PMI New Zealand Chapter

Awards categories

Awards categories

Supreme Project of the Year 2020Head Office CMYK 400x200

Purpose

 

The Supreme Project of the Year Award recognises the success of a project and the project team, for the superior performance and execution of exceptional project management in any category.

Eligibility

 

• Projects from throughout New Zealand are eligible for application, regardless of size, industry type or location

• PMINZ affiliation is encouraged but is not a prerequisite to enter this award

• The nominated project must have been completed within 12 months of the application date.

Criteria

 

• The project met the client’s needs as evidenced by a letter from the client (or sponsor) / project closure report

• The project met or improved on budget and schedule performance when compared with original established budget and schedule goals

• The project demonstrated originality and uniqueness of applied project management techniques (i.e. tools), including innovative application of practices or methods

• The project demonstrated complexity and unusual conditions, issues, or barriers requiring special management team action and performance.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

The Finalists for Supreme Project of the Year are:

 

Callaghan Innovation - COVID-19 Response Project

Callaghan Innovation

 


Fonterra - Waitoa Dehumidifier and Batching Project Team

Go To Market Project - Pivot Software

Fertiliser Control Upgrade Project - Ravensdown Fertiliser Limited 

The Christchurch Town Hall Restoration Project - Octa Associates Ltd

Whakamaru Power Station rehabilitation project -Mercury NZ 

 
 

PMO of the Year Award 2020

Purpose

 

The purpose of this award is to recognise a Project, Programme or Portfolio Management Office (PMO) that has increased the success of their company’s (or other entity’s) projects/programmes.

Eligibility

 

• The PMO must be based in New Zealand

• The nominee must have, through the implementation or running of a PMO, increased the quality and success of the company’s projects and/or programmes

 • PMINZ affiliation is encouraged but is not a prerequisite to enter this award

• The PMO may be enterprise wide, Information Services or other variant

• The nomination should be prepared by PMO members and not third party consulting, training or other organisations

 • All corporate and government PMOs are eligible for nomination

• More than one PMO from an organisation can participate as the award is to the PMO, not the organisation.

Criteria

 

• The PMO must demonstrate increased performance of projects and/or programmes within the organisation

• The PMO must demonstrate good understanding and application of PMO practices

• The PMO must demonstrate how projects and programmes have contributed to business success

• The PMO must demonstrate good engagement with senior management.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

 

The Millpond Project Manager of the Year Award 2020          thumbnail millpond logo 96dpi medium

Purpose

 

The purpose of this award is to recognise a project manager for a significant achievement or sustained performance, in the project management of a project or multiple projects. This Award is proudly sponsored by Millpond.

Eligibility

 

• The nominee must be based in New Zealand

• PMINZ affiliation is encouraged but is not a prerequisite to enter this award

• The nominee may work in any field, such as business, government, academics, consulting, training, etc.

• Self-nomination is not permitted.

Criteria

 

• The achievement/performance was significant in nature

• The achievement demonstrated an understanding of globally accepted professional frameworks and methodologies

• The achievement demonstrated leadership and initiative.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

The Finalists for the Millpond Project Manager of the Year are:

Deep Joshi - Fonterra

Stuart Taylor - Octa Associates

Craig Tomlinson - Mercury NZ Limited

 

Emerging Project Manager of the Year Award 2020

Purpose

 

The Emerging Project Manager of the Year recognises rising talent – those individuals who, despite being in the early stages of their project management careers, are already demonstrating that they can make a difference to the project management profession and the companies, organisations and clients for whom they work.

Eligibility

 

• The nominee must be based in New Zealand

PMINZ affiliation is encouraged but is not a prerequisite to enter this award

• The nominee may work in any field, such as business, government, academia, consulting, training, etc.

• Self-nomination is not permitted

• The Emerging Project Manager of the Year award is open to project managers with up to five years’ experience who are working on any project where their involvement has been greater than six months.

Criteria

 

• The achievement/performance was significant in nature

• The achievement demonstrated an understanding of globally accepted professional frameworks and methodologies

• The achievement demonstrated leadership.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

The Finalists for Emerging Project Manager of the Year were:

