Paradigm Shift l Project Management Magazine Winter 2023

PARADIGM SHIFT

Digital Business Transformation

Paradigm Shift, Winter 2023

Editor/Digital Marketing Specialist

Aarun Lal

Designer

Gray Design Group

Contributors

Dr Amir Ghapanchi MAIPM

Greg Fox

Brad Kerwin

Cameron Denecker

Terence Blythman FAIPM CPPD

Mayur Narsey

Alan Brocklebank

Alan Calderbank

Jo Harrison

communications@aipm.com.au

Interested in contributing to the next edition?

Calls for articles for the next edition will be made approximately 45 days before publication. Please see the back page for more details on how you can feature in our next edition.

© Australian Institute of Project Management

Message from the CEO

Dr Darius Danesh

I am pleased to share with you the winter edition of Paradigm Shift. In this issue, we delve into a subject that is not only reshaping industries, but redefining the way we conduct business: “Digital Business Transformation.”

Throughout the past months, my focus has been on fostering a stronger connection with our members, volunteers, chapters, and committees. Concurrently, we have undertaken an extensive organisational review aimed at enhancing our policies and services. This ongoing endeavour would not have been possible without your support, for which I am truly grateful.

In this issue, Paradigm Shift explores the fascinating world of digital transformation and its significant impact on project management. Through my interactions with our members and volunteers, I have had the privilege of witnessing firsthand the profound impact that embracing digital strategies can have. From streamlining operations to enhancing customer experiences, the possibilities are immense.

However, it’s important to recognise that digital transformation isn’t solely about adopting new technologies. It entails a shift in mindset, work culture, and how we deliver value.

With the emergence of generative AI and other groundbreaking advancements, the field of project management is entering an exciting new era. These technological strides offer the potential to revolutionise how projects are planned, executed, and optimised. By harnessing AI’s predictive capabilities, project managers can anticipate bottlenecks, optimise resource allocation, and enhance decision-making. This convergence of data-driven insights and human expertise marks a pivotal shift, empowering professionals to navigate complexities with greater precision and innovation.

Thank you to our contributors for their valuable insights, and to all our readers for joining us on this exploration of digital transformation.

Dr Darius Danesh Chief Executive Officer Australian Institute of Project Management

“Cultivating a future where innovation knows no bounds, Digital Business Transformation invites us to embrace the fusion of human creativity and technological prowess, forging a path towards enhanced value, elevated experiences, and limitless possibilities.”

In the news

2023 Project Management Achievement Awards: Winners announced

22023 Project Management Achievement Award winners have been announced. Visit the awards page on our website see the winners.

Turner & Townsend survey reveals Sydney as Australia's most expensive city for construction, Brisbane tops labour costs

According to Turner & Townsend's annual international construction market survey, key highlights for Australia include:

• Sydney has reclaimed its position as the most expensive city in Australia for construction, with an average

cost of US$2,950 per m2, surpassing Perth (2022).

• Brisbane boasts the highest labor costs in the country, amounting to US$66.7 per hour.

• Construction inflation in Australia is expected to remain elevated in 2023 but is projected to cool down from the previous two years, with average forecasts of 4 percent compared to 7.3 percent in 2022.

Unforgettable conference experience on the Gold Coast

Join us on the Gold Coast this October for an unforgettable conference and indulge in a delightful long weekend escape. Gain valuable insights, expand your network, and participate in engaging sessions while discovering local talent and exciting activities.

Building a sustainable future: overcoming challenges for a stronger renewable energy grid, says technologist Ramez Naam

In a recent Ted Talk, Technologist Ramez Naam emphasizes the cost advantage of clean energy over fossil fuels but highlights the challenges posed by "not in my backyard" (NIMBY) campaigns. Discover Naam's insights on overcoming these obstacles and building a robust renewable energy grid for a sustainable future.

Announcing the induction of four distinguished individuals as AIPM fellows

We are delighted to announce the induction of four distinguished individuals as new AIPM Fellows. We extend our heartfelt congratulations to Terence Blythman FAIPM CPPD, Philip Tighe FAIPM, Su Suciati FAIPM CPPD, and Neil Holt FAIPM CPPD for this outstanding achievement.

Australian

infrastructure

firms RP Infrastructure and Ranbury Management Group to merge.

The merger will create a combined business with over 300 employees and five offices along the eastern seaboard. The merger aims to offer clients a broader range of project services and career development opportunities for the teams. RP Infrastructure CEO David Gundy will lead the group, with Ranbury's Managing Director, Brett Magnussen, becoming the National Director of Project Delivery Services. The merger expands their service capabilities and expertise in key sectors, positioning them to compete for significant infrastructure projects, including those related to the 2032 Brisbane Olympics and Queensland's investments in various areas.

By 2030, AI will replace around 80% of the current tasks performed by project management professionals.

Artificial intelligence

Embracing generative AI for project success

Generative AI is revolutionising project management by enhancing project efficiency and productivity and driving project success.

