EXECUTIVE LEADERSHIP IN MAJOR PROJECTS JOHN GRILL CENTRE FOR PROJECT LEADERSHIP

Transcription

1 EXECUTIVE LEADERSHIP IN MAJOR PROJECTS JOHN GRILL CENTRE FOR PROJECT LEADERSHIP

2 1 A NEW APPROACH The challenges of major projects are unique: meeting stakeholder demands, developing a high-performing team and creating a unifying culture while managing the innumerable risks. This requires exceptional project leaders. The John Grill Centre for Project Leadership offers a unique executive education program for project professionals. The Executive Leadership in Major Projects (ELMP) program will develop your capability to create value for your organisation through successful project outcomes. Major project experts will walk you through their experiences and the valuable lessons learned. You will explore a range of national and international case studies examining issues particular to major projects. To embed your learning, we offer coaching and mentoring by project practitioners throughout. Action plans and personalised assessments will support your leadership transformation. The experience and knowledge gained from the ELMP one year program will create a new generation of project leaders who will lead and deliver Australia s largest and most valuable projects. Marc Vogts Chief Executive John Grill Centre for Project Leadership

3 2 CREATING DYNAMIC LEADERS The Executive Leadership in Major Projects program develops project leadership capability to produce project leaders who are: Inspirational: self-aware and authentic, engaging in leadership practices to build high-performing teams Strategic: strategically and commercially astute, applying critical and innovative thinking to design and deliver projects that optimise value and mitigate risk Collaborative: excel at collaborating with others, leading diverse internal and external stakeholders through challenging project situations Agile: adaptive and flexible, capable of preserving and delivering project value through changing circumstances. WHO SHOULD ATTEND Current project professionals who are managing high-impact projects across a range of industry and government sectors including infrastructure, energy, mining, aviation, telecommunications, defence, technology, and banking and finance. These high-potential individuals are on track to be the future leaders, creating and inspiring major project and organisational success. GAIL KELLY MANAGING DIRECTOR AND CHIEF EXECUTIVE WESTPAC Supporting our future leaders is such a critical element for building a better Australia. The John Grill Centre, through its work with industry and government, is well placed to develop our leaders of tomorrow. High-calibre project leaders will always be in demand to support a wide range of Australian projects, including those in the banking and finance and IT sectors.

4 4 DESIGNED WITH INDUSTRY We are working to improve Australia s delivery of major projects by upskilling the executives who will go on to become global project leaders. Co-design and co-delivery with industry are central to our program. We work with a range of industry and government sectors including infrastructure, energy, aviation, mining, telecommunications, defence, technology, and banking and finance, to understand their challenges and requirements for achieving major project success. We draw on the expertise and professional networks of our Program Advisory Committee to guide and support the development of our executive education program. PROGRAM ADVISORY COMMITTEE Bechtel Shaun Kenny, President, Mining and Metals; Managing Director, Australia; Senior Vice President, Bechtel Group Inc Department of Infrastructure and Regional Development Jessica Hall, Acting General Manager, Infrastructure Policy Esso Australia David Standfield, Senior Projects Manager Jacobs Tom Quinn, Group Vice President, Western Region, Canada Lend Lease David Hutton, Group Head of Development Telstra Bronwyn Clere, Executive Director, Capital Planning Tiger Airways Rob Sharp, Chief Executive UrbanGrowth NSW David Pitchford, Chief Executive Westpac Yvonne le Bas, Chief Financial Officer, Group Services and General Manager, Enterprise Project Investments and Delivery Woodside Philip Allison, Senior Vice President, Programs Representatives also include Geoff Knox Former Chief Executive, GE Mining, GE Australia and NZ Jeanette Roberts Former Vice President Kvaerner TONY SHEPHERD AO CHAIR, WESTCONNEX DELIVERY AUTHORITY PAST PRESIDENT, BUSINESS COUNCIL OF AUSTRALIA The creation of the John Grill Centre is vital and timely for Australia and our region to improve the competitive environment in Australia and reduce project costs. It is through working with industry that the John Grill Centre will develop education which will make a difference for the success of major projects.

5 7 WHAT YOU CAN EXPECT The Executive Leadership in Major Projects comprises three face-to-face, two-week residential blocks plus an in-organisation project, and executive coaching throughout. The program is run across a period of one year with a small group of project peers. LEARNING FROM PROJECT EXPERTS Coaching and mentoring are integral to the program and develop, support and embed what you learn. During the six weeks of coursework, project experts will share their experiences and discuss the valuable lessons they ve learned throughout their careers. You will explore a range of national and international case studies examining issues unique to major projects. On completion of the coursework, you will undertake a project in your own organisation to put your knowledge into practice. ASSESSMENT AND ACTION PLANS At the beginning of the program you will take part in a customised leadership capability assessment with leadership and talent consulting services firm Korn Ferry. This will enable you to evaluate your leadership skills, competencies and gaps. Throughout the program, action plans will identify learning priorities and a final assessment will help distinguish the gains you have made in your leadership transformation journey. While participants are required to undertake some preparation for each unit, this caters to busy professionals. LEADERSHIP FOCUS The ELMP modules apply leadership concepts to the project context leading self, leading others and leading the project. CONCEPT DEVELOPMENT EXECUTION Design thinking and strategic mindset Planning for value creation Execution agility LEADING THE PROJECT High-performing project teams Collaborative engagement and stakeholder alignment LEADING OTHERS Leadership practice LEADING SELF

