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Workforce Planning: More Than a Spreadsheet Exercise

Thu, 21 Aug 2025 01:31:27 GMT

Workforce planning… we’ve got it covered

According to the Society for Human Resource Management (SHRM), “Workforce planning is the process an organisation uses to analyse its workforce and determine the steps it must take to prepare for future talent needs.”

Within a project environment, this means actively assessing the supply of project talent (leaders, project managers, engineers, trades, analysts, etc.) against the demand generated by the project pipeline (and compared with BAU).

That involves:

Identifying gaps in skills, numbers, and timing that could impact delivery.
Determining interventions such as recruitment, upskilling, redeployment, or partnerships to ensure the right people are in place.
Forecasting beyond individual projects to align workforce strategy with the portfolio/program pipeline and long-term organisational objectives.

Yet the most common response we hear when speaking with organisations is still: “We’ve got it covered.”
Maybe that’s true. Or maybe the statement deserves closer examination.

In one case, a leader admitted they were still running everything manually from a spreadsheet (it was a good spreadsheet, but there are far better options).

Where Workforce Planning Breaks Down

Planning sits in reactive mode, stuck in silos:
HR runs ad-hoc models.
Business units manage their versions.
Finance tracks costs.
Leaders patch gaps with short-term fixes.
The result? No unified, strategic view of what skills are needed, when, and how to build a sustainable workforce pipeline.

Australia continues to experience strong labour demand.

The Australian Bureau of Statistics (ABS) reported that in May 2025 there were 357,000 job vacancies, still well above pre-pandemic levels. Healthcare, social assistance, and construction are among the hardest hit sectors, signalling prolonged hiring delays and widening skills gaps ( ABS, Job Vacancies, May 2025 ).

Reactive hiring is costly

Workforce studies highlight that reactive hiring leads to higher recruitment costs, longer time-to-fill, and poor job fit. Organisations that only start recruiting when gaps appear often experience productivity losses and higher turnover ( SHRM, 2023 – Strategic Workforce Planning ).Only 11% of organisations are mature in workforce planning

According to research by SHRM, only about 11% of organisations have reached true strategic maturity in workforce planning. The vast majority still operate with basic, reactive methods that are misaligned with long-term needs (SHRM, 2023).

Spreadsheets are too brittle for today’s environment

Academic research in workforce analytics consistently shows that relying on manual or spreadsheet-based planning is slow, fragmented, and prone to error—making it inadequate for dynamic labour markets (Journal of Business Research, 2022 – Workforce Analytics Review).

Strategic workforce planning drives resilience. Organisations aligning their current workforce to future needs through structured workforce planning are more resilient and adaptable, enabling them to sustain performance during uncertainty (SHRM, 2023; [OECD, 2024 – Skills Outlook).

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Closing the Gap: Labour, Talent, and the Energy Transition

Thu, 21 Aug 2025 00:36:36 GMT

The Project Management Skills Gap

Global and Local Perspectives (2025)

Since 2020, businesses worldwide have faced disruption and transformation at a pace never seen before. What started as crisis response has become structural change—digital transformation, energy transition, sovereign capability programs, and new models of work.

Globally, the story is clear: the demand for project professionals is outstripping supply. Today there are nearly 40 million project professionals worldwide, and by 2035 that number could need to reach 65 million. Even under conservative forecasts, the world faces a shortfall of up to 30 million people in project management–related roles. Sectors like construction, technology, professional services, and manufacturing are projected to experience the largest gaps.

Labour Market Dynamics – A Closer Look

At a national level, the labour market remains tight. As of July 2025, the Australian unemployment rate stood at 4.2% in trend terms — a figure that masks wide sectoral and geographic disparities.

Technology is shedding people, but this appears cyclical a “realignment” more than a structural surplus.

Energy and Infrastructure sectors are struggling to secure enough people, with vacancies sitting in the 85th percentile.

Wage growth is at a 15-year high, but pay alone is not solving shortages when infrastructure, energy, healthcare, and technology are all competing for the same scarce talent.

Structural Constraints

Several systemic factors deepen the gap:

Ageing population → fewer entrants to trades and project roles, more retirements.

Global competition for skilled migration → inflow is constrained, especially for project-critical roles.