By Dr Amir Ghapanchi MAIPM

Understanding generative AI

Generative AI is a branch of artificial intelligence that can create new content or data based on existing data. It responds to prompts such as questions, commands or instructions to generate text, images, video and audio. ChatGPT, DALL-E, and Bard are examples of generative AI models that create text or images in response to user input.

A seismic shift is coming

Gartner group predicts AI will take over traditional project management tasks such as data collection, monitoring and report generation. Additionally, they expect AI to enhance the results of these tasks by performing them faster and with greater precision than humans. With the grunt work taken care of, leaders will look to staff their teams with experts in managing AI, and experts in managing people.

AI will free project managers from administrative tasks so they can add more value.

According to the Harvard Business Review , only 35% of projects are completed successfully. “This is about to change,” they say. “Researchers, startups, and innovating organisations are beginning to apply AI, machine learning, and other advanced technologies to project management, and by 2030 the field will undergo major shifts”. With the support of virtual project assistants, project managers will experience a shift in their roles, where they will concentrate more on coaching and stakeholder management rather than administrative duties and manual tasks.

How generative AI can enhance communication and collaboration

Communication and collaboration are essential for project success. In addition to helping draft various project documents such as reports, contracts, notices and emails, generative AI can help project managers to streamline interactions and enhance communication flow among team members and stakeholders.

For example, generative AI can offer real-time assistance during stakeholder engagements, team discussions and client meetings. It can generate accurate

responses, ask follow-up questions and seek additional information.

Using generative AI to support data analysis and decision-making

Data analysis is a key component of project management decision-making. Generative AI excels in this area by analysing large datasets, identifying patterns and providing actionable insights.

Project managers can leverage generative AI to gain valuable information regarding project risks, resource allocation, cost estimations and performance metrics. Generative AI can also help project managers to make informed decisions by generating scenarios, alternatives, and recommendations.

Armed with these data-driven insights, project managers can make informed decisions, anticipate challenges, and optimise project outcomes.

Navigating ethical considerations and biases

When using generative AI, project managers must address ethical considerations and biases. Generative AI systems are trained on existing data, which may contain inherent biases. Project managers need to be mindful of these biases and take steps to mitigate them. Additionally, adhering to privacy regulations and implementing appropriate safeguards is crucial to protect sensitive project information when using generative AI tools.

How to leverage the potential of generative AI

Project managers should engage in continuous learning and skill development to fully harness the potential of generative AI. Mastering prompt engineering and understanding the capabilities and

limitations of generative AI are essential. Staying updated with evolving technologies and participating in professional development opportunities, such as courses and webinars, can enhance project managers' proficiency in using generative AI.

Getting started with prompt engineering

To use generative AI effectively, project managers must master prompt engineering. Prompt engineering is the skill of crafting queries or prompts that elicit the desired responses from generative AI systems. For example:

• Provide context for the prompt à I am managing an IT project developing HR software

• Provide what you need to be done à I need to hire ten Python developers who can work with various databases.

• Ask for a list à Provide a list of tasks I need to undertake to make this recruitment happen.

You can access plenty more sample prompts for free to help you start experimenting.

A breakthrough tool for project managers

Generative AI is transforming project management practices, allowing project managers to optimise their workflow, focus on strategic thinking and achieve successful project outcomes. By automating tasks, streamlining communication, facilitating data-driven decision-making, and providing valuable insights, generative AI enhances project efficiency and productivity. Project managers can navigate complex projects more efficiently in the evolving digital landscape through responsible and effective application.

Generative AI is not a threat but an opportunity for project managers to leverage their skills and creativity to the fullest potential. By embracing generative AI, project managers can unlock new possibilities and opportunities for project success.

Dr Amir Ghapanchi is a certified project manager, a senior lecturer and course chair for the Master of Project Management at Victoria University. Amir advocates for the adoption of technology in project management. Amir has published over 100 refereed publications, including more than 60 articles in prestigious journals on project management, organisation management, systems, and technology.

Find out more

We all know to ignore the strange calls from overseas numbers and the fake parcel texts, but you shouldn’t have to. Nor should you have to worry, as business owners, that your systems, applications and data are safe.

That’s why we’re working with leading cyber security experts and the Australian Government to help safeguard users of our network, and why we continue to build a strong defence against threats to you and your businesses. We’re already blocking over a million threats every day. And our Security Operations Centres continue to help detect and monitor threats as they develop.

Keeping Australians safer is why.

We’re blocking millions of threats every day.

Telstra Security Operations Centre, Melbourne

Lessons from the top: insights from Telstra’s $350M digital transformation project

Telstra’s upgrade of high-speed connectivity to over 2,200 NSW schools has boosted internet speeds and delivered equitable access to digital education tools. The mega-project was delivered over two tumultuous years, coming in on time, in scope and within budget despite significant challenges.

