Doc Number: PMS 09/01-1
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| Title: Project Risk Management ? Beyond The Risk Register |
Author/s: B.J. Depree
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Citation: AIPM 2008 Conference
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Abstract: This paper examines the fundamental considerations for analysing risks which may contribute to schedule overruns during project execution. Analysing the impact data for schedule risks provides information to the risk owners or project management team to assist them to:
* establish realistic schedule targets:
* determine levels of confidence in achieving, or exceeding, planned delivery timeframes;
* gain maximum benefit to the project through focused effort on the most critical and crucial project tasks; and
* set and agree realistic schedule contingency.
Modelling project risk exposure is beneficial to organisations and allows budgets and schedules to be developed for success. This approach allows organisations and customers to sign up to achievable targets and with contingency set at an appropriate level. More importantly focusing effort in the ?right? place to achieve these targets increases a project?s chances of success.
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Doc Number: PMS 09/01-2
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| Title: High Performance Teams ? When 1 + 1 = 3 |
Author/s: L.G. Coutie
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Citation: AIPM 2008 Conference
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Abstract: Project Delivery is primarily about the performance of the project team members. Some attributes
and techniques for developing a high performance team have been identified as:
1. Right attitude of team members and complimentary abilities
2. Common and clear alignment within the team
3. Small number of key team members
4. Good leadership from all team members
5. External and internal trust - accountable
6. Tight deadlines or requirements
7. Enjoyment and fun
If the team is able to capitalise on these attributes, the team will want to succeed not just for
themselves but for each other. The result is that each person or sub team will do more than is
expected of them, actively support each other and work jointly to overcome problems to get the
desired outcome. With this combination of factors it is possible to clearly exceed normal performance
expectations.
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Doc Number: PMS 09/01-3
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| Title: Acceptance and Application of Project Management Knowledge |
Author/s: K. A. O?Shea
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Citation: AIPM 2008 Conference
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Abstract: Organisations that rely on programs and projects to support the delivery of their strategic objectives
will benefit from implementation of the project management revised hypothetic model (Figure 1). It will
result in the better management of the development of project managers and, therefore, assist to
achieve an organisation's objectives and improved management of projects themselves. To achieve
this outcome will require changes to education and management practice (in relation to PM), also
procedures and changes to the culture of some organisations, to enable the revised model (Figure 1)
to be accepted as the process whereby the business delivers its project objectives.
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Doc Number: PMS 09/01-4
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| Title: The Introspective Project Manager |
Author/s: M. Nugapitiya, S. Boydell, P. Healy
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Citation: AIPM 2008 Conference
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Abstract: The project manager must navigate a myriad of social processes and contexts
concurrently with the application of technical skills. The experience of making context appropriate
judgements is internal to the project manager, albeit involving essential interactions with others. We
seek to make that lived experience of the project manager directly accessible. Access is often limited
because of a lack of an appropriate vocabulary to articulate the missing sociological dimension.. We
help project managers find their voice through autoethnography and draw attention to seven key
concepts articulated through the Chicago School of Sociology and the phenomenology of the
Continental Philosophers.
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Doc Number: PMS 09/01-5
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| Title: Performance Psychology and the Project Managers |
Author/s: N.Hassen, D. Mazlin, A. Hely
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Citation: AIPM 2008 Conference
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Abstract: As project management takes on a wider following it is spreading into new areas such areas as
banking and finance, investment, real estate, and public sector areas such as health and welfare,
education, policy development and delivery . More men and women are having to take on the role
of project manager ? a role that often requires a much different environment than they had been
accustomed to, and may be at odds with their natural personality.
Performance psychology is common for ?high achievers? in elite levels of sport and for senior
executive development, but is a new concept per se in project management. This paper is
designed to provide the awareness to attitudinal, emotional and state of mind matters that can
significantly improve a project manager?s performance.
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Doc Number: PMS 09/01-6
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| Title: A Fraction Too Much Friction: The projects value proposition and the flexible labour force |
Author/s: D.J. Taylor
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Citation: AIPM 2008 Conference
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Abstract: Organisations form part of a value chain which buy or make a range of goods and
services in order to deliver value to buyers. This paper focuses on the value proposition in the
procurement of project skills and expertise from service providers. As with the purchase of goods
and services, service providers who are contracted by the organisation are subject to transaction
costs or friction arising from contingency factors such as frequency, uncertainty and asset
specificity. Procurement decisions determine the influence that these transaction drivers have in
the development of trust and commitment, risk sharing and learning. A model is proposed to
reduce the level of friction through the adoption of procurement strategies that enhance learning
and share risk.
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Doc Number: PMS 09/01-7
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| Title: Does Published Theory Add Value To The Project Management Office (PMO)? |
Author/s: A. Wood, T. Ma
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Citation: AIPM 2008 Conference
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Abstract: This paper presents the findings of research conducted in 2007 with the aim to examine the strength
of the alignment of Project Management Office (PMO) theory with practice in Australia.
241 project managers from a broad spectrum of Australian industries responded to an anonymous
questionnaire for data analysis. The balance of the evidence derived from the research was that
PMOs in practice were not as simple to implement as the published theory might suggest. The
assessment of perceived value is difficult to undertake, and assessment of PMO value seems to give
rise to more negative perceptions than positive reinforcements.
The responses to the questionnaire indicate that strong reliance on theory for modelling and
implementing a PMO is likely to lead to some disappointment. The realised value of a PMO does not
appear to be a consequence of published theory.
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Doc Number: PMS 09/01-8
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| Title: Overcome the Failed PPM Syndrome |
Author/s: Francois Retief
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Citation: AIPM 2008 Conference
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Abstract: The potential benefits of a well implemented Project and Portfolio Management (P&PM) system lure
many companies to implement such a system. They are dazzled by amazing reports shown by
P&PM vendors are persuaded by implementation consultants to follow a 'best of breed'
implementation methodology which happens to be difficult and expensive. Frequently, such
implementations do not produce the benefits promised, or fail outright. However, P&PM systems do
offer very real achievable benefits, but not quickly.
This paper proposes a relatively simple implementation methodology suitable for companies low on
the project management maturity scale. This methodology overcomes user resistance and quickly
generate benefits for stake-holders, thus ensuring a greater chance of success (and reducing
implementation costs). This methodology assumes that a basic P&PM implementation providing value
to all stake-holders, will survive and will grow over time to produce the benefits originally promised.
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