Complex projects are defined by high level of uncertainty, constant change, and competing demands from multiple stakeholders. These projects operate in environments where priorities shift quickly, expectations often conflict, and unforeseen events can reshape the path forward overnight. Such conditions regularly expose the limits of traditional governance, where rigid structures and slow decision-making struggle to keep pace.
In this session, John Al Khateeb will illustrate practical ways of recognising and responding to governance challenges in real time. Using a case study from the Australian context, participants will explore how to identify the forces shaping their projects, see how governance balance points shift under pressure, and take away actionable approaches to improve adaptability, resilience, and delivery outcomes.
BIO
John Al Khateeb (Principal Consultant, University Lecturer, PhD Candidate) is a project and strategic management consultant, university lecturer, and trainer with 20+ years of experience. His expertise includes large-scale project management, industrial engineering, and digital transformation. With over a decade in training and coaching, he has worked with accredited providers and universities, delivering management and technical programs. He has contributed to project management best practices, including reviewing PMI’s Body of Knowledge and leading organisations to achieve PMI-authorised training partner status.
John holds a Master’s in Strategic Planning, a Master’s in Applied Project Management, and five PMI credentials. He is an active member of professional bodies such as the Australian Institute of Company Directors, the International Centre of Complex Project Management, and PMI.
Currently pursuing a PhD at the University of Adelaide, his research focuses on complex project management and governance, applying systems thinking, complex systems governance, and management cybernetics to large-scale projects.
Why Attend:
• Project managers and executives leading large or high-stakes initiatives where complexity and uncertainty are common.
• Governance and PMO professionals responsible for designing or overseeing governance frameworks in complex environments.
• Policy makers and public sector leaders managing projects with significant stakeholder diversity, regulatory oversight, or social impact.
• Industry practitioners in sectors such as infrastructure, defence, healthcare, IT, and large-scale transformation programs.
• Academics and researchers interested in project governance, complexity, and organisational theory.