Read on for a rare behind-the-scenes glimpse into Telstra practices including key learnings to bolster your preparedness when taking on projects with high stakes, persistent obstacles and formidable complexity.

By Jo Harrison

2022 National ICT/Telecommunications Project of the Year

Digital inclusion is a lead indicator for students’ future employment opportunities

The Telstra Data Network Uplift project delivered on the NSW Department of Education’s (DOE’s) commitment to bridge the education divide. It provided an average ten-fold increase in bandwidth to five megabytes per student plus reliably faster internet services. The uplift is one the largest increases and networks rolled out in the southern hemisphere.

Project management best practice

Spanning two years and more than 2,200 schools, the Telstra Data Network Uplift project faced a plethora of challenges including a moving feast of COVID-19 restrictions, natural disasters, pest infestations and site access issues. Despite the scale and complexity, the project was successful on every measure. Here are some project insights you might find handy for your own work.

Lesson one: use all the tools in your toolkit to get the best outcome.

According to Mayur Narsey, a General Manager at Telstra Purple, they do not use a purist approach when it comes to project management. ‘We use the methodology that suits delivery the best,’ he says. ‘We focus on customer outcome, and usually, the best approach is a hybrid of all available methodologies.’ The methodologies used by this project included:

• PMBOK à for clear structure in the establishment and initiation stages.

• Agile à for week-by-week sprint planning.

• Waterfall à for leveraging Telstra’s standard delivery processes.

Blending different methodologies and approaches based on the unique requirements of your project provides better outcomes compared to sticking to a rigid approach.

Lesson two: detailed planning lays the foundations for project success but be ready to pivot.

The rigorous planning during project initiation set the delivery team up for success. As the project unfolded, the team worked diligently to remove blockers and provide solutions to accelerate the project and catch up on time lost to disruption.

‘With solid risk management plans and fluidity in the project management methodologies, we were able to quickly pivot,’ explains project manager Alan Calderbank. ‘We reprioritised country sites when Sydney went into lockdown, and switched to the north when there were fires in the south, then back down south when the north was flooding, so all sites could be migrated with no impact to contractual milestone targets.’

If your deadline is not negotiable, assess multiple financial and resourcing scenarios to find pathways to successful delivery

This project was about ensuring even the most remote students had equal access to digital education technology so they can succeed in life irrespective of whether they live in the city, regional areas or in the bush.

Mayur Narsey, General Manager, Projects and Services, NSW and QLD Government, Telstra Purple.

Meet the A-team

We spoke to project management dynamic duo Alan Brocklebank and Alan Calderbank to find out what it was like to work on this project.

I was proud to deliver a project with such a dramatic social impact. We had some remote sites which had been running off satellite. Schools held grand openings to celebrate the new infrastructure. Ministers attended, and the excitement wasn’t just at the school, it was in the whole town. In my 38-year career with over 23 years as a project manager, I am proudest of this project. The award was the icing on the cake.

Alan Calderbank, Project Manager

The relationships played a big role our success. It would have been easy for our customer or contractors to say, that’s your problem. But they were on board with helping us solve every issue. It was two years of hard slog working on this project, but when it was over, I had a great sense of satisfaction, not only from winning the award, but knowing we’d contributed to a better future for so many Australian kids.

Alan Brocklebank, Project Manager

on the contracted dates, no matter which scenario eventuates.

Lesson three: use quantifiable data.

This project involved big numbers and ambitious deadlines. With high visibility within Telstra and the Federal Government, the team was conscious that any delays would reflect poorly. Daily scorecards were circulated to provide visibility of project statistics to all stakeholders.

‘I was very much focused on hitting those milestones,’ says project manager, Alan

Brocklebank. ‘We would track numbers daily, and if they were down, we’d work out what we needed to do to make that up so that we still reached the target.’

‘At the end of the day, it was a numbers game,’ adds General Manager, Mayur Narsey. ‘We had a clear line of sight to the data. We knew what the impact of each delay or change would be, and we responded accordingly. That was one of our secret ingredients. Managing that quantifiable data helped keep the project moving forward and meeting its targets.’

By embracing a data-driven approach in your project management practice, you can track and assess key performance indicators to maintain project momentum and make informed decisions. If numbers dip, don’t panic. Use it as an opportunity to identify areas for improvement and swiftly implement corrective measures.

The bottom line

Telstra’s journey shows that with flexibility, meticulous planning and data-driven decision-making, project managers can successfully navigate challenging project environments and deliver transformative outcomes without compromising on timelines, budget, or project scope.

Stakeholder management: mega-project example.

Frequency Parties

Daily executive level reporting Telstra and DoE executives

Weekly program governance meeting

Program and project level stakeholders

Weekly delivery team Telstra delivery teams

Fortnightly external steering committee Telstra and NSW DoE executive sponsors

Monthly internal steering committee

6-weekly external executive steering committee

Telstra executives

Telstra and NSW DoE senior executive and project teams

Pre-works customer engagement Telstra and DoE to schools

Information shared

• Daily scorecard of successful completions.