6 8 CORE MODULES AND PROGRAM OVERVIEW PRIOR AUGUST 2015 NOVEMBER/DECEMBER 2015 FEBRUARY/MARCH 2016 APRIL/MAY 2016 JUNE 2016 CUSTOMISED LEADERSHIP DIAGNOSTIC ASSESSMENT LEADERSHIP PRACTICE Understand effective leadership practices from multiple perspectives Evaluate and enhance individual leadership practices to become a self-aware and innovative leader Strengthen communication skills with boards, ministers, executive management and other crucial stakeholders Apply appropriate leadership approaches to specific projects Contribute to effective project governance COLLABORATIVE ENGAGEMENT AND STAKEHOLDER ALIGNMENT Create environments with project teams, sponsors and governance committees that allow for open involvement and participation Analyse stakeholders and their interests to create shared visions of success Develop collaborative agreements with external suppliers, contractors and joint venture partners that optimise value and minimise risk Lead and navigate projects through complex political, regulatory and labour environments Engage with communities and interest groups on sensitive project issues PLANNING FOR VALUE CREATION Understand and translate desired strategic, policy and stakeholder outcomes into a project strategy and plans Recognise and deal with decision bias in project plans and forecasts Lead the project approval process for robust and effective final investment decision Shape the project for optimal value and benefits realisation IN-ORGANISATION PROJECT Identify a current project related challenge in your organisation Develop solutions for your selected project challenge by drawing on course learnings and mentor insights Formulate a detailed strategy and implementation plan for the current project challenge EVALUATION FOR LEADERSHIP TRANSFORMATION HIGH-PERFORMING PROJECT TEAMS Customise appropriate structure, key performance indicators, incentives and culture Build group dynamics for collaboration, trust and accountability in project teams Create cohesion and alignment among co located, dispersed or virtual team members across different organisations and cultures Resolve conflict Develop and coach talent DESIGN THINKING AND STRATEGIC MINDSET Understand projects as part of the strategic/policy environment Apply critical thinking and structured innovation processes to designing the right project solution Make project decisions and evaluate their financial, social and stakeholder impacts Create project environments that align with and deliver strategy/policy EXECUTION AGILITY Detect and interpret weak performance signals to intervene early and preserve project value Harness creative problem solving approaches for effective project delivery Make robust decisions under conditions of uncertainty Lead the change process from strategic, political and cultural perspectives Realise project value and benefits Location: Sydney Location: Sydney Location: Sydney Location: Your sponsoring organisation EXECUTIVE COACHING AND MENTORING; PERSONALISED ACTION PLANS Leadership focus: Leading self Leading others Leading the project

7 10 LEARN FROM INDUSTRY S FINEST International project executives will draw upon their experiences working on major projects and share with you the lessons they ve learned along the way. You will examine a range of case studies and explore how best to apply your knowledge, skills and influence to achieve success and value. Sir David Higgins is a former chief executive of Lend Lease and former chief executive of the London 2012 Summer Olympics Delivery Authority. Sir David has an extensive list of successful projects in his cache. Until recently he was chief executive of Network Rail, which owns and runs the British rail infrastructure. In 2014 he took on the role of Chair of High Speed 2, the biggest infrastructure project in Europe, and also became a Non-Executive Director of Commonwealth Bank of Australia. SIR DAVID HIGGINS Executive Chairman High Speed 2, UK Non-Executive Director, Commonwealth Bank of Australia Jim McIlvenny is the Senior Vice-President of The Dow Chemical Company and Chairman of the Dow Sadara Project Office. He is also Deputy Chairman of Sadara Chemical Company. Located in Jubail Industrial City in Saudi Arabia, the Sadara project is the largest petrochemical facility ever built in a single phase. JIM MCILVENNY Senior Vice-President The Dow Chemical Company Leigh Clifford is Chairman of Qantas and has been on the board since He is a Director of Bechtel Group Inc and Chairman of Bechtel Australia Pty Ltd, and a Senior Adviser to Kohlberg Kravis Roberts. He is Chairman of the Murdoch Childrens Research Institute, a member of the Council of Trustees of the National Gallery of Victoria, and Chairman of the National Gallery of Victoria Foundation. He retired as chief executive and director of Rio Tinto in His career with the Rio Tinto Group spanned 37 years and included time in Australia and overseas. LEIGH CLIFFORD AO Chairman Qantas and Bechtel Australia Pty Ltd