Skills shortage classification → rose from 16% (2010–2012) to 18–19% (2020–2021), and now sits at 36%, with trades, healthcare, and tech most affected.

Sectoral Pressures on Delivery

Energy transition projects are constrained by shortages in the electrical trades, compounded by aging demographics, apprentice attrition, and competition from mining. This drives up wages and delays delivery of renewable and grid projects.

Shipbuilding & defence (AUKUS, sovereign programs) face acute shortages, threatening timelines and capability development.

Renewables The renewables and hydrogen sectors are facing regional labour gaps, leading to greater reliance on FIFO/DIDO models. While these approaches can be effective in meeting immediate workforce needs, over time they present challenges—impacting individual wellbeing, workforce retention, and, in some cases, project cost and delivery timelines.

Post-pandemic workforce expectations are clashing with “back to office” mandates, creating tension in project teams where leaders and PMs seek flexibility while clients expect accountability.

Talent as a Commercial Imperative

Our recent CX Survey with the Top 100 clients of a Tier 1 global contractor highlighted a striking shift:

Attraction and retention of talent are seen as critical risks.

Clients are beginning to tie talent stability directly to contractor risk assessments.

Some are reluctant to partner with firms whose workforce pipeline appears unstable—not just at the leadership level, but also at the individual contributor level.

This elevates talent management from an HR issue to a contractual and commercial priority.

The Opportunity

The Project Management Skills Gap is no longer abstract. It is being felt daily in delayed infrastructure, stretched energy projects, stalled innovation pipelines, and heightened client scrutiny.

Organisations that can stabilise their talent pipeline and invest in next-generation skills—from technical delivery to leadership, digital fluency, and stakeholder management—will have a competitive edge.

The gap is both a risk and an opportunity: a challenge for delivery today, but also a chance for firms and professionals to position themselves as indispensable to the transformations that define the next decade

There is more scrutiny on spending and limited scope for greater spending. This means that organisations are taking more care of how, and where they outlay their capital, and they want professionals to deliver their projects.

A few things to think about at the early or concept phase of your project(s) are:

What talent resources are required?
Where is this talent
How long will you need them?
How long will it take to get these resources?
What are you doing to manage your current resources?
Who are your resourcing partners?

What causes the skills shortage?

Just consider the number of projects being invested in, at a local and global level. It is this investment in Projects will continue to drive a significant upsurge in demand for project talent.

Projects change the world, and project management professionals are the change agents.

This is one profession where life is never dull and where demand for skilled practitioners will continue to be high.

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Broader industry contribution

Wed, 07 Jun 2023 06:41:23 GMT

Attraction and retention

“How to attract and retain talent, in the scope of major infrastructure projects” for Australian Local Government Infrastructure Yearbook 2021

https://algiy.partica.online/algiy/algiy-2021/flipbook/122/

Major Projects Conference 2022

https://www.nswconference.com.au/speakers.html

Webinar
Webinar briefing – sample of what we have delivered in the past (targeted at Graduates) in partnership with AIPM

https://www.youtube.com/watch?v=Au7tNN0_tbU

Are employers spending sufficient time supporting staff and building a resilient culture? What’s an acceptable staff turnover – none, 6%, 15%?
https://www.linkedin.com/feed/update/urn:li:activity:6833872083806769152/

The Future of PMOs - PMO Vision 2030

ProNEXUS were of the PMO Vision 2030 - The Future of PMOs Workshop.
The workshop was to discuss the impact and effectiveness of a PMO/EPMO function as part of the Association of International Project Management Officers (AIPMO).

Feedback/what to expect from us:

Extremely relevant. Massive importance trying to retain & employ
Loved the presenter’s style and outlook
The conversation style flowed very well
Presented really well. The casual approach made for easy and open Conversation.
Very relevant topic Engaging speaker, supported by presentation that was shared post meeting Good interaction, more of a conversation than a typical presentation.
Nik was excellent. Great perspective and good tips
There was some robust discussion particular around different views. Challenging member views was very good
The casual approach made for easy and open Conversation.
Good speaker, very interactive

The feedback was very positive and averaged the following ratings out of 10 for your presentation:

Relevance of Topic: 9.2
Guest Speaker: 9.5

What does a Project Sponsor actually do?

