Graham Durant-Law CSC, PhD

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1 Graham Durant-Law CSC, PhD 52-year old male in excellent health. n citizen, with no criminal or civilian convictions. Current SECRET Defence security clearance. 69 Ironbark Circuit, Jerrabomberra, NSW 2619 graham@durantlaw.info Key Competencies My demonstrated key skills and attributes include: transformation change agent using evidence based techniques; superior leadership skills, with an ability to inspire and motivate people in difficult circumstances; an ability to conceptualise, plan, and manage complex programs to efficiently produce superior results; a strong achievement orientation, both individually and in team settings; strong inter-personal, presentation, and communication skills; an ability to initiate, develop, and support effective networks across diverse agencies; an ability to win resources; and research and analysis experience using qualitative, quantitative, and visual methods in complex, sensitive, and compartmented environments for both policy and academic audiences. Qualifications I have the following tertiary qualifications: Doctor of Philosophy (Management Communication), the University of Canberra, 2012 Masters of Knowledge Management, the University of Canberra, 2004; Masters of Health Administration, the University of New South Wales, 1999; Graduate Diploma in Defence Studies (Public Policy), Deakin University 1994; Bachelor of Science (Physiological Psychology), the University of Western, 1980; Graduate Diploma in Management Studies, ACT Accreditation Agency, 1995; and Graduate Certificate in Health Resource Management, ACT Accreditation Agency, I am a graduate of the n Army Command and Staff College Queenscliff, which I attended in 1993, and the United States Army Medical Department C22 Command and Staff Course, which I attended in Whilst on exchange with the United States Army, I completed parachute training, an Advanced Trauma Life Support Course, and the Expert Field Medical Badge. To date the latter qualification has only been awarded to two ns. I have completed the United Kingdom Office of Government Commerce P3O foundation training, which certifies my competence to manage a project, a program of like projects, or a portfolio of disparate projects and programs. In addition, I have completed a Senior Executive s Media Awareness Course, which was conducted by the n Broadcasting Corporation, as well as an Occupational Health and Safety Diploma at the National Safety Council, South. Page 1 of 8

2 Memberships Associate Fellow of the n College of Health Services Executives. Associate Fellow of the n Institute of Management. Member of the Project Management Institute. Member of the n Project Management Institute. Member of the International Network for Social Network Analysis. Member of the Australasian Evaluation Society. Employment History From February 2012 and ongoing: Adjunct Associate Professor, Faculty of Business Government and Law, The University of Canberra In addition to teaching activities the Faculty of Business, Government, and Law is actively involved in many key areas of research. The Faculty is supported in its research initiatives by the ANZSOG Institute for Governance and NATSEM, the National Centre for Social and Economic Modelling. I have both research and teaching roles. From October 2011 and ongoing: Adjunct Associate Professor, Centre for Military and Veterans Health, Faculty of Health Sciences, the University of Queensland The Centre for Military and Veterans Health is an internationally-unique academic, community, and military partnership dedicated to innovatively seeking solutions to military and veterans health issues through research, public think tanks, and education. I have both research and teaching roles. From October 2010 and ongoing: Managing Director HyperEdge Pty Ltd HyperEdge is an n company that helps leaders map and manage their knowledge networks. I use a package of unique highly specialised tools and techniques, which collectively I call Business Network Analysis. These techniques help leaders develop a shared, and often fresh, understanding of their organisation's processes and systems. This understanding is used to develop strategies to manage organisational and cultural change, improve staff and cost effectiveness, and increase revenues and profitability. From May 2008 to October 2010: Chief of Staff and Director Portfolio Management Office Joint Health Command. In the Chief of Staff role, I was directly responsible to the Commander Joint Health Command for the efficient management and coordination of the headquarters. As the Director Portfolio Management Office, I was directly responsible to the Commander Joint Health Command for the management, coordination, and delivery of the Defence Strategic Reform Program. For my efforts in these roles I was awarded a Conspicuous Service Cross within the n Honours System. The citation reads: for outstanding achievement in project management, strategic reform agenda implementation, and the development and acquisition of an e-health system for Defence. In the Chief of Staff role the major achievement was the acceptance of Joint Health Command s change reform agenda by Defence s three and four star leadership team. I researched and constructed the document, which outlined existing systemic problems, and presented a strategy to resolve the problems Page 2 of 8

