for the Project Management Journal, the Secretary of Commission W122 – Public Private Partnership at the International Council for Research and Innovation in Building and Construction (CIB), and a Guest Professor in the School of Economics and Management, Chang'an University, China.

His research interests include project delivery models, risk management, social sustainability, and social media use in infrastructure development projects. He has built an enviable publication and citation track record with 100+ publications, 4600+ citations and an h-index of 30 on Google Scholar.

Presentation: Social media use in project management – an exploratory study of multiple transport projects

Walt Lipke retired from federal service with over 35 years of experience in the development of software for automated testing of avionics. He is a professional engineer with a master's degree in physics, and a graduate of the USA DoD course for Program Managers.

Mr. Lipke is the creator of Earned Schedule (ES). He has published several articles, as well as two books, Earned Schedule and Earned Schedule Plus.
For his contribution to project control, the practice of EVM, and the creation of ES,

Mr. Lipke has received several awards:

• 2007 Project Management Institute Metrics Specific Interest Group Scholar Award
• 2007 Project Management Institute Eric Jenett Award for Project Management Excellence
• 2013 Earned Value Management Europe Award
• 2014 College of Performance Management Driessnack Distinguished Service Award
• 2017 Honored by PGCS with the naming of the Walt Lipke Project Governance and Control Excellence Award

Presentation: Earned Schedule – application of the To Complete Schedule Performance Index

Sandeep Mathur is a Director – Active Transport at Transport NSW where he manages GIS, Insights and Walking & Cycling Program. He is also Fellow of Australian Institute of Company Directors; Fellow of Australian Computer Society and an Industry Fellow at University of Technology Sydney. He has over 20 years project/program/portfolio management experience in organisations such as Transport for NSW, First Data, Westpac, HSBC, Commonwealth Bank, Deutsche Bank, Societe Generale, IBM, CSC, Fujitsu and Tourism Australia.

Sandeep has been on several for-profit and not-for-profit Boards in past 20 years. He is currently Chair of the ACS - National Diversity & Inclusion Council; Member of ACS Member Advisory Board and Member of Standards Australia's IT-030 Committee for IT Governance & Management. Sandeep is undertaking a PhD at UTS in the efficient delivery of data science programs. He also teaches Program, Portfolio and Data Management at UTS.

Presentation: Using Data Science Initiatives to deliver smart infrastructure and improve customer experience – a Transport for NSW case study

Anh is presently the Director Cost Modelling, Force Design Division, Vice Chief of Defence Force Group, Australian Department of Defence (DoD). In her current position, Anh seeks to contribute to the improvement of costing enterprise in Defence. She led the Force Structure Plan 2019 (now called FSP20) cost assurance body of work, assisting Force Design to assess the affordability and feasibility of different force option. The cost estimation and assurance practices that underpin the FSP20 represent a significant improvement in how the Australian DoD undertakes the Force Design cycle.

Anh has been the President of ICEAA Canberra Chapter since late 2018. Her vision is to position the Chapter to offer improved membership benefits through assisting members' ongoing pursuit of continuous networking and enhancing the profession of cost estimating, cost analysis and allied field, which are essential for sustaining its broader activity goals. She has actively engaged in the process of updating the CEBoK manual with country-specific contents and been the lead author of the Australian Chapter.

Anh was the Director Strategic Cost Analysis, Contestability Division, Associate Secretary Group during the period 2016-2019. Some of her initiatives during the time with Contestability include the development of new Cost Contestability Guideline, Independence Cost Estimation procedure and a quantitative Value for Money Assessment framework as a key part of future contestability model. She has also introduced the use of parametric costing tool in Contestability Division for assessment of cost estimations during early gates of the capability life cycle.

Before joining the Australian Department of Defence, Anh began her career at Time Magazine Hanoi in 1996 as a Press Assistant after having completed a Bachelor of Art in English at the Hanoi National University. In 1997, Anh moved to work for the United National Development Program, project VIE 96/011 as a Project Administrator. Together with the Project's Chief Technical Adviser, Anh delivered gender training to women leaders from central to commune levels in all provinces of Vietnam. The trainings contributed to the success of the Vietnamese target to improve women leadership at all levels. In 1999, Anh was awarded a scholarship to pursue a master degree in Gender and Development at the Asian Institute of Technology. Her paper on gender issues in Vietnamese IT industry was selected to present at the Copenhagen Gender and IT 2000.

