North-West Branch Conference
Behavioural Competence
Monday 12 October 2015
AstraZeneca
Alderley Park, Macclesfield,
Cheshire, SK10 4TG
Speaker Information
Julian Smith
Project Management: Communicate.
“The biggest project failures are caused by poor scope management and inadequate
communication.” KPMG Global Construction Survey 2015.
In his presentation, Julian Smith will explore how to frame and present projects effectively using
insights gained from over 20 years of experience in high level politics and communications.
Biography
Julian joined APM in August 2015. He has held senior level roles in public affairs and communications
in central Government including Head of Parliamentary Relations at the Foreign and Commonwealth
Office and Speechwriter and Private Secretary to the Deputy Prime Minister. He was formerly Head
of External Affairs at the Home Builders Federation.
Head of External Affairs
Association for Project Management
Ibis House | Regent Park | Summerleys Road | Princes Risborough | Bucks | HP27 9LE
julian.smith@apm.org.uk| @apm_xa
direct 01844 276768 | switch 0845 458 1944 | 07584 907767 |
Ann Cheung
The impact of behaviour on project delivery
Overview
Behaviour impacts every aspect of project delivery. Successful project delivery is achieved when the
desired behaviours are consistently and regularly exhibited, and undesired behaviours are mitigated
and eliminated. Success in this context goes beyond delivering the output to time, cost and quality.
It is possible to delivery to time, cost and quality using undesired and unpleasant behaviours
however, very few of the people involved would consider this to have been a successful delivery.
There are very few people who set out to deliberately sabotage a project through their behaviour
but either through a lack of knowledge, skill, guidance or clarity they exhibit unhelpful or undesired
behaviours which impact adversely on the project. Successful projects recognise this and establish
arrangements to objectively identify behavioural problems and implement behavioural change. They
create a delivery environment which encourages desired behaviours and discourages undesired
behaviours by providing reinforcing and punishing consequences. Leaders of successful projects are
aware of the downstream impact of their behaviour and ensure that they regularly and consistently
demonstrate and reinforce the desired behaviours within the delivery environment. The impact of
behaviour on project delivery can be evidenced by the success (or otherwise) of the project during
delivery and on completion.
Biography
Ann Cheung is an independent Consultant using Applied Behavioural Science for effective portfolio,
programme and project management. For some clients she provides advice and support using
behavioural management techniques and for other clients she provides behavioural management
consultancy (including training, leadership team development and 1:1 coaching) within the
programme and project delivery environment. A Chartered Civil Engineer by background, Ann has
more than 25 years of experience across the full delivery lifecycle having worked for construction
contractors, consultancies, public sector client organisations and SMEs. Over the last ten years she
has observed variable project results even within the same organisation and has sought to
understand the underlying reasons which can all invariably be traced back to behaviour. She
regularly speaks at conferences and firmly believes that behaviour is the differentiator between
good and great delivery.
Alex Byars
Common Goals? - Conflict management at a Premier League Football Club
Overview:
The presentation will outline a high level overview of Everton’s organisational structure and my role.
The prevailing behavioural culture at Everton will be explored through the use of several examples
of conflict including
 Transfer negotiations
 Ticket pricing
 Short term (the next home match) vs long term (the 3 year plan) objectives
Other conflicts and challenges I face as the Director of Strategic Projects will also be examined.
The importance of common goals for any organisation or project team will be emphasised
Biography
Alex is Everton’s Director of Strategic Projects and a member of the Senior Executive Team. He works
with all departments across the Club and is currently leading several projects, including the
proposed New Stadium and the creation of an effective Reporting & Communications framework.
He manages relationships with several external advisors including the City Council, architects,
planners and lawyers.
Prior to joining Everton, Alex spent three years as the Commercial Finance Executive at Manchester
City FC, where his responsibilities including developing the Etihad Stadium Expansion Business Plan,
ticketing and hospitality pricing, sponsorship deal evaluation and international strategy.
Alex is a Chartered Accountant and spent the previous eight years in Deloitte’s Sports Business
Group, where he provided strategic consultancy and advisory services to clubs, governing bodies,
investors, lenders and local authorities across a wide range of projects. His work included strategic
reviews of sporting competition structures, due diligence reports, business plans and operational
reviews.