• Detailed visibility of next four weeks plan.

• High level future planning runway.

• High level review of project status.

• Technical implementation and schedule review.

• Project control request management.

• Detailed review of order progress, remote site issues, site access issues, cancellations and other updates

• Cross-company review of delivery schedule and progress.

• Updates to keep executive sponsors informed of project status and ready to assist in remediation of project challenges.

• Updates on customer satisfaction, budget and schedule performance tracking.

• Updates to keep senior executive sponsors informed and engaged.

• Written information sent to schools outlining logistics and benefits.

• Verbal communication to schools by DoE.

Jo Harrison is a copywriter who specialises in B2B, financial services and project management content. Before launching her writing career, Jo was a project manager in the automotive industry and managed project teams in a boutique strategy consultancy.

Artificial intelligence

AI in action: how ChatGPT saved days of work

When project manager Greg Fox MAIPM CPPM CPD was tasked with developing a consistent framework to define project complexity as part of establishing a PMO in his local government workplace, he turned to generative AI. Greg shares how he used ChatGPT to save days in creating a powerful, usable matrix for his emerging PMO.

By Greg Fox

The challenge of complexity

In establishing a PMO for Clarence City Council, I wanted to implement a straightforward process for determining each project's complexity level. Council had recognised a need for more rigour and consistency in project management, and introducing the PMO and associated processes was the first step towards a higher probability of project success.

Different organisations have different ways of defining and measuring complexity. In

some organisations, there are rigorous steps to follow or pre-populated forms that will provide a formulaic answer to this question. Others make the determination through budget thresholds, stakeholder involvement, technical requirements or risk levels.

However, these methods may not capture the complete picture or account for the interdependencies and dynamics within the project environment, especially as complexity increases governance requirements.

My mission: to simplify the complex

I wanted to create a project complexity matrix that would help me and other project managers in my organisation to assess the level of overall project complexity based on various defined project complexity and governance parameters like dependencies, technical requirements, organisational factors, governance structure, communication channels, decision-making processes, project metrics, and monitoring and control mechanisms. But how could I combine the assessment of all those factors, plus present it in a format that would be easy to understand and use, not just by seasoned project managers but also by the many entry-level and accidental project managers?

Getting started the old-fashioned way

My first task was defining a range of parameters for complexity and governance that our project managers could consider when determining their project’s complexity. Here’s what I set out:

Project complexity parameters

• Define project objectives: clearly articulate the project's purpose, scope, and desired outcomes.

• Identify project components: consider the number of tasks, dependencies, and the level of effort required.

• Analyse dependencies: identify critical paths, potential bottlenecks, and areas where complexity may arise.

• Evaluate technical requirements: evaluate the complexity associated with these requirements.

• Consider organisational factors: account for organisational complexity, including stakeholder management, resource availability, geographical distribution and existing processes or workflows.

Project governance parameters

• Define project governance structure: determine the key stakeholders and their involvement in project governance.

• Set up communication channels: define the frequency, methods and tools for communication.

• Establish decision-making processes: define the decision-making criteria, escalation paths and approval mechanisms.

• Define project metrics: identify key milestones, ensuring that they align with project objectives and regularly track and report on these metrics.

• Monitor and control: implement monitoring and conduct regular project reviews and audits.

After drafting and finalising the above, I attempted to put it into a clear and concise format. I researched a matrix template that would work for my parameters. While I could find plenty that dealt with ‘Value Complexity’ or provided a framework for general complexity, I wanted something more specific.

I struggled for an entire day on how best to present it all before deciding to try ChatGPT. I had been using AI to rewrite and reformat project scopes into more concise or succinct documents, but never really gave it anything challenging.

Saving time with generative AI

With just two simple prompts and a little human editing, ChatGPT generated my project complexity matrix and saved me days of work. Here’s how I did it.

First prompt

We are creating a project complexity matrix for a local government organisation’s PMO. Here are the parameters of project complexity and governance that I want you to consider (here, I inserted my previously developed parameters). Develop two

‘descriptor’ boxes, one describing low and high project complexity and one describing low and high governance complexity. Make it concise – no more than 25 words per description, and ensure the language is straightforward enough that non-project managers will easily understand it.

Second prompt

With these descriptions of project and governance complexity in mind, please provide four paragraphs which represent the following:

• Low Project Complexity/Low Governance Complexity

• Low Project Complexity/High Governance Complexity

• High Project Complexity/Low Governance Complexity

• High Project Complexity/High Governance Complexity

Then all I had to do was lay out the final matrix.

Embracing generative AI for project success

Generative AI is a game-changer in project management. With ChatGPT and other AI tools, you can create complex project documents in minutes, saving you time and hassle. It can also help you improve your project efficiency, quality, innovation and outcomes. Whether you are a seasoned professional or just starting out, you’ll benefit from using AI to optimise your workflow. Start experimenting and explore the possibilities for yourself.