Fri, 30 Dec 2022 06:23:27 GMT

The role of a Project Sponsor is to work closely with the Organisation to provide governance and leadership.

What makes a good Project Sponsor?

An effective Project Sponsor is able to articulate and demonstrate the strategic value of a project at the Board, Organisational, and Project level. They understand the importance of developing and refining the business case and ensuring this aligns with the business strategy.

The Project Sponsor typically has a depth of experience within the organisation and is a well-respected individual. The most successful Project Sponsors have a consistent track record in leadership and they are effective communicators. They have demonstrated their capability to influence all facets of the business.

What does a Project Sponsor do?

A Project Sponsor is part of the initial planning phase of a project. They work in collaboration with key stakeholders to determine what the key outcomes should be.

They will:-

Determine the availability of resources (financial and human capital)
Approve project scope and changes
Formulate an ongoing communication plan
Work on refining the implementation strategy from project status to business as usual
Approve (sign off) each phase of a project
Provide support to the project and help resolve conflict or potential conflict
Put in place the necessary project controls
Help to mitigate risks and remove obstacles that may deter progress
Be resilient and emotionally intelligent
Ensure adherence to Governance standards
Agree to “what success looks like”

It is this macro view that adds a certain level of credibility and legitimacy.

The Project Sponsor should be the key decision-maker. They are ultimately responsible for delivering the project and adding value to the organisation.

The success of the project isn’t about ticking the various boxes along the way, ensuring.

What does an Executive Sponsor do?

While the Project Sponsor is appointed by the organisation the Executive Sponsor is appointed by the Board. The link between organisation and its project governance practices. The Executive Sponsor is usually a Senior Executive. They will have an intimate understanding of their strategy, financial position, organisational culture, and market dynamics. As such they carry a level of authority and influence beyond just being a project advocate.

How much influence does an Executive Sponsor have?

The Executive Sponsor will have the necessary influence to determine how a project is progressing, they are focussed on delivering beyond just quality and outcome, they want to ensure the investment yields a return from a strategic, financial, cultural, and market position.

Should the Project not deliver against some or all of the pre-determined criteria the Executive Sponsor would be well within their scope to question the organisation’s investment. They can either defend or challenge the Project’s progress. Regardless of whichever position they take, they are (as a Board appointed representative) accountable to the Board.

With any strategic role, all parties must take the time and make time to ensure the Project and its stakeholders (including the Board) and engaging on a regular basis.

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Sources

Crawford, L. & Cooke-Davies, T. (2005). Project governance: the pivotal role of the executive sponsor.
Paper presented at PMI® Global Congress 2005—North America, Toronto, Ontario, Canada. Newtown Square, PA: Project Management Institute.

International Journal of Project Management
Time and budget: the twin imperatives of a project sponsor
Volume 15, Issue 3, June 1997, Pages 181-186
JNevan Wright
Auckland Institute of Technology, Auckland, New Zealand

Control and Influence in a competitive job market

Thu, 21 Jul 2022 20:34:51 GMT

It’s a competitive market, control what you can?

If you want Control and influence in a competitive job market

, it requires preparation, persistence, and above all it a positive attitude. It’s not as hard as it may seem. There are many things that you can do to put yourself in the best possible place to succeed when looking for a new position.

We have broken down what you can control and influence in a competitive job market into just a few areas:-

“By failing to prepare, you are preparing to fail.” ― Benjamin Franklin

Preparation is the key

Preparation is vital and cannot be underestimated. It is important that you are always representing yourself well and that you prepare thoroughly. You are representing “ brand you ”.

We have been witness to many situations where a candidate has not prepared adequately. The fallout of this is a fairly long list but these are a few of the more obvious ones: –

The Interviewer knows fairly quickly (yes, really). We can see it in your demeanor and hear it in the tone of your voice .

You approach the interview in a half-hearted manner (even though you really want the job), by this point it is too late.
– This isn’t a fake it until you make it scenario.
People talk – whether you are talking with a consultant, in-house talent partner, HR, or the client. If you did not prepare well enough, you are very likely to miss out on the current opportunity and will harm any future prospects with the parties mentioned.
Conversely, if you have prepared, you tend to be calm and you’re able to answer questions clearly, build rapport quickly and this may open up opportunities beyond the role in question.