Matthew Prendergast
Collaborative team working
Overview
Using Edge Hill University as a case study, the lecture will demonstrate how Turner & Townsend
delivered the multi award winning £16m Creative Edge Building from inception to completion in 11
months, achieving 50% programme and 33% cost betterment, when compared against industry
benchmarks. The seminar will explore how the tools and techniques we used to foster leadership,
teamwork and communication across the project team to achieve exceptional results.
Biography
Matthew Pendergast is an Associate Director within Turner & Townsend’s North West region and
carried out the detailed post project evaluation on the Art and Design Building project. Matthew was
the winner of the APM Project Manager of the Year award in 2010 and was the Project Manager on
the Redevelopment of Liverpool Central Library project, which was shortlisted as a finalist for the
APM Project of the Year Award in 2013. Turner & Townsend provided project and cost management
support to Manchester Metropolitan University in the successful delivery of the Art and Design
Building and Student Union projects.
Associate Director
Matthew Pendergast
Associate Director
Turner & Townsend project management
t: +44(0)161 877 8886 | m: +44(0) 7734 494527 | http://www.turnerandtownsend.com
Jim Yates
The Influential Project Manager
Overview
Managers in general and Project Managers in particular get things done by orchestrating the
activities of other people, many of whom they have no legitimate power over. Even where they have
power it may not be wise to use it. As one seasoned project manager put it, you need to choose
which battles to fight.
The most effective managers seem to be able to motivate others to take the required action through
leadership, influence and persuasion. Many however lack the understanding of the process and
methods to encourage others to willingly do the right thing.
This talk suggests how Project Managers can become more influential by applying some ideas drawn
from other areas of management, namely:
 Stakeholder Management
 Influence and persuasion
 Marketing
It will touch on some ideas on handling organisational politics and understanding organisational
culture.
Biography
Jim Yates BTech, MBA, CEng, FIChemE
Jim is a fellow of the Institution of Chemical Engineers who has been involved in projects in the
Chemical, Pharmaceutical, Food and Power industries for 40 years. He has a degree in Chemical
Engineering with Management Economics from the University of Bradford and a MBA from the Open
University. He has tutored on various modules of the Open University Business School MBA
programme since 1997.
Jim made the transition into management consultancy in 2000, establishing his own company,
Fulcrum Management in 2004. His work focused on change management working across the public
and private sectors with organisations from start-ups to Blue Chip Companies, helping them with
organisational, team and personal development issues. In parallel, he has taken on technical and
Project Management interim roles.
He is also a joint author of the IChemE sponsored book “Project Benefits Management: Linking
projects to the business” and retains a particular interest in the project justification and approval
process.
Richard Taylor
Eurofighter Typhoon Helmet Mounted Symbology System – Accelerating High Performance
The Typhoon HMSS is an advanced binocular helmet mounted display system which has been
introduced into active front line service with Eurofighter partner nations. This presentation will
summarise the programme context and challenges experienced in the period leading up to the entry
into active service of the system in 2012 and the changes in approach made across BAE SYSTEMS
over this time to successfully deliver the programme to our customers. The presentation will outline
the improvements made in stakeholder engagement and internal and external communications on
the programme. The presentation will also describe the behavioural and leadership techniques used
to align and build a collective team identity and ethos to deliver this challenging programme and
product. Finally the adoption of the BAE SYSTEMS service excellence programme into the
deployment of HMSS working with a diverse range of customers to support the entry into service
will be described.
Biography
Richard started working at British Aerospace (now BAE SYSTEMS) in Brough, East Yorkshire in 1991.
Having graduated with a degree in engineering in 1995, Richard undertook various systems
engineering roles on the Hawk jet trainer until 2001. Richard then moved into Hawk support project
management focussing on Finland, Switzerland and Bahrain. During this period Richard completed
an MSc in Aircraft Engineering from Cranfield University. Post 2001, Richard moved to work on the
Saudi Tornado programme, leading the delivery of a significant upgrade package to the aircraft, then
latterly the programme management office. In 2008 Richard moved onto the Typhoon programme,
leading various Typhoon system upgrade contracts including the delivery of the Typhoon Helmet
Mounted Symbology System programme from 2009 to 2012. Since 2012 Richard has been leading
the project management function and business office for the Typhoon aircraft programmes business
and was recently appointed as the Programme Integration Director.
Kevin Kane
What are Professionalism and Ethics in a Globalised World?:
The UN Global Compact and the Principles of Responsible Management Education ( PRME) in the
context of ethical behaviour in project management professionals and the Association of Project
Management.