Greg Fox MAIPM CPPM CPD is a senior project and program management professional with over 30 years of experience. He has successfully delivered complex and diverse projects and programs across various sectors and has worked with different levels of government, corporations and consultancies. He currently operates his own consultancy BMI Project Management Services.

Managing the Insider Threat in Project Management: A Cyber Security Perspective

In the realm of project management, cyber security remains a top priority, and one of the significant threats that organizations face is the insider threat. Insiders, including current and former employees or contractors, hold legitimate or indirect access to sensitive project information, making them potential risks to project success and data integrity.

Insiders may engage in activities that could undermine project security, jeopardize national interests, or pose risks to the

project's objectives. These activities can be intentional or unintentional, making it crucial for project managers to be proactive in addressing the insider threat.

Examples of unintentional insider activities in project management may include:

• Phishing Vulnerability: Employees clicking on email links unknowingly leading to malicious network compromises.

• Loss of Sensitive Materials: Misplacing project-related files and documents or electronic devices with sensitive information.

• Unintentional Collaboration: Unknowingly sharing privileged project information online or at social gatherings and public places.

• Inappropriate Information Sharing: Providing sensitive project details to colleagues without the appropriate clearance or need-to-know.

• Intentional insider activities can be more malicious and may involve insiders publicly disclosing classified project information, sharing sensitive intellectual property with competitors or foreign entities for personal gain, or acting out of revenge.

As project managers, we must be prepared to mitigate the insider threat by establishing a Counter Insider Threat Program (CITP). A CITP is a comprehensive set of measures to manage and respond to the risk of insider threats effectively.

ASIO recommends a CITP focuses on six key areas:

• Risk Assessment and Security Plan: Conducting a comprehensive risk assessment to identify potential vulnerabilities and developing a robust security plan to address insider threats proactively.

• Governance, Communications, and Relationships: Establishing clear governance structures, fostering open communication channels, and building strong relationships among project stakeholders to ensure a cohesive approach to insider threat management.

• Security Culture: Cultivating a securityconscious culture within the project team by promoting awareness, accountability, and adherence to security policies and best practices.

• Personnel Security: Implementing stringent personnel security measures, including background checks and access controls, to prevent unauthorized individuals from accessing sensitive project information.

• Physical and ICT Security: Ensuring physical security measures, such as access control to facilities, are in place and bolstering information and communication technology (ICT) security to protect against insider threats.

• Assessment and Response: Regularly assessing the effectiveness of the CITP, conducting drills, and developing a swift and effective response plan to address and mitigate any identified insider threat incidents.

Project managers should also refer to resources provided by the Attorney-General's Department's Protective Security Policy Framework and the Australian Cyber Security Centre to bolster their security practices.

Report concerning behaviour:

You should submit a report if you suspect that an individual is conducting harmful insider activities.

If you work in an Australian Government organisation or hold a security clearance, contact your security team to submit a report through the Contact Reporting Scheme.

If you work in private industry, contact your security team. Alternatively, contact the National Security Hotline or report directly to ASIO via the Notifiable Incidents Threat and Reportable Observations portal

ASIO is Australia’s security service and the subject matter expert on countering the insider threat.

Why PMOs must shape their project ecosystem

PMOs operate within complex ecosystems that are rapidly evolving due to the dynamic business landscape. Brad Kerwin explores why PMOs must actively manage their project ecosystem to improve project and program outcomes within the broader organisation.

By Brad Kerwin

In the dynamic landscape of modern business, programs and projects are rapidly reshaped by influential factors such as digital transformation, emerging work methodologies, analytics, sustainability, cybersecurity and supply chains. Within this complex delivery ecosystem, PMOs must move beyond responding to these influences and instead proactively lead the way towards enhanced performance. This article delves into several approaches PMOs can employ to effectively navigate this challenge, providing a roadmap of key steps to achieve this ambitious goal.

What is a project ecosystem?

A project ecosystem is a group of independent players that deliver solutions through projects and programs. These players include internal and external stakeholders, such as project teams, business units, senior leaders, customers, vendors, and regulators.

Project ecosystems affect project performance and outcomes. The project ecosystem can deliver value and achieve strategic objectives if the players are well-

aligned, coordinated and collaborative. If not, the project ecosystem can face challenges and risks that undermine project success.

The role of PMOs in shaping their project ecosystem

PMOs can lead and shape their project ecosystem by guiding and influencing the players towards a common set of goals. This involves fostering a collaborative environment, coordinating activities, promoting innovation and responsiveness and championing sustainability and resilience. This diagram explains some of the key leadership approaches that PMOs can use.