In 2000, after completing her master degree, Anh moved to Australia and began her career in Australia as the Performance Coordinator of Catholic Social Services Australia (CSSS). In 2003, Anh was awarded the Australian National University Scholarship to pursue a PhD degree in Demography and Sociology. Her research on Gender inequality in IT industry was selected to present at Seoul Feminist International Conference 2005 and published on the World Bank's Gender Database. In 2009, Anh was employed as a project manager at the Australian Institute of Health and Welfare. As a senior project manager, Anh was responsible for managing the Aboriginal Torres Strait Islander Health Performance Framework (HPF) report. The report was published bi-annually, focusing on closing the gap between Indigenous people's health and other Australian's health. Anh managed statically-proven trajectory of key closing the gap targets for report to the Prime Minister annually.

Anh and her husband Aaron have four children, Harrison, Alex, Krystal and William. Anh enjoys gym, travelling and learning French in her spare time.

Presentation: Force Structure Plan 2020 costing methodology and outcomes

Darrall has won numerous awards for innovation in teaching and technology enhanced learning. He is the author of over 30 publications on innovative approaches to developing student capacities. These publications focus on critical approaches to developing graduate attributes and quality criteria, the role of technology-enhanced learning, and development of students' capabilities in self-assessment and evaluative judgement

Darrall's research and design thinking are embodied in UTS software he has developed called ReView; a web-hosted system used for enhancing assessment and evaluation capabilities among staff and students in university and school settings.

Presentation: Integrating capability development: alignment of staff and organisational goals using software

Patrick is the Managing Director of Mosaic Project Services Pty Ltd, an Australian project management consultancy business specialising in project control systems. He is a Fellow of the Chartered Institute of Building (FCIOB), a Fellow of the Australian Institute of Company Directors (FAICD), a member of the CPM, PMI, and a MAIPM.

Patrick has over forty years experience in the Project Management industry. His career originally focused on the planning and managing of construction, engineering and infrastructure projects initially in the UK and then Australia. The last twenty years has seen his businesses and experience expand to include the successful delivery of project scheduling services and PMOs in a range of government, ICT and business environments; with a strong focus on project management training during the last decade.

He is a keen amateur historian looking into the origins and development of the project management profession.

Presentation: The origins of Earned Value Management

Mr Adrian Xavier was born in Singapore and joined the Singapore Air Force (RSAF) from school, in 1988. He left Singapore in 2003, after his last tour at Hill AFB, Utah, USA as the RSAF Senior National Representative for the Peace Carvin IV project - the F-16 Block 52+ FMS acquisition project with the USAF and Lockheed Martin. Prior to that he was Officer Commanding in Tengah Air Base, for the A4, E2C and F-16 fleet, overseeing maintenance and engineering issues at Ordinary, Intermediate and Depot Levels.

Immigrating to Australia in 2006, he joined Pratt and Whitney as the Asia-Pacific Regional Manager overseeing various P&W engine overhauls in Singapore, Australia, NZ, Indonesia, and other Asia Pacific countries. He also oversaw the setting up Mobile Repair Capability for the Asia-Pacific Region.
He later went on to join the APS, as Air Force Training Group's – Royal Australian Air Force (RAAF) Director Training Governance in 2010. The position was re-named to Director Strategy, Performance & Governance in January 2018.

Mr Xavier also serves as a SERCAT 3 GPCAPT (Aeronautical Engineer) in the RAAF since 2017.

Mr Xavier graduated from the University of Bristol, UK with a BEng (Hons) in 1995 and has a Masters in Aeronautical Science (MSc) from USA and a Masters in Systems Engineering with University of New South Wales (UNSW) at ADFA.

Presentation: Measuring RAAF training system resilience using survey instrument

Glen Alleman has 30 years' experience as a Program Performance Management leader in aerospace, defense, electric utilities, oil and gas, pulp and paper, and enterprise IT. His current focus includes integrated program performance management for complex system of systems using risk informed Earned Value Management.

Glen's formal training is in particle physics, where he wrote software digital filters to process the data stream from an accelerator. That turned into digital filters for radar, sonar, and guidance systems. Then into managing those types of programs. With a stint in the commercial side, he returned to Aerospace & Defense. Between doing engineering and managing engineers, he was sent back to school to get a Masters in Systems Management – a blend of Systems Engineering and Finance.

As a program manager at Rocky Flats Environmental Technology Site (a former nuclear weapons production facility), Earned Value Management became Glen's passion. His project managers kept the work on track, with a fixed closure date, for fixed price ‒ budgeted at $7B over 9 years. Using Earned Value Management, agile development practices, and measures of physical percent complete, they provided daily measurement of progress to plan to keep the program on schedule for a promised closure date.
After closure, Glen worked several proposals for space vehicles, developing the Integrated Master Plan, with resource loaded, risk adjusted schedule, with Technical Performance Measures used to provide Physical Percent Complete to Plan.

From this work, Glen moved to the government contracting side, providing program controls leadership to aircraft and spacecraft avionics systems, embedded control system, government business system, and biopharma product development. He joined the Institute for Defense Analyses in their support of the office of Performance Assessments and Root Cause Analyses where he provided policy advice to the owner of Earned Value Management for improving the effectiveness of EVM processes and tools.