Individuals that tend to do well in interviews, not only talk about themselves, they tend to be engaging and open, they have thoroughly researched the client and are able to ask and pose articulate questions. This isn’t a one-sided conversation, you can, and should ask questions.

Attitude is everything

In a competitive market, you may find yourself consistently applying for jobs, you may not even get a response, you may get a negative response and you may be asked for an interview. To what end so you can be benchmarked against internal candidates and then not get the position on a technicality!

Let’s be honest it can be soul-destroying and this is just the beginning of your journey.

Persistence pays off

Persistence is critical. There will be setbacks along your journey (if not, you have been extremely fortunate). We know you have heard this before, but this is where attitude and mindset play an especially important part of your success.

Attitude is everything, don’t underestimate this. This is an area that employers really focus on and it difficult to fake (and nor should you). Your experience or CV gets you through the door, your attitude and passion can be a critical factor in getting you that job and helping you differentiate yourself.

Experience and skill

This can be a “catch 22” and there is no silver bullet. You either have the skill and experience or you don’t.
This is one area you cannot manipulate. Your experience speaks for itself, it either resonates with the employer or doesn’t.

With market dynamics changing, we often get asked about the opportunity to be able to change industries and transfer skills. By no means is it impossible, but in tougher economic conditions it can prove to be challenging.

There are things that you can do, we recently wrote an article on the importance of networking, many start this too late or do not realise the importance of making meaningful connections.

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Health and Well-Being, Mental Health

Thu, 21 Jul 2022 20:32:02 GMT

There is so much talk and information about Health and Well Being, in particular, Mental Health.

Our state of mind permeates every aspect of our lives, from the relationship we have with ourselves, our day to day home life, to our professional lives. Mind you, they’re increasingly one and the same.

According to the Australian Department of Health , A person’s mental health affects how they feel, think, behave, and relate to others.

Everyone will have a slightly different version of what health and well-being may mean to them. My version, and what works for me is that I really like my morning routine. This usually means getting up at a particular time and doing some form of exercise (even when I don’t want to, which, is often) and I know I will feel amazing afterward.

Dealing with head junk

I meditate, journal and both these things help me get out of my head. What I am referring to here is, head junk. You know, when you have a thought, emotion, or a story that keeps going around and around and because we apply emotion to it, we start making it something bigger and more imposing than what it is. Meditating and journaling just helps me clear my mind and set my intention for the day and for me, being able to start my day with a clear head is important, not just because I feel better but because I’m usually more productive.

I’m not sharing this because I’ve got this whole health and well-being thing down pat. It’s a constant work in progress. I work on my health and my well-being. I have average days and bad days, but I know what works for me and I will also actively go looking for resources that might help me.

If you’re feeling like you might need some help, or, you’re curious about learning more about the resources available to you, check out some of these links:-

Please contact:

BeyondBlue
1300 22 4636
www.beyondblue.org.au

Lifeline
13 11 14 (24 hour crisis hotline)
www.lifeline.org.au

Kids Help Line
1800 55 1800
Online counselling available at www.kidshelpline.com.au

Mensline
1300 78 99 78
www.mensline.org.au

Suicide Call Back Service
Free nationwide counselling 1300 659 467
www.suicidecallbackservice.org.au

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What is The Finkel Review?

Thu, 21 Jul 2022 20:30:40 GMT

What is the Finkel Review?

The Finkel Review is an independent review of the national electricity market and looks to take stock of our current electricity security, reliability and to provide advice to governments on a coordinated national reform blueprint.

A summary of the Finkel Review has been done by the Climate Council of Australia and provides valuable insights into this sector.

Living in Australia, we take for granted that we have electricity at the flick of a switch.

Most Australians are concerned about climate change and want more sustainable and affordable energy resources.
We are in a position where we will need to reduce our greenhouse gas emissions and right now producing electricity is our biggest single source of pollution 35%.
At present, approximately 87% of the electricity going into that market comes from fossil fuels.

Why does it matter?

Key Statistics

Projections by the Australian Bureau of Statistics has our population will increase between 37.4 and 49.2 million people by 2066.

Australian Bureau of Statistics Population Projections 2017

Cities and regional areas will demand more energy, resources and we will need to find more efficient ways of producing power in a more sustainable and price-competitive way for consumers.