Developing a roadmap for project ecosystem leadership

To prioritise their efforts for project ecosystem leadership, PMOs can follow these steps:

1. Map the ecosystem: Visualise the players and their roles to align participants on the performance interdependencies.

2. Consolidate current pain points: Using sources internal and external to the PMO, generate a holistic view of existing pain points and plot their impact on the ecosystem. Most PMO leaders deeply understand these and can provide sound initial direction.

3. Analyse historical points of failure: Review past failures in projects or programs and their root causes in the ecosystem. This can identify recurrent, systemwide challenges or potential innovation, collaboration or improvement opportunities.

4. Assess likely demands on the ecosystem: Anticipate future projects or programs in the organisation or industry based on operational and environmental influences.

Based on this analysis, PMOs can determine the focus areas and outcomes for sustained project ecosystem leadership.

What are the benefits of sustained project ecosystem leadership?

By maintaining a sustained focus on project ecosystem leadership, PMOs can gain various benefits, such as:

• Enhanced project outcomes by improving strategy deliverability and reducing risk.

• Improved decision-making by providing clarity of roles, timely action and portfolio insight.

• Accelerated ecosystem-wide learning by enhancing project delivery performance and providing inputs for strategy formulation.

• Greater consistency of project management execution by educating business and vendor resources working on projects.

• Strategic resource management by optimising resource allocation, utilisation and development.

Project ecosystem leadership: a game-changer for PMOs

Embracing ecosystem leadership is no longer optional if PMOs want to successfully navigate the rapidly evolving business landscape and drive enhanced performance in projects and programs. By adopting key leadership approaches, PMOs can prioritise how they shape the ecosystem, fostering collaboration, innovation and improved outcomes. By embracing ecosystem leadership, PMOs can more effectively navigate challenges, seize opportunities, and contribute to the success of their organisations in an ever-changing business environment.

Brad Kerwin MAIPM is a Director at Escient and specialises in complex project establishment, leadership and driving portfolio performance. Over the past decade, he has focused on helping organisations prepare for increasing project complexity.

The world at his feet: Meet Cameron Denecker

Cameron Denecker CPPM is a people-centred leader who nurtures and advocates for his team while successfully managing all aspects of program design, procurement, and construction delivery. Learn how his passion and drive led to early career success and hear his insightful advice for emerging project leaders.

Jo Harrison

Cameron’s

path to prominence

While studying civil engineering at university, Cameron quickly realised his talents and interests lay less in technical design and more in decision-making and people management. Unlike many engineers, he became a project manager from day one of his career.

He was fortunate to work on a various projects and programs that exposed him to different aspects of project delivery. He also had mentors and managers who supported his development and recognised his potential. Within a few years, he progressed to a program

2022 National Future Leader of the Year

I was lucky to have some good opportunities and luck along the way,’ Cameron says. ‘I worked hard and tried to learn as much as possible from everyone around me. I also had a clear vision of what I wanted to achieve and how I wanted to grow professionally.

manager role and managed a $70M per annum construction program for the Department of Defence.

He has been honoured with a national project management achievement award for being 2022’s most outstanding project leader under 35. ‘It was a little surprising to win the national award for Future Project Leader,’ he says. ‘I was up against such high calibre people, but it was very cool to get that external recognition that I’m doing well from a completely independent industry body.’

A people-centred leader

Cameron, why is engagement such a big focus in your management style?

Cameron: With an ever-increasing pipeline of work, I think building an engaged and motivated team is the best way to retain staff, and retention is the best way to maintain productivity. To me, engagement is the biggest driver to project success, and that’s why I put a lot of energy into creating a positive team culture, fostering collaboration and communication, and supporting the wellbeing and development of my team members. As a result, my team attrition rate is 12%, with the construction industry benchmark around 20%, depending on roles.

What are some of your most successful engagement-building strategies?

Cameron: I use different strategies depending on the situation and the team’s needs. For example, I introduced weekly online trivia sessions and set up 1-1 coffee catchups for team members to help them

stay connected and have some fun. I also noticed a gap in networking opportunities for graduates and young professionals in our Newcastle office, so I started a monthly ‘payday drinks’ event that now attracts up to 40 people from nine consultancies.

Has your focus on engagement helped you manage the current skills shortage?

Cameron: Definitely. My team faced unsustainable workloads in 2020, yet still delivered high-quality outcomes and met most targets. However, I could see they were at risk of burnout, so I advocated for additional resources in 2021. We needed more project managers to get everyone back down to 100% workload, but I managed to secure enough new hires to reduce the workload to 90% and allowed some space for personal development and flexible working. This boosted the morale and job satisfaction of the team significantly.

Advice for emerging project leaders

What is your top tip for young professionals just starting out in project management?

Cameron: I have two main tips. First, don’t get stuck in a specific discipline or project type. Try to find opportunities that allow you to work on different aspects of a project or a program of work so you can develop a broad knowledge base and a multidisciplinary skill set. And second, I think it’s important for young professionals to recognise that project management is a valid and rewarding profession that you can pursue from the start, rather than waiting

until you have specialised in something else for many years.

