The 2026 Defence Industry Development Strategy does something we haven't seen a Defence industry policy document do before. It treats project management, program management and commercial capability not as supporting functions that sit beneath the “real” work of building ships and aircraft, but as strategic national capabilities in their own right. That is a meaningful shift. For years, the conversation about defence delivery has been dominated by platforms and technologies —

Governance of complex projects is the system of decision rights, accountability, and adaptation that keeps a large-scale initiative aligned with its objectives as conditions change. Effective governance rests on well-established fundamentals — clear accountability, strategic alignment, stakeholder engagement, risk and performance management. INMAA Advisory's approach builds on these fundamentals and adds a distinctive layer: in complex environments, governance also generates

Frick, David E. | Al khateeb, Homam In this edition of the Project Management Network, David and John discuss the critical role of risk management in project success. At your own risk

Pleased to be featured in the latest edition of the PMI South Australia Impact. This edition included a practitioner summary of a white paper from a large-scale inventory intervention project in the FMCG sector. The summary documents a two-year consulting engagement in which a major FMCG retail chain was carrying an unsustainable stock-purchasing commitment across 500+ SKUs — driven not by poor systems but by a fundamental breakdown in operational governance and decision-maki

John Al Khateeb and Mandy Hill In this article, Mandy and John address the AI governance challenge in complex projects, including the points below: Why AI without governance is a project risk, not a project advantage Governing intelligent systems in high-complexity project environments The governance gap that AI is widening in complex projects CONNECT e-Magazine by ICCPM - Complex Project Management

By John Al Khateeb In this article, John Al Khateeb discusses some of the leadership challenges in complex projects When the rules of governance conflict with the realities of complexity Effective governance in complex projects demands more than compliance — it demands contradiction The leadership challenge no governance framework prepares you for CONNECT e-Magazine by ICCPM - Complex Project Management

Description This subject examines the theory and practice of managing projects characterised by high uncertainty, interdependency, and organisational complexity. Students develop the analytical and leadership capabilities required to navigate environments where traditional linear approaches are insufficient. Drawing on real-world case studies, the subject equips practitioners to diagnose complexity, design appropriate delivery frameworks, and lead projects to successful outco

Description This subject introduces postgraduate students to systems thinking as a foundation for understanding and managing projects embedded in complex organisational and social systems. Students learn to identify feedback loops, unintended consequences, and systemic interdependencies that conventional project management approaches frequently overlook. The subject builds capability to diagnose root causes rather than symptoms, and to design interventions that are durable ra

Description This subject develops advanced capability in the identification, analysis, and management of risk across the full project lifecycle. Students engage with both quantitative and qualitative risk management methodologies, emphasising the integration of risk practice into governance and decision-making structures. The subject prepares practitioners to lead risk management functions in complex, high-value project environments where the cost of failure is high. Learning

Description This subject examines the strategic and operational dimensions of large-scale organisational transformation, with a focus on the role of project and program management in delivering sustainable change. Students explore how organisations innovate, adapt, and transform in response to competitive, regulatory, and technological disruption. The subject integrates change management theory with program delivery practice, preparing graduates to lead transformation initiat

Description This subject examines the structures, frameworks, and practices that constitute effective project governance across organisational and program contexts. Students develop a critical understanding of how governance enables — or inhibits — decision-making, accountability, and value delivery in project environments. Drawing on both theory and practitioner experience, the subject prepares graduates to design, implement, and evaluate governance arrangements appropriate

Course Description: This subject develops advanced capability in stakeholder identification, analysis, and engagement across complex project and program environments. Students examine the political, cultural, and relational dimensions of stakeholder management, and develop structured communication strategies for diverse and often conflicting stakeholder groups. The subject recognises that stakeholder capability is frequently the determining factor in project success and equip

Course Description This subject provides a rigorous grounding in the principles and techniques of project cost estimating, budgeting, schedule development, and performance measurement. Students develop competency in earned value management, critical path analysis, and integrated baseline control, applied to projects of varying scale and complexity. The subject emphasises the governance dimensions of cost and schedule management, preparing practitioners to make and defend reso

The Analytics in Complex Projects Special Interest Group (ACP SIG) is convened by the International Centre for Complex Project Management (ICCPM), the peak global body for research, education and solutions addressing project complexity. The ACP SIG is a forum that fosters collaboration and cross-disciplinary insights to enhance decision-making in complex projects. It facilitates knowledge exchange and the sharing of best practices, case studies and lessons learned — collectiv

The Governance of Complex Projects Special Interest Group (GCP SIG) is convened by the International Centre for Complex Project Management (ICCPM), the peak global body for the development and dissemination of research, education and solutions addressing project complexity. The GCP SIG provides a focused, international forum for professionals, researchers and practitioners who work with, study or influence the governance of complex projects. Its purpose is to build a shared s

PGCS is the only Australasian symposium dedicated to advancing project performance through the interlinked disciplines of project controls and program, portfolio and project (PPP) governance. Held each year the not-for-profit symposium draws close to 600 project professionals and senior executives, both in person and via livestream, for keynote addresses, specialist streams, international masterclasses and expert panels. Distinguished by its rigorous academic program, peer-re

The New Zealand Project Management Conference is the country's leading annual gathering for project professionals, hosted by PMI New Zealand (PMINZ), the local chapter of the Project Management Institute representing 2,400+ members across Aotearoa. Bringing together delegates from New Zealand's foremost organisations, the conference combines internationally recognised keynote speakers, professional development sessions and networking with the prestigious New Zealand Project M

The Dubai International Project Management Forum is the Middle East's premier project management event, organised by Dubai's Roads and Transport Authority (RTA) in collaboration with PMI and co-hosting partners including DP World, DEWA and Emaar Properties. Held annually at Madinat Jumeirah under the patronage of the Crown Prince of Dubai, the Forum convenes 2,000+ professionals, ministers, heads of authorities and global thought leaders for keynotes, masterclasses and panel

Large-scale initiatives most often fail not because of poor execution, but because a foundational decision — how the delivery lifecycle is selected — is never deliberately made. This white paper documents a public sector digital transformation program where a project was inheriting a program-level predictive lifecycle it was never suited to, and shows how a mid-execution transition to a hybrid iterative model recovered delivery within three months. INMAA Advisory's governance

An organisation spending over AUD $500,000 per week on stock across 500+ SKUs could not explain why its costs were accelerating — and the cause was not inventory management, but a breakdown in decision-making governance. This white paper documents a two-year engagement that delivered a 30% reduction in stock purchasing (approximately AUD $7.8 million annually) with minimal impact on availability. The intervention was a governance reform, not a technical fix — restoring eviden