Dylan Crighton - Transpower

Dylan successfully lead the delivery of a multi-million-dollar customer driven project toenable a new grid connectEmerging Badge Dylanion at Transpower’s Motunui Substation. Transpower’s Motunuisubstation is a critical site supplying electricity to Methanex’s Motunui methanol plant, NewZealand’s largest gas user. The primary objective of the project was to facilitate atransmission grid connection to OMV’s Pohokura production station. To lift peak productionof the Pohokura production facility, OMV embarked on a $70 million project to install anonshore centrifugal compressor. The project was needed to enable OMV to keep gasflowing to New Zealand homes for years to come. The grid connection project was jointlyfunded by both OMV and Transpower. The Transpower Project, managed by Dylan, involvedDetail the nominees significant achievement on performance that qualifiesthem for this award. The replacement of two ageing 11kV switchboards supplying Methanex with modernswitchgear. The new switchgear contained an additional 2 high voltage feeder circuitbreakers supplying OMV. Significant structural work was required to enable the installationof the switchgear in the existing building. Re-using the existing building saved both timeand money for Transpower and OMV. To install the new switchgear, extended outages whichreduced the security of supply to Methanex were required, adding further complexity to thejob. Due to the critical nature of the infrastructure, detailed planning was required to ensuresupply was managed throughout the works. Dylan needed to work closely with both OMVand Methanex to ensure everyone’s needs were meet. An accelerated project timeline wasrequired to ensure the new supply was available to OMV before their new compressor plantwas commissioned. To meet the required deadlines, Dylan had to fast track aspects of theproject while still managing risk. Of particular note was the work that Dylan completed withthe key customer and project sponsor OMV. Unprompted, OMVs Project Lead passed on thefollowing feedback to Transpower’s management “Dylan’s work to date has been first class.Dylan is easy to deal with, his reporting and communication are prompt and accurate. Issuesare identified early and proactively addressed before they become critical. Under Dylan’sdirection, the Transpower scope is being delivered safely, on schedule and within budget”.This project put Dylan in a strong position to sit and pass the PMP exam with distinction, 3years into his project management career. Dylan demonstrated great leadership andmanagement during the successful delivery of this complex electricity grid infrastructureproject. Dylan successfully managed the project to time and budget whilst meeting theneeds of the stakeholders involved.
 

 

Emma Bullivant - Auckland Council Emerging Badge Emma

 

Emma is a professional dedicated to continuous improvement in her work and learning. Shehas recently completed her PMP accreditation and has actively put the standards andpractices in place in her projects.. Emma was appointed to manage an infrastructure projectwith a long history within Auckland that had stalled over the last couple of years. Emma wasable to revitalize the project by reviewing all previous decisions, bringing the projectdocumentation up to date, managing a consultant project team effectively and deliver agreat revised design that impressed stakeholders and offered a more cost effective optionthan previous shortlisted options. She has worked competently with key stakeholders, the consultant team and mana whenua partners to complete the current phase of the project and set it up well for the construction phase .Emma has demonstrated excellent stakeholder and communication management skillsunderstanding that sharing information and understanding the preferences and needs ofthe audience will lead to better outcomes. She demonstrates a highly developed skill in costmanagement and ensures that all designs are delivering the right value for money, revisiting options where needed to get the best result. Given the long duration of the project as aconcept, Emma has effectively worked to establish a clear scope to take the project forwardand that all change documentation is in place to clearly explain departures and changeswithin the project. Emma has shown exceptional leadership in being able to lead a project team to reinvigoratea project. She has consistently received positive feedback from our stakeholders,communicating clear, robust decisions and project progress.
 

Toto Vu-duc - Auckland CouncilEmerging Badge Toto

 
Last year Toto was acknowledged internally, awarded with our organisation’s 2019 “RisingStar” award for her work leading a pilot project at our three crematorium buildings, whichresulted in New Zealand’s first Green Star Performance-rated buildings. Since this initial one-star rating, Toto has continued work to improve the rating to two stars during the rating’s 3-year certification period. These certifications--and the project process to achieve them—provided the first comprehensive picture of environmental asset performance for ourbusiness and the first green star performance rated buildings in New Zealand. To deliverthem, Toto brought together stakeholders from across the business for ownership of theproject, which ultimately resulted in valuable management recommendations and the improved rating evidenced by implementation of these recommendations. Learnings fromthis initial pilot have shaped a subsequent project to deliver a sustainable asset standard which will apply to all publicly managed community facilities in Auckland. Toto is also leading this piece of work for the organisation.Where Toto’s project management skills have really stood out is in her implementation ofour organisation’s delivery framework in full, applying a discipline to the projects shemanages while obtaining her PMP this year. Since starting her PMP study I have seen anoticeable change in the structure and language she uses in her project management andthose projects she contributes to (even writing the project charter and benefits realisationplan for a project she was only commissioned to consult on as a sustainability subject matterexpert ). The projects she manages vary between business improvements and capital works,but her approach to these different project types doesn’t vary. Each project is still brokendown into knowledge areas, organised and documented methodically not just for theproject team but also for any future risk mitigation from handovers. Particular areas of development overthe last year have been demonstrated in Toto’s procurement management for a portfolio-level phase-out of gas boilers and integration and communications management on ourcity’s sustainable asset standard. In the documentation work she does behind the scenes to make sure project decisions aremade correctly and everything’s evidenced, a key criteria for some of her types of projectswhich rely on documentation for third-party verifications. Toto’s pushed the team along todevelop good practices where she’s championed these behaviours as expected of a PM and led the team which has made my sponsorship of the project much easier. In her development of project team culture, particularly her work on the Sustainable Asset Standard. Her management of this team is grounded in transparency and a directcommunication style that builds motivation. Toto doesn’t shy away from difficult conversations with suppliers and staff.This includes when suppliers aren’t delivering to our requirements, and when other project staff aren’t managing projects in-line with our internal processes
 
 

WINNER - EMERGING PROJECT MANAGER OF THE YEAR - Hannah van Niekerk - PDV ConsultantsWINNER EMERGING PM OF THE YEAR