Members of professional associations are expected to behave in an ethical and responsible manner
with regard to their professional duties and such behaviour is one of the key characteristics of a
profession and thus distinguishes it from a trade or occupation. Professional associations maintain
the ethical standing of their profession through the provision of distinct and detailed guides to their
required behaviours and also enforce a disciplinary code and procedures which can lead to the
expulsion of a member who is seen as not living up to the ethical and professional standards
required. The Association of Project Management (APM) has as one of its key project management
competencies BC09 Professionalism and ethics and failure to demonstrate the achievement of BC09
automatically leads to a failure of the Registered Project Professional (RPP) standard. The APM also
has a disciplinary code which it can enforce on its members.
However, the question may be asked whether in the 21st Century BC09 is sufficient in terms of what
should be required from members of a profession that has major impacts on such issues as climate
change, sustainability, human rights etc. The UN Global Compact and the Principles of Responsible
Management Education (PRME) are increasingly being adopted by businesses and professional
bodies as a way of demonstrating commitment to values of professionalism and ethical behaviour
which go beyond BC09 requirement of ’adopting a morally, legally and socially appropriate manner
of behaviour and working’ This presentation explains and explores the Global Compact and PRME in
the context of the APM and project management profession.
Biography
Dr. Kevin Kane is Programme Leader in Project Management at the Salford Business School, Salford
University. He is also Co-Director of the University’s Centre for Social Business. He is an APM
registered project professional and has been active in the APM North West branch for over six years.
As an educator he has given lectures and presentations on project governance and particularly on
the need for effective ‘whistle-blowing’ and ethical policies in organisations.
Simon Green & Steve Dineen
The Future for Leadership & Development in Project Management
Overview
The capability to improve personal development through the introduction of learning technology has
never been greater. Over the last few years, education has become a successful online retail offering
in its own right with companies like Coursera, Udemy and Lynda.com growing at Uber-like rates. This
talk will uncover how leading organisations like Vodafone, Google, L'Oréal and others are
transforming their own learning functions & programs in every area from sales to engineering &
project management taking on board the same concepts as these new retail education companies,
which include social learning, mobile learning & the move from monolithic courses to bite sized
content.
Biographies
Simon
As a member of PA Consulting Group’s Management Group, Simon brings C-level organisational
leadership experience to lead PA’s thinking and service lines in project/programme management
capability development and capacity planning. He helps organisations ensure they have the right
types and levels of capability to deliver their corporate portfolio of change, now and in the future.
Derived from a deep understanding of current capability and portfolio complexity demands, fusing
next-gen technology with services and training, the outcome for clients is a roadmap to build, and
maintain, optimum organisational change capability
Steve
Steve Dineen is one of the founders of the UK E-Learning industry. Currently he is the CEO and
founder of Fuse, an innovative knowledge, learning and communication technology company. He
has 15 years’ experience working in partnership with many of the biggest brands and organisations
in the world with the goal of pushing the boundaries of learning technology to integrate with “face
to face” delivery, increasing people performance and individual opportunity through the
democratisation of education and learning.
Eileen Roden
Please Behave!
If an observer came to observe you and your project team at work, what behaviours would they
see? Organisations often have defined behaviours that we sign up to when we become an
employee. How many of these would be obvious to the observer?
The behaviours of the Project Manager and the Project Sponsor have a direct impact on the
behaviours of the project team and project success.
How often do we consciously choose the behaviours that we wish to encourage and discourage on
the project and take action to make it happen?
This interactive session will explore the value of ‘good’ behaviour to the project and what we can do
to ensure the value is realised on our projects.
Biography
Eileen is an experienced Project and Programme Management Consultant and Trainer, specialising in
the development and delivery of bespoke training and consultancy to help organisations improve
their delivery capability. Her clients come from a range of industry sectors including transport,
finance, pharmaceuticals, defence, utilities and the public sector.
Eileen has 15 years practitioner experience in a variety of project management roles (predominantly
PMO management) along with IT and functional HR roles. She has had departmental (line
management), team (matrix management) and P&L accountability up to Managing Director level of a
£4.5m business. These roles have had a variety of UK, EMEA and global responsibilities.
Eileen is passionate about the practical application of project management and works with a direct,
pragmatic approach, coupled with an infectious enthusiasm to ensure good practice is used to best
effect within the culture and maturity of the organisation.