3 over a five year period. This document was circulated throughout Defence, amended to accommodate differing views, and then presented to the Chiefs of Service Committee in August The Committee accepted all ten recommendations, which have since formed the basis for Joint Health Command s contribution to the 2009 Defence Strategic Reform Program. These reforms are expected to realise $59,000,000 in savings over five years. In the Director Portfolio Management Office role the major achievement was the initiation and development of an ehealth system called the Joint ehealth Data and Information System (JeHDI). My main roles were to lead the project; win resources; develop the high-level requirements and technical architecture; develop the risk matrices; and manage internal and external stakeholder expectations. I began by engaging industry to develop a proof-of-concept so that I could understand what was technically and practically feasible, and could determine the rough order of magnitude costs before going to tender. This approach reduced project and organisational risk for Defence, but just as importantly gave industry and all stakeholders confidence. For these efforts I was recognised in 2010 by the Project Management Institute, who presented to me a Project Manager of the Year Award. The citation reads for outstanding performance as a stakeholder and organisational change management champion. From September 2001 to May 2008: Managing Director and Owner Durant-Law Consulting Pty Ltd trading as Knowledge Matters. Knowledge Matters was a small company specialising in business network analysis and knowledge management solutions. As the managing director, I was responsible for ensuring that the company sourced and won work, remained solvent, and met all statutory requirements. In this capacity, some of the more interesting work I was involved in included: the development of an outline emergency response plan that integrated with upstream, lateral, and downstream stakeholders for the n Capital Territory Division of General Practice. an organisational network analysis of a philanthropic organisation, which revealed how stakeholders and benefactors were, or were not, engaged; and a business network analysis of an organisation that had a portfolio of projects valued in excess of 40 billion dollars. This analysis revealed hitherto unknown relationships, enabling senior management to make decisions that were more informed. January 2004 to May 2008: Director and Partner HolisTech Pty Ltd. HolisTech Pty Ltd is a consulting company that specialises in rescuing troubled projects. It has competencies in project and risk management. As a managing director and partner, I was responsible for ensuring that the company won work, remained solvent, and met all statutory requirements. In this capacity, some of the more interesting work in which I was involved included: a literature review for a Royal n Navy project that determined the regulatory framework, and information management structure, necessary to ensure the safety and integrity of the Navy s ships and people; the design and development of the high level project documentation, including requirements and constraints, for a transportable hospital; and the design, support, and management lead to a knowledge management system, colloquially known as TARDIS, for Capability Development Group of the n Defence Force. A key achievement was winning the 2004 actkm combined cultural and technological silver award for Knowledge Management the first time a combined award of this type was presented. The citation reads: Page 3 of 8

4 for outstanding innovation that accommodates both the cultural and technological aspects of implementing a knowledge management system for Defence. January 2004 to September 2006: Administrative Director for the n Capital Territory Drug and Alcohol Foundation Incorporated (ADFACT). As a member of the board, I was responsible for setting the strategic direction of ADFACT and ensuring that the organisation remained solvent, and met all statutory requirements. I also helped the organisation secure additional funding by lobbying local business leaders. A key achievement was winning funding so that for almost the first time in its 30 year history ADFACT was not solely dependent on Government grants. September 2001 to May 2008: Active Army Reserve Command and Staff Group. From 2001 to 2005, I was the Senior Career Manager for medical and legal officers above the rank of Lieutenant Colonel. In this role I developed career plans, counselled officers on their performance, and participated in promotion selection boards. From 2006 to 2008, I was the Special Projects Officer to the Director-General Personnel Army. In the first appointment, a key achievement was establishing a succession plan for Reserve medical officers through to the Surgeon General Defence Health Reserves. In the second appointment, I developed an implementation plan for the Stay Army retention initiative. August 1977 to September 2001: n Army. I enlisted into the n Army in 1977 as a private soldier. My first jobs were as a bagpiper and sniper. In 1980, I attended the Officer Cadet School Portsea and graduated into the Royal n Army Medical Corps. Following a series of regimental and instructional appointments, I was posted to the United States of America and Canada in the late 1980s to teach at their respective Defence health schools. Whilst in the United States, I completed parachute training, the Advanced Trauma Life Support Course, and the Expert Field Medical Badge. On return to n in 1992, I was posted to the 1 st Field Hospital, before attending the n Army Command and Staff College Queenscliff in In 1994, I was promoted to Lieutenant Colonel and posted to Land Headquarters. In this role, I did much of the health planning for s contribution to the United Nations Assistance Mission in Rwanda, before deploying there late in Whilst in Rwanda, I completed an operational study, which became the seminal document for subsequent Army health-organisation reforms into a multi-disciplinary health team construct. This multi-disciplinary health team construct today still forms the basis for Defence health deployments around the world. In 1997, I was appointed as the Commanding Officer of the 1 st Field Hospital - the first general service officer to hold this appointment. I amalgamated several units, including the 1 st Parachute Surgical Team, to form the 1 st Health Support Battalion. Following this appointment, I was posted to Headquarters Logistic Support Force, where I completed the amalgamation of the remaining inefficient health units into three health battalions. Whilst at Headquarters Logistic Support Force I planned s health contribution to East Timor operations, as well as other logistic tasks, such as postal support, amenities, and welfare. I also raised and established the Welfare Support Unit. Page 4 of 8