Hannah was engaged as a Process Project Engineer on the Fonterra Waitoa Oil Batching Project, during early stages of the project implementation. Her duties included involvement in all aspects of project management, in addition to her responsibilities in process engineering design and commissioning. Her involvement was instrumental to the success of the project, which was completed on time and under budget, and delivered keyimprovements to the functional properties of some of our important products. The projecthad an extremely tight timeline from the initial scoping and design phase, and includedcomplex brownfield components. Additionally, the project was also required to beintegrated with another capital project being delivered co-currently in the same plant. These complexities were exacerbated further by the arrival of the Covid-19 pandemic, whichoccurred during the start of Project implementation. This presented significant challenges to the management of the project, particularly in the areas of planning, resource availability,procurement, effective communication, risk levels, and stakeholder involvement. From day one of her involvement, Hannah was a positive and motivational force in the project team.She quickly built strong relationships with contractors and key site stakeholders using apractical and empathetic approach. She also enthusiastically took on the role of managing the Covid-19 site restrictions in an ever-changing H&S landscape, balancing the site requirement to support their essential plant operations, whilst supporting projectcontractors to work safely. She also eagerly took on the responsibility of managingprocurement during an ever-changing international freight situation, and through herresponsive approach was able to successfully minimise impacts of significant supply chaindisruptions on the project timeline and budget. Her ability to adapt quickly andcommunicate effectively with the team around her was key to minimising the impact ofCovid-19 disruptions on the Project, which could have been significant if not properly dealt with. With her caring, honest approach, Hannah assisted in leading the site team to feelsupported and empowered to deliver their best, despite the unprecedented situation inwhich we found ourselves called on to deliver the project. During the course of the project where Hannah was involved full-time, she showedimpressive leadership, particularly given her young age and limited project managerialexperience. She focused on quickly building strong relationships despite the challenges ofdeveloping a positive team culture remotely amid a pandemic, and demonstrated acollaborative approach involving all key stakeholders early on in implementation to bringthem along-side the project. Hannah was not afraid to voice her concerns to team memberswhere she felt it right to do so, but she was able to openly discuss these in a professionalmatter, striving for resolutions that all parties were satisfied with. She demonstratedextremely strong emotional intelligence, leading several teams of contractors on-site withempathy and integrity. Her mature and honest approach gained her the respect of otherproject leadership team members, site stakeholders and contractors alike, and she built trustbased on a commitment to serve others and do the right thing. Hannah also demonstrateda commitment to fostering a positive health & safety culture on site, ensuring thatcontractors were supported to work safely, despite the difficulties introduced by workingunder stringent Covid-19 restrictions. She was a driver towards developing a sense ofcommunity amongst the site team, which was achieved despite restrictions on social distancing and face-to-face gatherings. All these aspects of were key contributors towardsthe overall success of the project.
 
 
 

  

 

Construction Project of the Year 2020

Purpose

 

The Construction Project of the Year recognises both the success of a project and the project team, for the superior performance and execution of exceptional project management in the Construction Sector.

Eligibility

 

• Projects from throughout New Zealand are eligible for application, regardless of size, industry type or location
• Project was completed by a New Zealand owned organisation or by a New Zealand-based subsidiary of an international organisation

• PMINZ affiliation is encouraged but is not a prerequisite to enter this award
• The nominated project must have been completed within 12 months of the application date.

Criteria

 

• The project met the client’s needs as evidenced by a letter from the client or sponsor / project closure report

• The project met or improved on budget and schedule performance when compared with original established budget and schedule goals

• The project demonstrated originality and uniqueness of applied project management techniques (i.e. tools), including innovative application of practices or methods

• The project demonstrated complexity and unusual conditions, issues, or barriers requiring special management team action and performance.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

The Finalists for Construction Project of the Year are:

Waitoa Dehumidifier and Batching Project Team - Fonterra

The Christchurch Town Hall Restoration Project - Octa Associates Ltd

 

 

 

Most Adaptive/Courageous Under Adversity Project of the Year 2020

Purpose

 

The Most Adaptive Project of the Year recognises both the success of a project and the project team, for the superior performance and execution of exceptional project management.

Eligibility

 

• Projects from throughout New Zealand are eligible for application, regardless of size, industry type or location
• Project was completed by a New Zealand owned entity or by a New Zealand-based subsidiary of an international organisation

• PMINZ affiliation is encouraged but is not a prerequisite to enter this award
• The nominated project must have been completed within 12 months of the application date.

Criteria

 

• The project met the client’s needs as evidenced by a letter from the client or sponsor / project closure report

• The project met or improved on budget and schedule performance when compared with original established budget and schedule goals

• The project demonstrated originality and uniqueness of applied project management techniques (i.e. tools), including innovative application of practices or methods

• The project demonstrated complexity and unusual conditions, issues, or barriers requiring special management team action and performance.

CONGRATULATIONS TO THE FINALISTS IN THIS CATEGORY:

The Most Adaptive/ Couragous Project of the Year Finalists are:

Callaghan Innovation - COVID-19 Response Project

Fonterra - Waitoa Dehumidifier and Batching Project Team

Go To Market Project - Pivot Software