It is important to gain a better understanding of the issues we are facing beyond today, this includes climate change, sustainable energy, and provides insights into future changes beyond just where we will get our electricity from.

These changes will also impact the broader economy and jobs within the project management sector.

We have attached a copy of the Climate Council of Australia report for you to read.

For more information:

COAG Energy Council

Energy Consumers Australia

National Offshore Petroleum and Environmental Management Authority (NOPSEMA) Australian Government

Australian Energy Market Commission (AEMC) Australian Government

Australian Energy Market Operator (AEMO) Australian Government

Australian Energy Regulator (AER) Australian Government

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Unpacking the Finkel Review

Climate-Council_AlphaBeta-Clean-Jobs-Plan-200720

The benefits of networking

Thu, 21 Jul 2022 20:29:25 GMT

We’ve all heard the saying “it’s not what you know but who you know”. Within some industries, this is certainly more important than in others. However, for project managers, the benefits of networking are often critical to delivering great project outcomes.

The benefits of networking can take on many different forms and networking does not have to be as daunting as perhaps it once was.

The Benefits of Networking

It can secure your next contract or client.
You may find a like-minded ally, supporter, or just someone that can be relied upon to listen and provide advice.
You can keep up to date with what is happening in the project management profession, and your specific industry.
Learn about changes to technology, software, and acquire knowledge that will help you in your role as a project manager.

“The time to build a network is always before you need one”
Business Leader, Douglas Conant.

Types of Networking

Face-to-face events

The traditional form of networking for project managers has typically been in person. Post pandemic we hope to see more face-to-face events, providing the opportunity for connecting with other professionals.

Webinars and virtual events

In the meantime, attending online events is a good way to continue networking and stay up to date.

Communities of practice

If there is an area you’re particularly interested in, there are groups that you can join. These may provide you with opportunities to connect with other project managers that you have a shared interest in and can also help you build on your knowledge in this area.

Zoom, Facetime, and Skype

These are great tools for keeping connected and communicating, especially when communicating in person isn’t an option or proves to be difficult. Ask the person you want to speak with if it’s ok to use video.

Social Networks

According to Bill Gates, “ The Internet is becoming the town square for the global village of tomorrow”.
Social n etworking on platforms such as LinkedIn can facilitate an introduction that may otherwise be hard to come by.

What to do before a Networking event

Whether you are attending a physical or online event the same principles apply.

Consider your goals : Whether the event is in person or virtually, it is important to set some time aside to consider what you would like to achieve by attending. If you’re attending a virtual event where a particular subject is going to be covered, consider whether there are any questions you would like to ask the presenters beforehand.
Be authentic: When networking, be genuine with the person or group you’re speaking to. Remember everyone is in the same position as you and are looking to learn and grow in their profession by networking.
Follow up . Too often in either professional or social settings, there is little or no follow-up. It can be as simple as a thank you or nice to see your email.
Be realistic . Networking takes time – it’s not a race to collect the most business cards. Try not to be too harsh on yourself, keep at it and over time you will build a genuine network of like-minded professionals

Connecting with people or indeed businesses is not a simple process (but it’s not as hard as we think either) – it requires time and patience but can prove extremely beneficial in both the short and long term.

While networking can initially be uncomfortable, remember those that make it look natural were probably just like you once and persisted to get to the place they’re in now.

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How does the PMO / EPMO Office create value?

Thu, 21 Jul 2022 19:52:55 GMT

This is a subtitle for your new post

How does the PMO / EPMO Office create value? Together with the Association of International Project Management Officers (AIPMO), we were fortunate to be invited to take part in the Sydney PMO Vision 2030 – The Future of PMOs Works and the question of How does the PMO / EPMO Office create value was a hotly debated topic.

The end goal was to understand and look towards building a Worldwide PMO standard whilst taking into account micro and macro-economic factors.

We came away with some great points to consider and importantly a practical overview of the PMO EPMO office and the valuable role and contribution it can make within an organisation.

On the point of value, the value that can be added by the PMO function is largely dependent upon how it is viewed and empowered. In many instances, this can be difficult to assess, which is why we have provided some points that may assist in determining where the PMO function may fit.

The PMO (Project Management Office)

A project management office is a group or business unit within an organisation, government agency, or enterprise that defines and maintains standards for project management.

