by Didi Hopkins (Facilitator)
Our compere for the day combines theatre practice with management styles to help us as delegates to “define and deliver our expectations and bring our hidden strengths into the arena”.
A member of the senior management training programme at the Royal National Theatre in London, home to classic drama and Shakespeare productions, Didi designs and facilitates tailor-made leadership sessions with a range of corporate clients. An actor and director in the UK and Europe in TV, film and theatre, Didi’s business themes are communication, creativity, innovation and inspiring performance.
by Mark Dickson, MBA, PMP, FAICD
Mark Dickson is chairman of the PMI Board. He has more than 30 years of experience in managing and leading multi-disciplinary teams and has been a Project Management Professional (PMP)®credential holder since 1998.
Mark Dickson global experience covers a broad range of endeavors, including project and program management, business management, and advisory services for government and commercial clients. He has worked in the defence, infrastructure, transport, building, information systems, urban development, and resource industries; planning and delivering projects and programs in North America, Europe, the Middle East, Africa, Asia, the Pacific, and Australia. Mark Dickson has led teams delivering relatively small projects through to multi-billion dollar programs.
by Stephen Carver
Stephen is rated as one of the top 3 lecturers at one of Europe’s top MBA Business Schools. He has a reputation of taking complex management concepts such as Project, Programme Change and Crisis Management and being able to distil them down, into highly informative and fast moving lectures – often using “storytelling” techniques. His attitude is “if you haven’t done it – you shouldn’t be teaching it!”.
Unusually, for an academic, he has actually has spent most of his working life in real business and still runs his own, highly successful, Project Management Company. Stephen is an unusual blend of Academic, Businessman and Teller of Tales. He has taught in UK, US Europe, Japan, Taiwan, UAE, Saudi Arabia, Singapore, Hong Kong and Australia and has appeared on National Radio and TV.
by Holy Sorce
Holy is the Head of Change Management for the Strand and Bush House programme at King’s College London. She has over 15 years’ experience working within Higher Education in a variety of project and programme management roles in transformation change. Projects have included relocations, IT and HR systems changes, large restructures and cost reduction exercises.
Holy has been at King’s College for 18 months where she is responsible for the change management and ways of working projects delivering successful change for the 650 staff and 7000 students impacted by the move to Bush House.
by Lysa Morrison
Lysa is the MD of LMA Training & Consultancy which she founded in 2007. LMA provides a variety of services that supports the strategic, organisational and people development of a wide range of private, public and third sector organisations. Lysa has many years of experience sitting on boards ranging from community development trusts through to the NHS. She is an RSA Fellow, an NLP Master Practitioner and accredited trainer, an ILM accredited Executive Coach and a member of the EMCC (European Mentoring and Coaching Council).
Lysa completed her Executive MBA at Newcastle University Business School where she is also an Associate Lecturer. One of Lysa’s recent achievements is the development of a strategic benefits realisation tool that has been used at governmental level to ensure the full engagement of all stakeholders needed to realise the benefits from a project.
by Ria Murphy
PMP, experienced Head of PMO for highly complex engineering development programmes, with 16 years background industry experience in Aerospace, Automotive, IT and mobile communications. Project & Programme Management, Leadership, Business Management, Procurement, Supply Chain Management.
With digitalisation revolutionising technologies and social connectedness driving different demands and ways of working, most industries find themselves on a new playing field wide open for breakthrough products and a shifting value chain. New competitors willing to challenge ways of working will continue to disrupt many markets.
The luxury (or myth!) of working in relatively stable markets, long gestation, classically led projects with controlled / known factors, stringent adherence to planned ways of working, standard working hours, and long term clear roles and responsibilities of personnel, is a thing of the past for many companies already. How do we identify the ingredients for modern Project Management role competencies and secure development solutions in a hyper-changing environment?
by David Birch
David Birch has 40 years’ experience in the delivery of high-profile UK and international project portfolios for world-leading engineering and construction contractors. David has recently retired from full time employment after 4 years with National Grid where he was Head of the Project Control group within Capital Delivery in the UK.
His team was responsible for providing a single, consistent, timely and accurate view of all projects and programmes being delivered within the capital investment portfolio with the key focus being on financial performance. Project Controls responsibilities included cost estimating, implementation of baselines, change control, performance management and reporting to ensure that forecasting accuracy and value for money were delivered across the entire lifecycle of each project.
by Stephen Bungay
After graduating from Oxford and the University of Tübingen, West Germany, Stephen worked for The Boston Consulting Group for a total of seventeen years before subsequently joining the Ashridge Strategic Management Centre in 2001. He teaches on executive programmes at several business schools, including Ashridge, and is a regular guest speaker at the Royal College of Defence Studies in London. He also works as an independent consultant and conference speaker.
His first book on military history, The Most Dangerous Enemy – A History of the Battle of Britain, published in 2000, has now become the standard work on the subject. A second work, Alamein, appeared in 2002.