At the same time Glen joined the College of Performance Management, where he taught course, gave presentations, and developed training materials around EVM, Risk Management, Agile development, Integrated Master Planning and Scheduling. In parallel to this work, Glen wrote the book ‒ Performance-Based Project Management.

Glen's current includes working with the Joint Space Cost Council in developing of guidance for applying continuous risk management to Space Systems to successful manage cost and schedule growth in the presence of the uncertainty of complex system of systems.

Masterclass 1:
Strategies to detect, prevent, and correct causes of project stress and failure

Val Jonas is a highly experienced and well-known risk management expert, with extensive experience of training, facilitating and implementing project, programme and business risk management systems for companies in a wide range of industries around the globe.

Val helps business leaders develop their vision for risk, harnessing it as a positive force for good, supporting confident decision-making, proactively shaping the future of their organisation. She supports companies through risk master classes, leadership coaching, risk framework creation, adoption, engagement and support, resulting in markedly improved business performance and outcomes.

"Over the last 30 years I have enjoyed working with great people, implementing risk systems at all tiers of organisations; at a local, regional and global level and across many sectors. I love getting to know how different businesses work, helping them use risk to innovate and solve problems."

Val has been the Managing Director of Risk Decisions since 1998 and CEO of Risk Decisions Group since 2005. Prior to this she was the company's technical director. Along with her commitments at Risk Decisions, Val has also held non-executive director and trustee positions in UK business and charitable organisations.

"Drawing on insights from this experience, I act as Chief Technical Officer for Risk Decisions' development of the Predict! enterprise risk software and associated services. As a Maths and Computer Science graduate, I enjoy problem solving, to find simple and practical routes to success."

Val finds great enjoyment in public speaking. With the knowledge base that she has developed over the years, she is able to confidently contribute and speak at international conferences, and sit on global working groups. She is a passionate advocate of collaborative working.

Masterclass 3: Leading the way on risk intelligent decision making (risk vision, framework and engagement)

Dr. Keating is a Professor of Engineering Management and Systems Engineering and Director for the National Centers for System of Systems Engineering at Old Dominion University, Norfolk, Virginia USA. His research and teaching focuses on Complex System Governance, Systems Thinking/Theory, Systems Engineering, System of System of Systems Engineering, and Management Cybernetics. A Fellow and Past President of the American Society for Engineering Management, he received the society's most prestigious award (Sarchet Award) in 2015 for pioneer efforts in the field. He has authored 110+ peer reviewed publications, generated $20M+ in research funding, and graduated 25 PhDs. His research has spanned defence, security, aerospace, healthcare, R&D, and automotive sectors. Prior to faculty appointment in 1994, he served in leadership and technical engineering management positions for over 12 years in the U.S. Army and private industry. He holds a BS Engineering (United States Military Academy, West Point), MA Management (Central Michigan University), and PhD Engineering Management (Old Dominion University). Memberships include American Society for Engineering Management, International Society for System Sciences, and International Council on Systems Engineering.

Masterclass 2: A practical guide to implementing Complex Systems Governance concepts on projects

Roksana Jahan Tumpa is a PhD candidate at Central Queensland University Australia. She is also the Research Committee and Student Representative Council member in the Research Higher Degree Division. Her research aims at improving group-based assessments in project management education. She is the recipient of the Research Training Program (RTP) Stipend scholarship. She has recently won the Winner and the People's Choice Award for the Three Minute Thesis (3MT) competition at CQU level. She is the recipient of Best Presentation Award in the School of Engineering and Technology (SET) RHD symposium held in 2019 and 2020.

Roksana has an excellent academic background, with holding Masters in Management for Engineers (Distinction). She also received Vice-Chancellor's scholarship during her postgraduate studies. In her undergraduate studies, she achieved the first position award in each term and completed the degree with a CGPA 3.9 out 4.

Presentation: Developing employability attributes of higher education project management graduates: a scoping review

Ms Li Guan is a PhD candidate in the School of Engineering and Information Technology, University of New South Wales (UNSW) at Canberra. During her PhD study, she has been working on project risk assessment and has already published three journal papers in esteemed journals.

Presentation: Modeling risk interdependencies to support decision making in project risk management: analytical and simulation-based methods

Munir Ahmad Saeed is currently enrolled in Doctor of Project Management and his research is focused on investigating project management practices in the Australian Public Sector organizations. He is working as a lecturer at the College of Business and Management, Canberra Institute of Technology. Saeed has worked as a journalist for 10 years and has an abiding interest in politics and social issues. He holds bachelor of Arts, bachelor of Business, Master of English Literature and Master of Project Management.

Presentation: The role of benefits owner in effective Benefits Management