Dean Sumner
Communication
What does communication mean to you? Do projects come to fruition because of good chains of
communication, or in spite of them? This is a very practical, hands-on session exploring aspects of
communication from the customer, through the chains of suppliers, manufacturers and all parties
between. We will explore where things may go wrong and why, constructing solutions and ensuring
planning to avoid serious failings in communication.
Delegates will develop an understanding of how to identify strengths and weaknesses in the chain of
communication that may affect their business and client relationships.
Biography
Dean has project managed a large number of arts events throughout his career. He is Head of
Performing Arts at the Manchester Health Academy. He has been in education for 15 years, after
working in theatre for 20 years. Dean has been creative director in a number of theatre groups, as
well as writing scripts and music.
Dean trained at Middlesex before leaving to become Musical Director of a number of theatre groups
around the country. He has also lectured at Manchester Metropolitan University and been a visiting
examiner for Edexcel.
Ian Stewart
Negotiation and Conflict Resolution in Project Management
From its earliest stages, a project takes place under conditions of scarcity and constraint; time, cost,
quality and so on. Further, project performance under these constraints is attached to the goals,
expectations, performance and careers of people, whose priorities will differ. Conflict, then,
becomes inevitable and must be resolved so that work can be done and before it becomes dispute.
Dispute ends work, relationships and projects. Negotiation is rightly named by the APM as a PM
competence and is required for individuals to resolve conflict and get projects completed, even
obtaining benefits from the conflict. Are there really benefits from conflict? What are the most
common sources of conflict in project work? What is your negotiation/conflict management style?
What might be the implications of that for your work as a project manager and your projects? This
presentation will give you an opportunity to reflect on these questions, learn about some of the
academic research in the area and hopefully improve your outcomes when facing conflict in your
project work.
Biography
Dr Ian Stewart is Assistant Programme Director of the MSc Management of Projects Suite, University
of Manchester. Additionally, he lectures in Commercial Management of Projects and is part of the
Conflict and Dispute Resolution Research Group.
As part of his PhD research, he examined the role of conflict in innovation in major project-led
organisations. Ian also holds visiting lectureships at Ecole d'Ingnieurs en Genie des Systmes
Industriels, WMG University of Warwick and is a Fellow of the Higher Education Academy.
Nick Welch
Alan Cheung
Behavioural Leadership – a way of life
Alan will talk about why Behavioural Leadership and making it a way of life is the key to delivering
sustainable improvements to the culture and performance of Projects and our wider businesses.
He will explore how we can predict behaviours, why we need to start framing things differently and
what simple things we can all do differently to shape the behaviours we want to see.
Alan will also challenge us to think about what our Leadership Critical Safety Behaviours really are
and what happens when we don’t do them.
Biography
Alan Cheung is the Director for Behavioural Management at Costain Ltd. Alan has been instrumental
in the development and implementation of the Costain Behavioural Safety (CBS) Programme, which
began in 2006. In 2011 he successfully took the CBS Programme through third party accreditation
with the Cambridge Centre for Behavioural Studies, making CBS the first third party accredited
behavioural safety programme in the UK. He has subsequently developed a Behavioural
Management Consultancy for Costain which helps clients apply the principles of behavioural science
to improve all aspects of their business.
Alan has a degree in Civil Engineering from Loughborough University, is a Chartered Civil Engineer
and Member of the Institution of Civil Engineers. He has over 25 years’ experience of working in the
UK Construction Industry and prior to taking on his current role Alan headed up Costain’s £440M
AMP4 United Utilities Contract.
Colin MacKenzie
APM Portfolio update
Overview of the APM Competence Framework and new Qualification
The new APM Competence Framework 2nd edition, released in June 2015, describes APM's new
view of the competences necessary for effective project, programme, portfolio management and
PMO in today's project environment. It’s been created by professionals for professionals and
provides a common reference for all organisations and individuals engaged in project activities
regardless of their size, sector or geographic location.
Colin will talk about the rationale behind its development and summarise a number of the key
benefits he believes it can bring to both organisations and project professionals. This will include an
update on the new APM qualification, currently in pilot, which has been developed using the new
competence framework.
Biography
Colin has a background in customer service, marketing and communications, with significant
experience in both the private and public sectors.
He has worked with both large and small organisations and has experience in retail, financial
services, membership bodies and health. Although he is not a career project professional many of his
roles have required him to deliver projects and business improvement activities including change
programmes.