The PMO strives to standardise and introduce economies of repetition in the execution of projects and they are the source of documentation, guidance, and key metrics on the practice of project management and execution.

As an example, the creation of the PMO branch within the Transport Services Department was designed standardise reporting and governance practices aligned to DoT strategic objectives. This ensures consistent application of project methodology (frameworks, tools, etc.) and ensures capabilities to meet business needs. Where there is a maturity gap, the PMO will drive continuous improvement.

The key responsibilities of a successful PMO include:

Ensure PM standards and quality across the organisation
Strategic and portfolio project management
Support of the PM community regarding capabilities
Owner of the system(s)
Coordination of projects and resources
Increasing effectiveness and efficiencies

PMO Key functions

Project and program governance and assurance through the Investment Lifecycle
Analysis of program and portfolio data to support good reporting and good decision making
Provide support and advice to PMs in the areas of forecasting, risk, scheduling
Business case pipeline to determine future projects, programs
PM and system capabilities
Owner of the system
The challenges facing the PMO

What are some of the key factors that have an impact on an organisation:

Cultural
Social
Legal
Technology
Economic
Environmental
Political
Geographical

The EPMO (Enterprise Project Management Office)

The EPMO will typically provide the Board and Executive with an enterprise-wide view of all significant and strategic projects across the Corporation. You often find that the EPMO supports improved governance, tracking and reporting of projects and is responsible for providing a project investment and delivery framework that guides a consistent approach to initiating, delivering and reviewing projects across the organisations project portfolios.

We typically tend to find that the EPMO is outside of any operational business unit and reports directly to the CEO or CFO and maintains a top-down view of an organisation’s portfolio of projects.

*The sum used to determine significant projects vary from organisation to organisation which is why it is difficult to put a dollar figure against this.

There is no consistent approach to configuring a PMO, they vary from administrative to highly valuable.

Below will provide you with a few things to think about which will assist you in determining how influential the PMO/EPMO function is within your business.

We have tried to categorise them from least to most influential:

The least influential PMO

Typically reports to a Program or Portfolio
Low level of control over Project/Program/Portfolio outcomes
Performs project administration tasks
This is a good model if the organisation executes its projects successfully

The PMO with some influence

This is the most common type of PMO that we have seen structured within organisations
Reports outside of the Project organisation
Develops frameworks, Policies, Procedures, Processes, and methodologies
Active involvement in reviewing projects/programs/portfolios
For this type of PMO to be successful there needs to be executive support and ensure that controls are in place

The most influential PMO

This is where the reports are within the Project Organisation
As a result of the project managers reporting back into the PMO, there is a higher likelihood of consistency and practice across all projects
High degree of control on projects where required, this assists in the recovery and turn around

The ideal EPMO scenario

Operates with the executives of the organisation and is seen as a core function
Business ownership with P&L responsibility that reports into the C-Suite
Has control of portfolios
Provides enterprise-wide services which may include
Transformation
Knowledge management
Governance

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Sources

https://www.sciencedirect.com/journal/international-journal-of-project-management

An exploration of project management office features and their relationship to project performance

Christine XiaoyiDaia William GWellsb1

a Management Science Department, School of Business and Public Management, The George Washington University, 2115 G Street, NW, Washington, DC 20052, USA

b 8900 Carmel Valley Road, Carmel, CA 93923, USA
Received 17 October 2003, Revised 2 March 2004, Accepted 2 April 2004, Available online 2 June 2004.

Setting up your own Business as a Project Manager

Tue, 29 Jun 2021 08:21:48 GMT

Taking the first step to setting up your own business can be challenging; three are many emotions to contend with from excitement to self-doubt to fear. The more positive emotions are the obvious lure of flexibility, freedom, achievement, and gratification, but do you really achieve these outcomes by setting up your own business?

If you are “successful” it may provide the opportunity to create a lifestyle that you’re looking for, you will be the master of your own destiny and not beholden to an organisation.

Like everything, your career is a work in progress

We look at both perspectives with the intention of providing a balanced view and something to consider before taking the leap into the unknown.

There is a perceived safety net in working 9 – 5. You collect a consistent income every month. With the employment market continuing to evolve, coupled with the impact of technology and dare we say, a global pandemic, it may be the ideal opportunity to take control of your own career.

