Webinar Series

RASMUS RYTTER is an author, speaker and renowned expert within benefits realisation and organisational change. His expertise and three books on the subject have helped a wide variety of companies and public organisations realise their benefit potential. Since 2013, he has been part of Implement Consulting Group as a partner, consultant and advisor. Before joining Implement, Rasmus worked for 10 years as a project manager, program manager and people manager. Rasmus has a master's degree from Aarhus University.

Redesigning Project Management Around the Brain

1. INTRODUCTION TO COGNITIVE READINESS
A. Three Main Intelligences
i. Integration
ii. Current applications and why project management
B. Mindfulness to assist with integration

2. INTRODUCTION TO PROJECT SCIENCE FOR OPTIMAL PROJECT PERFORMANCE
A. Need for redesign
B. Behavioral Project Management as a new foundation of PM science
C. Processing of information in complex, time-sensitive projects

3. INTEGRATION OF COGNITIVE READINESS AND THE APPLICATION OF SCIENCE FOR OPTIMAL PROJECT PERFORMANCE
A. Both areas of study use neuroscience
B. Both move the discussion from the old term 'soft skills' to science-based approaches
C. Both are relevant to time-sensitive and disruptive times in the management of projects

4. QUESTIONS AND RESPONSES

Biography

Winston Strategic Management Consulting
Providing consulting services in portfolio, program, and project management for various government agencies and private corporations in research and development, construction, information technologies, operations, environmental management, and other areas of management.

Director/Ahtna Government Services—Manage the Second Line of Defense Program and international programs

Director, Homeland Security Programs/Argonne National Laboratory--Manage interfaces with Department of Homeland Security and conduct the management oversight of all related programs and projects.

Business Relationship Manager for National Security, Idaho National Laboratory (INL)--responsible for business contacts throughout National Security Sector. Established strategic and business planning for National Security sector. Managed Defense Programs. Oversight and technical management of several projects in information software, networking, network security, independent validation and verification, environmental technologies, including site installation of technologies. New business development duties with industries and governments globally. Many other tasks throughout career at the INL.

LICENSES/PROFESSIONAL AFFILIATIONS/Other Activities

Licensed Attorney: States of Nebraska and Iowa
Past member of the Air Force Studies Board for the National Academies of Science
Member of the Intelligence Science and Technology Experts Group—Current
Current Chair, CPM ISO Mirror Committee
Current VP of Standards for CPM
Past Chair, US Technical Advisory Group for the International Standards Organization (ISO) for project management standards development and Subject Matter Expert to all Working Groups
Director, Project Management Institute Educational Foundation-Current 3 year appointment
Board of Governors, PM World Journal—Current
Author of numerous articles on project management
Author in Project Management Circa 2025
Technical Editor and author for Cognitive Readiness for Project Managers
Fellows Selection Committee for Awards MAG—3 years
Fellow in the Project Management Institute
Ethics Appeals Committee for PMI—Chair for 2 years, member 6 years
Member Advisory Group for Project of the Year Selection—3 years
Past Chair (2002), Vice Chair (2 year) and Past Secretary-Treasurer for Project Management Institute (PMI)/International speaker and published author on Project Management
PMI Standards Working Group—Lexicon Project & Members Advisory Group--Fellows
American Bar Association, Governmental Section National
Most Innovative Woman in Business Planning from Acquisition International 2016
National Association of Professional & Executive Women/2009 Named Small Business Consultant of the Year

University of Nebraska College of Law, Juris Doctorate (8/77-5/80)
B.S., Nebraska Wesleyan University (8/73-5/77), multiple honorary societies: biology, education, psychology, history and chemistry

Why a complexity-based view of project delivery is becoming even more important

Delivering projects in an environment exhibiting volatile, uncertain, complex, and ambiguous (VUCA) characteristics requires special treatment using tools and methods designed for use in these types of environments. However, many conventional project management methods, methodologies, frameworks, and bodies of knowledge used today are based on a linear and deterministic (controllable and predictable) world view. That is not to say that these don't have their place, indeed conventional project management methodologies and tools are foundational and necessary, however, they are insufficient when dealing with project complexity. This presentation will explore why a complexity-based view of project delivery is important, and why this must include more than just project, program and portfolio managers.

Biography
Dr Naomi Mathers is Director, Industry Liaison and Member Services at the International Centre for Complex Project Management (ICCPM). She is an Aerospace Engineer with broad experience across government, industry, academia and defence. She has contributed to the establishment of two key Australian space facilities, the Advanced Instrumentation and Technology Centre (Australia's national space environmental test facility) and the Victorian Space Science Education Centre (Australia's first dedicated space education facility) and supported the growth of the Australian space industry through various board positions, including the Space Industry Association of Australia, the International Space Education Board, and the Australian Government Space Industry Innovation Council.

Successful Industry Engagement - the Key to SIC & AIC Success

- What industry needs and wants
- What Defence & Government can do to help
- The current results from industry in relation to SIC and AIC

Complex Project Management Governance

There has been an evolution occurring in projects and where once projects were difficult, but simple. They have now evolved to include a variety of different types of projects.
As these new project types have emerged and increased in difficulty, complexity and value, it has become obvious that the current systems, processes and governance requirements are now no longer suitable.

This presentation looks at the differences in the new evolved projects, as well as techniques for managing, controlling and governing these projects. We will look at the definitions of the project types and governance and personal attributes required for delivery of the new types of projects.

Establishing the foundations for Project Controls

This seminar will focus on the core requirements for establishing effective project controls in an organisation including:
• Summarising the scope of the project controls initiative, including benefits, assumptions, constraints, key activities, key quantities, key risks, etc
• Agreeing the project controls objectives and benefits
• Identifying and agreeing the relevant governance activities to incorporate into a project controls strategy to exercise oversight at the required level
• Identifying and agreeing each project's control requirements to generate meaningful data that meets the requirements of the project, organization, and other stakeholders.

Storytelling for Cost Estimators

As estimators, we advocate the importance of good data; but without context, estimates and analyses are just numbers. To give power to our work, we need to effectively pair good estimating with good communication. There is no existing best practice guidance for estimators on how to create a compelling narrative to accompany analysis. By leveraging a storytelling structure, we can inspire action, communicate our findings in a way that resonates, and ultimately become more effective.