Peter is the Director QUTeX Open Professional Education with QUTs Graduate Schools of Business where he has responsibility for QUTs education and training programs for professionals and executives. He also teaches into specialist subject areas such as complex project design, innovation and business planning within the Executive MBA and corporate programs.
Peter has over thirty years’ experience at senior management and executive level roles within both the private and public sectors as well as being the founder of several successful technology ventures. He a partner of a private investment fund which holds ownership in a portfolio of technology ventures and is an investment advisor to a high-wealth family investment office fund.
Peter resides on the Boards of a number of technology ventures across multiple sectors including, education, technology, health and the construction sectors with a particular focus on enabling skills and competency development and organisational capability building. Together with academic colleagues from QUT and some of the world’s leading academic institutions in Australia, UK, and North America, he is the cofounder of HelixIQ Group – a Learning Support Marketplace applying data analytics and machine learning to competency building in large organisations.
He holds multiple undergraduate and postgraduate qualifications in finance, strategy and intellectual property law and has a PhD in technology management and entrepreneurship. In 2014 he was listed among the ‘IAM Strategy 300’, The World’s top 300 intellectual asset strategists. He is a regular keynote speaker at global industry conferences speaking on innovation, entrepreneurship and Intellectual Property matters.
Building Teams and Organisational Competencies for Complex Projects
The requirements for the successful management of complex projects have been identified to require practices and processes that traditional project management methodologies have not had the capability to adequately address. The very nature of complex projects means that scale, rates of change (in technology enablement and the operating environment), diversity of operational states, multiple pathways and ambiguity, requires new and different skills and competencies in project teams and across organisations that are not readily evident.
While there have been attempts to codify competencies in the form of ‘standards’ by such as the International Centre for Complex Project Management, it has also been shown that attempts to standardise competencies in other equally ambiguous project environments (such as Systems Engineering) have been largely ineffectual.
Rather, effective competency development in workforces should be ‘principle-based’ allowing significant contextualisation for the way individual organisation work, their culture and the project environment in which they operate. This presentation outlines a number of ‘competency principles’ that guide the identification and building of effective team-based competencies to aid in better complex project outcomes.