5 In 2000 I was awarded the Geoffrey Harkness Medal. The citation reads: for outstanding services to the Royal n Army Medical Corps, particularly for organisational development work, and research to identify injury and disease trends of Regular Army soldiers. Not long afterwards I was posted to Canberra to work on Joint Project 2060 a multi-million dollar joint health project. Late in 2000, I was seconded to command the hospital element in Bougainville. On returning from Bougainville, I retired from the Regular Army but continued to work in a Reserve capacity. I was promoted to Colonel in My key achievements over this 23 year period were: designing and implementing a correspondence course specifically aimed at new medical and dental officers; designing and implementing a management exercise, which is still in use by the Canadian Forces Medical Services; leading and managing a three-person research team, which examined s health contribution to the United Nations Mission in Rwanda; developing the multi-disciplinary health team construct for n Army health units, which still forms the basis for n Defence Force health deployments around the world; negotiating and developing the Strategic Alliance between the 1 st Field Hospital (now the 1 st Health Support Battalion) and Liverpool Hospital; designing and implementing the Army health support battalion construct; developing a simple casualty flow model,which became the basis for the more sophisticated models used today; developing the author briefs for the Royal n Army Medical Corps operational doctrine; and authoring the operational concept document for Joint Project 2060 Deployable Health Support, which is still used as the base document today. Awards Conspicuous Service Cross. n Active Service Medal with Rwanda Clasp. n Service Medal with Bougainville Clasp. Defence Force Service Medal with two Clasps. n Defence Medal. The United States Army Expert Field Medical Badge. Geoffrey Harkness Medal. Project Management Institute 2010 Project Manager of the Year. University of Canberra Pro-Vice Chancellor Scholarship for academic excellence Research Interests Social and organisational network analysis. Knowledge management, particularly in project management and health environments. Systems and complexity theory, particularly as applied to organisations. Public policy and health systems. Page 5 of 8

6 Publications Burnett, S & Durant-Law, G 2008, Applying the RAAAKERS framework in an analysis of the command and control arrangements of the ADF garrison health support, Journal of Military and Veterans Health, vol. 17, no. 1, pp Burnett, S, Clifford, K, & Durant-Law, G 2010, Use of system dynamics techniques in the Garrison health modelling tool, Technical Report DSTO-TN-0988, Defence Science and Technology Organisation,. Durant-Law, G & Byrne, P 2005, TARDIS: An n case study in applied knowledge management. A paper focusing on non-technological implementation issues, paper presented to The n Conference on Knowledge Management and Intelligent Decision Support, Melbourne. Durant-Law, G & Byrne, P 2007, Knowledge productivity in a project-focused government department. What works? What doesn t?, The International Journal of Knowledge, Culture and Change Management, vol. 7, no. 4, pp Durant-Law, G 2005, Soft systems methodology and grounded theory combined a knowledge management research approach?, actkm Online Journal of Knowledge Management, vol. 2, no. 1, pp Durant-Law, G 2010, Dollars or Links?, The Journal of Social Structure. Durant-Law, G, Byrne, P & Blackburn, M 2007, Disciplined knowledge management, Inside Knowledge, vol. 10 no. 9, pp Killen, K, Krumbeck, B, Kjaer, K & Durant-Law, G 2009, Managing Project Interdependencies: Exploring New Approaches, paper presented to the Asia Pacific Expert Forum, Sydney,. Presentations Date Organisation or Conference Presentation Title 27 October 2005 actkm 2005 Conference, Research Forum Stream, 09 December 2005 ACKMIDS 2005 Conference, Melbourne, A Knowledge Management Research Approach? TARDIS: An n Case Study in Applied Knowledge Management 19 October 2006 Queensland Knowledge Management Forum A Network Analysis of the actkm Community of Interest 26 October 2006 actkm 2006 Conference, Research Forum Stream, Knowledge Management Models or Models of Knowledge? A Critical Review of the Literature 10 November 2006 KM Singapore 2006 Conference Corporate Amnesia, Discipline and Knowledge Management 03 July 2007 PACIS 2007 Doctoral Consortium, Auckland, New Zealand 24 July th International Conference on Knowledge, Culture and Change in Organisations, Singapore A Knowledge Productivity Model for the Public Sector Knowledge Productivity in a Project-focused Government Department: What Works and What Doesn't 26 July 2007 Singapore Knowledge Management Society How to Do a Business Network Analysis Page 6 of 8

