Naomi Brookes


Professor of complex programme management, WMG, University of Warwick

Naomi has a global reputation for her work on cross-sectoral comparisons of the performance of large and complex projects. She ran the MEGAPROJECT COST Action, an EU funded research programme that bought together over 90 researchers from 23 countries to create and analyse a cross-sectoral database of megaproject performance. She was a member of the World Economic Forum’s CEO Council for Transformational Megaprojects. Naomi has disseminated her research findings internationally to organisations such as the OECD, World Bank, and the European Investment Bank; and nationally to organisations such as the National Audit Office, Lloyds Register, the Nuclear Decommissioning Agency (NDA) and the Association of Project Management. She has worked with a variety of companies from ‘blue-chips’ to regional SMEs. She has been an executive director for the European Construction Institute and she is the author of one hundred and thirty peer-reviewed journal papers, book chapters and articles in the field of project and innovation management.

In addition to her work as a researcher, Naomi has worked across the world in designing and delivering programmes and events focusing on the management and leadership of projects for undergraduate, masters, doctorate and continuing professional development audiences including Rolls-Royce and University of Oxford’s TSU leadership programme.

Naomi’s current research focus on using predictive analytics to improve project delivery. She is working with the Department of Statistics at the University of Warwick to develop understandable and efficient machine learning algorithms that work in the context of projects and programmes and is applying these in the manufacturing and infrastructure sectors.


Presentation Synopsis - What you always wanted to know about using AI and data analytics to deliver programmes and portfolios but were afraid to ask

Contents:

  • What is AI and data analytics anyway?
  • How could they be applied to programme and portfolio management?
  • How are the currently being applied?
  • What are the barriers and enablers to achieving a bigger uptake?
  • What are the next steps?

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