Do you have any advice for emerging leaders on balancing work and personal life, especially when working on demanding projects?

Cameron: I haven’t always done a great job of this, but I’m starting to make worklife balance a bigger priority. My biggest piece of advice is to look for a supportive employer that values people and their wellbeing. I’m lucky to work for a company that has flexible policies. I’m currently on a five-month sabbatical to visit my father in France for his 70th birthday and travel around Europe together. It’s been great to relax and spend time with family. Of course, it took a lot of planning and handover to make it happen, but totally worth it.

The sky’s the limit

Cameron’s story so far shows his passion and drive for people-led project management. He’s experienced

remarkable success at a young age and has positively impacted his team, clients and the wider community. Our final question explores what Cameron hopes to achieve in the future.

What’s next for Cameron Denecker?

Cameron: I used to have a very detailed plan for my career, but I realised it was making me unhappy and stressed. I was always chasing the next level or the next salary, and I wasn’t focused on enjoying what I was actually doing day to day. So now I have more short-term goals and focus on what I want to improve or achieve in the next year or so. Taking another leap for the sake of ‘moving up’ might mean late nights and sacrificing weekends to keep up with the learning a new role or a new challenge, and I want to progress at a sustainable rate rather than just jumping in and figuring it out later. I think it’ll give me more flexibility and satisfaction. Of course, I still have aspirations and ambitions, but they’re not fixed or rigid.

Digital Business Transformation isn’t just a choice; it’s the compass pointing to the future of success.

Unlocking Tomorrow’s Opportunities through Today’s Digital Business Transformation.

Career highlight – Tonga Earthquake Emergency Relief

On 14 January 2022, a volcano erupted in the Pacific Ocean. The next day, a significantly larger eruption occurred. The second eruption resulted in a tsunami that reached up to 20 metres, resulting in casualties and widespread destruction of the nation’s infrastructure, including its safe drinking water supply.

As the people of Tonga struggled to cope with the aftermath of the disaster, the island nation urgently needed help from the world to recover from the humanitarian crisis. The Australian Department of Defence decided to respond by sending relief supplies, but sourcing the materials so quickly was a major challenge.

That’s when Cameron stepped in. As Construction Lead for a large program of works, he was asked by the Department of Defence to use his skills and network to coordinate the rapid sourcing and delivery of vital building supplies from across NSW to Sydney in just a few days.

Cameron received the request for specific supplies such as roof sheets, timbers, water tanks and pipes on Friday evening, 11 February 2022. He had to act fast, as HMAS Canberra would depart for Tonga on Thursday, 17 February 2022. He knew the Australian construction industry faced supply chain constraints, so he had to lean on his industry relationships to find the materials.

He immediately called eight Project Directors from different construction companies working on projects within his program. He asked them to provide him with a list of stock on hand by Saturday morning. He communicated clearly and concisely what he needed and why it was important.

He then spent Sunday and Monday finalising the materials list and arranging the logistics to transport them to the harbour. The most challenging but critical items to source and transport were twenty 5000L water tanks, which would provide potable water for the Tongan people. He managed to secure them and deliver to Garden Island along with many other building supplies.

Cameron was honoured to be able to make such a significant contribution to the relief effort. ‘It involved rapid coordination, leadership and scope management under pressure,’ he said. ‘It wasn’t a typical project for me, but it was very rewarding and is one of my proudest achievements.’

Jo Harrison is a copywriter who specialises in B2B, financial services and project management content. Before launching her writing career, Jo was a project manager in the automotive industry and managed project teams in a boutique strategy consultancy.

Fellows forum

Leading the way

Terence Blythman FAIPM CPPD, a seasoned project management leader and newly inducted AIPM Fellow, shares insights from his remarkable professional journey and offers inspiration to project managers aspiring to excel.

What experiences and past roles have led you to where you are today?

After a number of years’ managing small construction projects, I joined Mirvac (Tier 1 property developer) in 2005 as a project manager. During my stint there, they supported me as I studied and subsequently gained a Masters in Project Management. This was a bit of a watershed for me and enabled me to view the pathway and the opportunities for project management as a profession. It also introduced me to some wonderful mentors and peers that helped me appreciate the value of project management and gave me the confidence to embrace this as my career going forward.

I then joined a dedicated project management consulting firm – MetaPM, who specialise in helping organisations grow their project management capability (through training, consulting, and delivery support).

It was the experiences working across many organisations and market sectors that helped me fine-tune my project management capabilities.

Eight years ago, I joined GHD (a global leader in infrastructure development) where I have been fortunate to lead teams on some of our country’s largest infrastructure projects, providing guidance, leadership, and project delivery services.

All of these roles have enabled me to grow and enhance my project management capabilities and have led me to where I am today. They have exposed me to diverse project environments that include megaprojects, property development, sports facility development, school infrastructure, prisons, transport infrastructure and water infrastructure, IT projects, and business projects to name a few.