7 Date Organisation or Conference Presentation Title 15 August 2007 National Institute for Governance, Canberra, 17 November 2007 Ark Group Culture of Knowledge in the Public Sector Conference, Sydney, 30 January 2008 Inter-University Research Workshop Program, 14 May 2008 Canberra Chapter of the Project Management Institute 12 June 2008 Sydney Chapter of the Project Management Institute 04 July 2008 Inter-University Research Workshop Program, 04 July 2008 Inter-University Research Workshop Program, Social, Organisational, and Business Network Analysis as Research Techniques Developing an Integrated IT, IM and KM Strategy: Managing the Continuum of Government Business Knowledge Understanding the Complexity of Program Management Understanding the Complexity of Program Management Introducing UCINET and NetDraw 27 August 2008 Melbourne Knowledge Management Roundtable Business Network Analysis : A Department of Defence Case Study 12 September 2008 Defence Operations Research 2008 Symposium, Sydney, Visualising Collective Knowledge to Understand a Portfolio of Projects 09 October 2008 KM Singapore 2008 Conference Applying the RAAAKERS Framework in a Government Knowledge Management Project 10 October 2008 KM Singapore 2008 Conference Using Business Network Analysis Techniques in Project Management 14 October 2008 actkm 2008 Conference, Business Network Analysis : A Knowledge Cartography Methodology 17 October th Annual n Military Medicine Association Conference, Hobart, 06 February 2009 Inter-University Research Workshop Program, 18 February 2009 National Institute for Governance, Canberra, Applying the RAAAKERS Framework in an Analysis of the Command and Control Arrangements of the ADF Garrison Health Support Visualising Collective Knowledge to Manage a Portfolio of Projects 02 July 2009 New Zealand Knowledge Management Society Visual Project Knowledge Management 26 October 2009 Asia Pacific Expert Forum, Sydney, Managing Project Interdependencies: Exploring New Approaches 15 November 2010 n Defence Force Academy, Canberra, 29 January 2010 Inter-University Research Workshop Program, Policy Development, Power, and the Shadow Organisation 17 March 2010 RAC Leaders Forum, Sydney, Using Social Network Analysis to Enhance Project Outcomes 06 May 2010 Defence Science and Technology Workshop, 28 June 2010 Army Knowledge Management Conference, Puckapunyal, Towards a Relationship Project-Program and Project- Portfolio Knowledge Model Appling Network Analysis and Project Management Techniques to Lead Through Complexity Page 7 of 8

8 Date Organisation or Conference Presentation Title 28 September 2010 Project Portfolio Management Special Interest Group, University of Technology, Sydney, 13 October 2010 Defence Operations Research 2010 Symposium, Edinburgh, Network Project Management: Visualising Collective Knowledge to Better Understand and Model a Project- Portfolio Towards a Relationship Project-Program and Project- Portfolio Knowledge Model 05 April 2011 n Bureau of Statistics Network Project Management 21 July 2011 n Institute of Professional Intelligence Officers, Gold Coast, 16 August 2011 National Science Week n National University 31 January 2012 Inter-University Research Workshop Program,. 07 February 2012 The 6th n Stream Management Conference,. 24 February 2012 n Public Service Knowledge Management Forum,. Social Network Analysis as an Intelligence Technique: the Iranian Nuclear Weapons Program Revisited Sometimes a Picture is Only Worth a Couple of Words! Effective Stakeholder Engagement and Evaluation using Narrative Techniques Introduction to Social Network Analysis Techniques for Stakeholder Engagement 03 April 2012 Institute of Engineers Projects as Knowledge Networks: Using Social Network Analysis Techniques to Better Manage a Project-Portfolio 15 May 2012 ACT Knowledge Management Forum Network Numerology: Demystifying Network Numbers Personal Interests I have a passionate interest in Celtic music and enjoy playing bagpipes, having won titles at the State and national level, both as a soloist and as a band member. I enjoy fine food and wine, and overseas travel. Referees Brigadier Stephan Rudzki AM - Director General Army Health Services. stephan.rudzki@defence.gov.au. (02) or Brigadier Rudzki has known me for 30 years and can attest to my leadership, organisational, interpersonal, networking, communication, and business skills. He observed my day to day work ethic and personal drive for a 24-month period ending in January He is well placed to speak to my strengths and my weaknesses. Professor Deborah Blackman - Associate Dean (Research), Faculty of Business & Government, the University of Canberra. deborah.blackman@canberra.edu.au or Professor Blackman supervised my doctoral research. She has known me since 2006 and can attest to personal drive, research and communication skills. Page 8 of 8

OFFICER (AO) IN THE MILITARY DIVISION OF THE ORDER OF AUSTRALIA

OFFICER (AO) IN THE MILITARY DIVISION OF THE ORDER OF AUSTRALIA Australian Army Rear Admiral Stuart Campbell MAYER CSC and Bar RAN, NSW For distinguished service to the Royal Australian Navy principally