Tag Archives: Project Governance

The ITx Conference – Auckland – 8-10 October 2014

Itx

This conference will soon be upon us. I have been fortunate enough to have a paper selected for presentation.

The programme is here and my offering is here.

You can register here

What is ITx?

Established in 2014, ITx is three conferences in one; combining the successful IITP and CITRENZ national conferences with the re-launch of the Computer Science Association’s conference; establishing the broadest and largest non-vendor general IT conference in New Zealand.

ITx focuses on innovation, technology and education and brings IT professionals, decision-makers, leaders and academics together under one roof. This is a conference like no other: where industry, academia and government come together to network, learn and engage.

ITx will run every second year in either Auckland, Wellington or Christchurch.

About IITP, CITRENZ and CSANZ

The Institute of IT Professionals NZ (IITP) is the professional body of the IT sector and is the largest IT representative body in New Zealand. IITP has run conferences for almost 50 years, although there was a large hiatus prior to the 2010 50th Anniversary Conference. IITP2013 was held in Tauranga and attracted hundreds of IT professionals and thought leaders.

Computer and Information Technology Research and Education New Zealand (CITRENZ) is the representative body for the IT departments of New Zealand’s Institute of Technology / Polytechnic sector. CITRENZ has been running successful annual conferences for 27 years.

Computer Science Association of New Zealand (CSANZ) is the forum for the University Computer Science community. CSANZ has been active for many years and 2014 will see the return of the popular CSANZ conference as part of ITx.

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It’s the PM’s fault!

How often have we heard that cry? Especially when something goes wrong on an engagement/project.

Well in my opinion, a strongly held one by the way, that statement is often unjustified.

All too often the blame is placed on the Project Manager when in reality the whole thing should never have been undertaken in the first place.

The PM is blamed for decisions taken into which he/she probably had no input whatsoever, but the PM is the easy target.

Sometimes the PM is responsible, or partly so, but all too often the PM is the convenient scapegoat for management failings.

I will post again on this issue, as it needs to be discussed.

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Lessons from Failure – A Tale of Three Projects

Here is my presentation to the Wellington ISACA Chapter today.

This presentation forms part of a more in depth treatment of the issues, which I will be posting on over time.

Learning from ‘failure’ – an update

Earlier today I posted on my forthcoming presentation to ISACA/IIANZ, here are the location, time cost and booking details:-

IIANZ / ISACA Lunchtime Education

Friday 26 June 2009

Overview
The Wellington ISACA & IIA lunchtime education sessions for 2009 are being held jointly on the last Friday of each month. Format
12.00 – 12.45 ISACA Session
12.45 – 13.15 Networking Lunch
13.15 – 14.00 IIA Session

Registrations
For catering purposes please register your interest, also any special dietary requirements with alannah.grainger@iianz.org.nz by Monday 22 June.  Please ensure you register on time.

Cost
There is a charge of $15 for a member or $20 for a non member to attend one or both of the sessions. This includes the networking lunch.

Venue
Level 16, Deloitte House, 10 Brandon St, Wellington

ISACA Session (12.00 – 12.45)

Learning from ‘Failure’
The presentation focuses on the learnings, especially in a governance context, of project ‘failure’. It is based on some major projects the presenter became involved in, some years apart, the similarities and the lessons for participants and others.

Peter Salmon, CA – Principal at Manning Charles & Associates Ltd
Peter is a senior executive and consultant with an extensive business management, professional services leadership and delivery background. He combines this with significant organisational change, business assessment, and resource management experience. This is complemented by having worked in a number of countries and a varied range of business sectors. For many years he has been involved in developing and leading consulting practices in a variety of disciplines.

Peter’s consulting practice experience includes IT consulting, general consulting, financial investigations and valuations, and litigation support.

His other experience includes:- practice development, practice management including service economics and profitability, quality assurance and resource management, especially as regards the IT sector.

This knowledge and expertise is combined with a strong record of achievement. For many years Peter has worked with CxO level executives, management and staff to provide business focused outcomes to issues.

IIANZ Lunchtime Session (13.15 – 14.00)

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Learning from ‘Failure’

On June 26, I am speaking to the Wellington Chapter of ISACA on the topic of what we learn from project ‘failure’

This presentation is based on some of the lessons I drew from personal experience of involvement in various projects.

The projects considered took place a number of years apart and in different countries. Yet in each instance there were striking similarities.

The presentation sets the issues in a governance context.

Oh, my involvement came about as the guy who got to try and sort the situations out.

Governance issues in defence projects

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I nearly missed this article, in fact I found it when I was about to throw out last weekend’s papers – print edition. Geoff Cumming wrote this in last Saturday’s NZ Herald.

Cumming highlights major deficiencies in defence procurement. The issue surfaced last year, but was largely overlooked in the media.  Cumming suggests that this may well have been due  to the ongoing Winston Peters saga.

What makes the issues so important is that Cummings highlights the fact that many, if not all,  of these issues are ongoing and appear to be systemic rather than one-offs and that little appears to have been done to resolve them. despite them having been raised in reviews over several years.

I find this very disturbing from a governance perspective. How is it that the problems can have been identified, but not dealt with despite their recurrence? Continue reading