8 12 OUTCOMES FOR PARTICIPANTS Develop invaluable leadership expertise to design and deliver major projects successfully Be coached and mentored by world leading academics, project practitioners and industry peers Apply the latest project leadership thinking through experiential learning and case studies Network with a broad range of senior international project experts Convert the Executive Leadership in Major Projects (ELMP) program completion certificate to the number one ranked * Global Executive MBA at the University of Sydney Business School with additional study. FOR ORGANISATIONS Deliver major projects that achieve strategic and policy outcomes Enrich long-term stakeholder relationships Reduce risk of cost blowouts and delayed completion across the project portfolio Realise instant benefits through participants working on projects in their own organisation Retain those project professionals with the highest growth potential Develop a new cadre of executive project leaders. *The Australian Financial Review s BOSS magazine

9 14 15 ADMINISTRATION HOW TO APPLY PARTICIPANTS The Executive Leadership in Major Projects program is ideal for project professionals working on major projects that cross a range of industry and government sectors including infrastructure, energy, mining, aviation, telecommunications, defence, technology, and banking and finance. ORGANISATION SPONSORSHIP Participants must be nominated by an executive who is actively involved in their development and is committed to engagement with the participant throughout the learning process. ADMISSION REQUIREMENTS To be eligible for admission, you need to: Have a minimum 10 years relevant professional project experience Hold a completed bachelor s degree, graduate certificate, graduate diploma or equivalent from an institution approved by the University. This must also be at a standard accepted by the University (minimum credit average or 65 percent grade average) Be an employee currently working on a project or project related issues, and be nominated and supported by an organisation sponsor. Credit is not available for previous studies. PATHWAY INTO OUR GLOBAL EXECUTIVE MBA The ELMP program provides a pathway into the Global Executive MBA of the University of Sydney Business School by offering credits for up to two-and-a-half out of the six units of study for the Global Executive MBA. Our Global Executive MBA was ranked number one by The Australian Financial Review s BOSS magazine. FEES $60,000 includes tuition and materials. In addition, participants are required to cover their own airfares to and from Sydney and any other host city, as well as residential and associated costs as organised by the University. To apply for a place in the ELMP program commencing 16 August 2015: 1. APPLY Please complete the online application form at: sydney.edu.au/ john grill centre APPLICATION DEADLINE Applications close Friday 29 May 2015 at 5pm As places are limited, we advise you to apply early. 2. SUBMIT Along with your application you will need to supply: a copy of your academic transcript details of your employment history a statement of project experience a statement of intent a letter of sponsorship from your organisation 3. INTERVIEW After receipt of your completed application, we will contact you for a formal interview.

10 17 WHY CHOOSE THE UNIVERSITY OF SYDNEY S JOHN GRILL CENTRE FOR PROJECT LEADERSHIP? We deliver executive education to address project leadership gaps which impede the success of major projects. Our vision is to enable organisations to create and realise optimal value in major projects and in turn make Australia a desirable location for future capital investment and gain from the associated economic benefits. JOHN GRILL FOUNDER AND CHAIR, JOHN GRILL CENTRE FOR PROJECT LEADERSHIP; CHAIRMAN, WORLEYPARSONS A NEW CENTRE INSPIRING PROJECT LEADERSHIP SUCCESS The John Grill Centre for Project Leadership was established in October 2012 with a landmark donation of $20 million from University of Sydney alumnus John Grill on his retirement as chief executive of mining services firm WorleyParsons. INFLUENTIAL BOARD SUPPORT While John Grill is Chair of the centre, a board has also been set up to further the centre s links with industry and government in Australia and internationally. Members include leading business figures: Kevin McCann AM Sir David Higgins Dr Stuart McGill John Mulcahy The Hon Nick Greiner AC Catherine Livingstone AO Jim McIlvenny The centre is led by Executive Director Marc Vogts and is supported by the Faculty of Engineering and Information Technologies and the University of Sydney Business School. A WORLD-CLASS UNIVERSITY Based at the University of Sydney, the John Grill Centre taps into the great minds of our diverse and extensive academic teams. The University of Sydney is a leading, comprehensive research and teaching community. Through critical analysis, thought leadership and active contribution to public debate, the University helps shape Australia s national and international agenda. INTERNATIONAL ALUMNI The University of Sydney has more than 280,000 alumni in Australia and around the world. As a graduate of the John Grill Centre, our alumni program will enhance your professional networks, support continuous learning and give you access to the Business School and Faculty of Engineering and Information Technologies professional and social networks.

11 John Grill Centre for Project Leadership The University of Sydney E johngrillcentre@sydney.edu.au T sydney.edu.au/john-grill-centre Produced by Marketing and Communications, the University of Sydney, January The University reserves the right to make alterations to any information contained within this publication without notice. 15/4743 ABN CRICOS 00026A