Tell us more about your current role. Is there a particular project you’re working on right now and why are you excited by it?

As the Service Line Leader for Project and Construction Management, I lead and facilitate GHD’s project delivery capability across the Asia-Pacific (APAC) region, and act as a member of our global project management capability leadership.

As a global leader in infrastructure development, GHD is committed to solving the world’s biggest challenges in the areas of water, energy, and urbanisation, and so the discipline and practice of project management is very important to our business. This keeps me pretty busy supporting project delivery excellence across our APAC and global network.

My role involves working with other business leaders, project management practitioners, clients, and project teams globally to provide leadership and technical support as we strive to deliver sustainable project outcomes for our clients.

At the moment, I am excited to be involved in our push toward a more sustainable future through the infrastructure we develop and

delivering on the impact and benefits that has on our communities, and I am lucky that GHD is at the forefront of that agenda globally.

What is the biggest career challenge you’ve had to overcome?

A persistent challenge that I have faced as a project management professional is the ongoing need to influence project delivery teams and organisations to invest time and resource in the practice of good project management.

From this I have probably learned over the years to stay patient and develop influencing skills. People see the world and projects through different lenses, and I have learnt to embrace that in order to make a difference.

What has been your biggest professional achievement?

Along the way there have been many moments to celebrate, but something that I reflect on is leading teams that have been recognised through Project Management Achievement Awards, including Victorian Project of the Year and National Engineering and Construction Project of the Year in 2019 for the North East Link Service Proving Program.

Being recognised as a Fellow of the AIPM is a great achievement and my current standing as a respected leader in a global organisation stands with that as the pinnacle of my career so far.

I love organising things that are not easily understood by a group of people, and using my experience and expertise to help

unpack the complexity of what they are trying to achieve, and develop a common understanding of what needs to be done.

Giving structure and certainty to how teams will operate to meet their objectives, and seeing people’s comfort and confidence grow as things start to make sense to them is what drives me.

Why was becoming an AIPM Fellow so important for you?

It is humbling to be recognised as a leader in our profession. Many people in the industry who I respect are Fellows and to me, it recognises their commitment to our industry and their strong leadership within it.

The acknowledgement of Fellow is important to our professional community as it gives young practitioners confidence that our industry is strong, and their careers have a trajectory they can thrive within and achieve great heights.

How has your career benefited from being an AIPM member and RegPM™ certified?

As a member of the AIPM I have met some great people who act as mentors and council for me as my career has progressed. The access to forums, events and industry knowledge has proved advantageous for myself and my teams.

Certification (CPPD) has primarily given me a sense that I have a measure and accepted confirmation that I am a professional within my industry. This in turn gives me the confidence to put myself forward and take leadership roles on projects and programs.

What advice would you give to someone who wants to enter project management?

Oh lots of advice… firstly remember that project management is a dedicated profession and your career, so invest in knowledge. You will get lots of experience, but being curious about what makes groups of people and organisations tick, is critical to being a successful project manager.

You are not always going to know the answer, so be comfortable working in the ‘grey areas’ and be flexible and adaptive. Stay focussed on the why, and accept that things will always change, and that’s ok. Every project and every career has a story.

How do you define success?

Boring answer, but it’s as simple as delivering on requirements and outcomes – that is delivering the benefit – for clients, for communities, and for individuals within those communities.

What career advice do you live by? Who gave it to you?

“You can’t be wishy washy when managing contractors and projects.” This was once shared by Lou Raunik who was my manager at Mirvac.

I often reflect on this as it helps me stay committed to being clear on what we are trying to achieve and direct in the communications needed to help decisions get made and things get done.

Any tips or advice for new AIPM members?

Get involved and be willing to engage – the AIPM is there to support you and help you grow your career. There are great people, networks, and support resources, so don’t be afraid to take advantage of them.

Contribute to the Spring edition of Paradigm Shift

In our upcoming Spring edition, Paradigm Shift will focus on the theme of “Synergy: Navigating the Path to Project Success.” We are looking to explore topics such as the art of team collaboration, Synergizing Technology and Project Management and Cultivating Leadership Synergy. As we delve into this central theme, we want to shed light on additional areas of interest such as collaboration in modern remote work environments and stakeholder engagement.

Writing for Paradigm Shift provides a unique opportunity to share your valuable insights and experiences with fellow project management professionals, showcasing your expertise in the field. All contributors will be awarded 10 CPD points, even when co-authoring articles with colleagues.

Before submitting your article idea, please consider the following:

• How will my peers benefit from the knowledge shared in my article?

• Can I present a comprehensive and wellrounded argument on the chosen topic?

• Do I possess expertise and experience in the area I plan to write about?

• How can I provide high-level insights tailored to my peers in the industry?

We look forward to hearing from you and sharing your valuable contributions in the next edition of Paradigm Shift!