His book about strategy execution, The Art of Action – How Leaders Close the Gaps between Plans, Actions and Results appeared in 2011. Some of its key concepts being applied in companies ranging from Shell to the Mercedes Formula 1 team and have featured in international conferences.
In 2004 he appeared as principle historian in the Channel 4 series ‘Spitfire Ace’ and has continued to contribute to a range of television programmes since then. His current work is focussed on the most effective ways of developing strategy in an environment of high uncertainty.
Terri Harrington is the Sponsorship Director for the Complex Infrastructure Programme (CIP), Highways England. In this role she is accountable for the delivery of the outcomes of 3 multi £bn infrastructure projects. Until recently she was Head of Portfolio Insight for the Infrastructure & Projects Authority (IPA). In this role she had oversight of the delivery of the Government Major Projects Portfolio (GMPP) which comprises c200 Major Projects with whole life costs of >£500 billion delivered by 18 departments.
Terri led a number of other major projects over a period of c 15 years and is a Visiting Professor at Manchester University. Terri is also the instigator and Project Lead for Project X.
Richard is a Senior Lecturer in the School of Mechanical, Aerospace and Civil Engineering at The University of Manchester. In addition to his academic post in the school, he is one of the academic leads for Project X #BetterGovProjects in the Portfolio Insight Team at the Infrastructure and Projects Authority (Cabinet Office and HM Treasury). His research and teaching interests focus on risk management. This work is largely cross disciplinary, spanning the built environment, manufacturing and aerospace sectors. Richard’s earlier contributions to whole-life costing in infrastructure (recognised in ISO15686-5) continue through consultancy work in government, particularly in the context of asset management systems and enterprise risk management frameworks. Richard is also the academic lead for the ‘Risk and Transformation’ group in the newly formed Thomas Ashton Institute for Risk and Regulatory Research, a collaboration of the university of Manchester and The Health and Safety Executive, with financial support from the Lloyds Register Foundation.
Terry Williams first worked in OR for 9 years at Engineering Consultants YARD, developing Project Risk Management and acting as Risk Manager for major defense projects. He joined Strathclyde University in 1992 and became Professor of OR and Department Head. There he continued research/consultancy modelling the behavior of major projects, both pre- and post-project, and was with a team supporting over $1.5bn post-project Delay and Disruption claims. He joined Southampton University in 2005, becoming Director of the School of Management, then joined Hull University Business School as Dean in 2011. He has recently stepped down to set up a Risk Institute concentrating on consulting and research. Terry speaks and writes on project modelling, including 80 Project Management / OR journal articles, and a number of books on various aspects of projects and OR. He has degrees in Maths and OR from Oxford and Birmingham Universities, is a PMP, has edited a leading academic journal, is on the PMI Academic Members Advisory Group, was on the UK’s “REF” panel, and is a Fellow of various institutes.
The Agile Business Consortium (previously the DSDM Consortium) has been a driving force in the Agile movement since the publication of DSDM in 1994. DSDM was the first Agile framework, and forms the basis of AgilePM, the world’s leading Agile Project Management qualification. The Consortium believes it’s time now to go beyond Agile software development and Agile project and programme management. Our mission is to enable Business Agility in the public and private sector alike, and we’re busy developing content and partnerships to help organisations develop Agile Culture and Leadership, Agile Governance, and Agile Strategy and Portfolios.
Geof Ellingham will map the Consortium’s Framework for Business Agility to the PMI Talent Triangle, and give you a taste of the work it’s doing to develop courses, qualifications, content and networks in all three dimensions.
by Ed Davey
Ed worked for The Prince of Wales’ International Sustainability Unit on global environmental issues, and lead the organisation’s work on forests and climate change. The ISU works with governments, companies, scientists and NGOs across the continents to encourage environmental progress.
Previously, he worked for the Colombian Presidency on Colombia’s natural environment and the conservation of the Amazon. I have a Master’s with Distinction in Environment and Development from the LSE, and a Modern Languages Degree from Oxford. I have also worked in Iraq and the Middle East for a humanitarian charity.
by Ranjit Sidhu
An industry leader, Ranjit works with a wide range of public and private sector companies, providing practical support, guidance and advice for teams to deliver projects successfully to embed organisational change. Ranjit’s wealth of experience enables her to fully understand the needs of clients to enable them to achieve key objectives from project delivery and beyond.
She was one of four experts who developed the first Change Management Body of Knowledge (CMBoK) for the Change Management Institute. She contributed to the Effective Change Manager’s Handbook and is author of Titanic Lessons in Project Leadership.
Ranjit is an accredited trainer for APMG-International’s AgilePM®, Change Management and Facilitation Skills qualifications. She is also a certified SCRUM Master, a coach and certified trainer of NLP. She is passionate about personal development and growth and set up ChangeQuest 10 years ago to help people and organisations grow.