Project Management can be the ideal skill set for those wanting to set up their own business. A Project Managers’ capability can be utilised by organisations in a modular way. Over the years, we have worked with countless individuals who thought they were immune to being made redundant, in any environment, but particularly in the current climate. There are no guarantees, so does it make it less risky to strike out on your own.

What the ATO says

The ATO says that “The profile of Australian workers is also evolving more generally, with more ‘white-collar’ workers adopting forms of contracting and self-employment in many sectors”.

The evidence is overwhelming that white-collar, high-paid, professionals heavily dominate independent contracting, some of the other defining characteristics tend to be active seekers of information, and above-average income earners, with a high business competency.

The research report by the ATO findings “debunk the popular misconception that workers are forced into setting up their own business due to job loss or lack of alternatives”.

Things to consider before setting up your own business:

Resilience

You need to have a certain drive and personality to set up on your own.
Be aware that it is unlikely to be easy and that things will not always go your way. In fact, many things may not go to plan, but you need to have a certain type of character and resilience to be able to keep going.

Mind your health

All areas of your health. You will invariably work longer and harder than you may have before.
It will be easy to push things like exercise and mental health to one side as your business becomes your number one priority, but without your health, achieving the former is not possible, remember to take time out for you.

Play to your strengths and employ others for theirs

You may need assistance outside your core skills. These often fall into the areas of Marketing, Accounting, IT Support, and Sales.

Positioning

Have you considered how you will position yourself and where you may attain your first client?

Do you have a network?

You will soon realise that once you are outside an organisation it can get lonely. It is important to have people to talk to, find like-minded communities, and network. We’re not suggesting collecting as many business cards and mobile numbers as you can. Rather work on making meaningful connections.
Be mindful of possible legal issues and conflicts of interest
It can be tempting to revert to contracting. You should determine whether you are selling hours or whether you are selling a service as part of a business.

Tips

Success and achievement look different for everyone, be realistic, be patient, be persistent and set some achievable goals
Building networks of likeminded people and peers is key. You may need to seek help, you may feel isolated and may just need to talk to someone, it is important to build and maintain networks with other individuals that have complementary skills.
Set some time aside to reinvigorate – exhaustion is not a guarantee of quality
Being your own boss means you must dedicate time to working on the business as much as you do in the business
Think about the business cycle. There is a risk of your business stopping because you are so deeply entrenched in delivering the work and you do not have time to think about where your next project will come from. Remember you are now responsible for sales, marketing, service, and delivery
Manage your finances. It is advisable to complete a detailed financial plan so that you can manage your cashflow.

Resources

Build your virtual team, these are some reliable resources that are available

https://www.business.gov.au

https://www.ato.gov.au

https://asic.gov.au/for-business/registering-a-company/steps-to-register-a-company

https://au.godaddy.com

Try to find reliable professional services such as a Lawyer, an Accountant, Insurance Broker, and IT Support

There are certainly many positives and negatives to setting up your own business. If you are unsure, you may want to test your ideas with a group of trusted friends, colleagues, and even prospective clients. Setting up your own business is a brave decision, one that could reap significant long-term benefits.

Good luck, no matter what path you undertake!

The Skills Needed in the Era of Digital Disruption

Tue, 29 Jun 2021 08:21:48 GMT

The skills needed in the era of digital disruption are often posed as a crisis for project management professionals. The truth is, it’s the opportunity to focus on soft skills that spell success in this new future.

According to Gartner , by 2030, 80% of what we commonly think of as the work of project management will be eliminated.

Artificial intelligence (AI) will take on more traditional PM functions, think of tasks such as data collection, tracking and reporting. It’s safe to say that we are now well within the age of digital disruption and the project manager is not immune.

How do project management professionals adapt to this altering future?

Removing repetition and manual tasks

The good news is, the biggest technological impact will occur around repetitive or manual tasks. Think of things like data collection and management, risk management, budgeting, and scheduling – the “technical skills”.

Where the change is likely to take longer to impact is on the softer, more human skills.

Powering up in these kinds of skills, and leveraging the extra productivity that comes from automating those laborious technical skills, puts you in pole position to benefit from this ongoing wave of disruption.

The top reasons 70% of projects fail is a lack of executive support and emotional maturity. We look at poor user involvement, no optimisation and not having enough skilled staff.

Successful project managers know when a project starts to go off the rails and they also know how to get things back on track.

Their ability to communicate, influence and lead are what makes the difference.

A Little Self-Awareness goes a long way

Emotional intelligence

Is the key to improving and cultivating behavioural skills. It requires self-awareness and the capacity to be aware of, control, and express one’s emotions. The ability to handle interpersonal relationships judiciously and empathetically is critical.
The more you exercise your emotional intelligence the better you will be able to develop crucial soft skills such as these.

Communication

Good communicators are aware of the types of language that is used. They assess both verbal and nonverbal they use as a project manager and of their stakeholders. By observing the communication patterns and learning styles of their stakeholders’ good communicators will adjust their own language patterns, cues and teaching styles to better match the preferences of their audience.

Leadership

By checking your own ego and modelling “servant leadership” – where you actively submit to the greater goal of the project and put it front and centre. You have a better chance of setting a positive tone and behavioural guide for the team.

Motivation

A project manager who pays attention to what motivates their team, how best to utilise their strengths and weaknesses and the rewards they value is more likely to out-do expectations.
In a competitive market, keeping people satisfied and motivated is important in retaining them. This isn’t just so projects can be completed uninterrupted, but because we all want to work in supportive, positive environments.

Technology is changing the way we all work.

The kind of projects we do, and how we manage and motivate our stakeholders.

What’s not changing?

We know the skills needed in the era of digital disruption are not digital.
Take the opportunity that new technology provides to minimise the time you need to spend doing the “technical skill” stuff.
Use that extra time to work on evolving and refining your behavioural skills.
Like any muscle – we have to work on them to get the most out of them, it’s the soft skills that will most help in getting the job done successfully and positively.
All of this will go a long way to set you up as a project management leader in the new digital age.

More importantly, we think it will make for a much more pleasant day at work.

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Workforce Planning: More Than a Spreadsheet Exercise

Workforce planning… we’ve got it covered

Closing the Gap: Labour, Talent, and the Energy Transition

The Project Management Skills Gap

Global and Local Perspectives (2025)

A few things to think about at the early or concept phase of your project(s) are:

What causes the skills shortage?

Broader industry contribution

Attraction and retention

“How to attract and retain talent, in the scope of major infrastructure projects” for Australian Local Government Infrastructure Yearbook 2021

Major Projects Conference 2022

The Future of PMOs - PMO Vision 2030

ProNEXUS were of the PMO Vision 2030 - The Future of PMOs Workshop. The workshop was to discuss the impact and effectiveness of a PMO/EPMO function as part of the Association of International Project Management Officers (AIPMO).

Feedback/what to expect from us:

The feedback was very positive and averaged the following ratings out of 10 for your presentation:

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Relevance of Topic: 9.2 Guest Speaker: 9.5

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What does an Executive Sponsor do?

How much influence does an Executive Sponsor have?

Sources

Control and Influence in a competitive job market

It’s a competitive market, control what you can?

Preparation is the key

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Experience and skill

Health and Well-Being, Mental Health

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Please contact:

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What is the Finkel Review?

Why does it matter?

Key Statistics

For more information:

The benefits of networking

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Types of Networking

Face-to-face events

Webinars and virtual events

Communities of practice

Zoom, Facetime, and Skype

Social Networks

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How does the PMO / EPMO Office create value?

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The PMO (Project Management Office)

The key responsibilities of a successful PMO include:

PMO Key functions

What are some of the key factors that have an impact on an organisation:

The EPMO (Enterprise Project Management Office)

The least influential PMO

The PMO with some influence

The most influential PMO

The ideal EPMO scenario

Sources

Setting up your own Business as a Project Manager

What the ATO says

Things to consider before setting up your own business:

Tips

Resources

The Skills Needed in the Era of Digital Disruption

Removing repetition and manual tasks

A Little Self-Awareness goes a long way

Emotional intelligence

Communication

Leadership

Motivation

What’s not changing?

ProNEXUS were of the PMO Vision 2030 - The Future of PMOs Workshop.
The workshop was to discuss the impact and effectiveness of a PMO/EPMO function as part of the Association of International Project Management Officers (AIPMO).

Relevance of Topic: 9.2
Guest Speaker: 9.5