David Hudson

Professional Associations


Current Membership Status:


    Fellow Australian Institute of Management (AIM)

    Member Australian Institute of Project Management

    Member International Project Management Association (IPMA)


      Current Responsible Roles held: Australian Institute of Project Management (AIPM) (National Peak Body 10,000 members)

    Immediate Past National President

    Ex-National Chairman of Standards

    National Chairman of Project Managed Organisation Award Working Group

    Chair of the Advanced Professional Practice Workshop Series Committee

    Chairman of the 25th IPMA World Congress Organising Committee 2011

    Chairman and Convener of the 2014 AIPM National Conference


International Project Management Association (IPMA)


    Vice President Membership:  IPMA Executive Board

    Program Manager- International Professional Certification Upgrade Project

    International Jury Member IPMA International Project Excellence Awards

Education and Studies


    Universitof Queensland Government, Economics and Statistical Analysis, Mathematics

    Officer Cadet School (Army)   Military Officer Graduate


Professional Qualifications and Endorsements


    Certified Practicing Project Director

    Endorsed First National Assessor for International Professional Certification (IPMA)

    Endorsed National Individual Competency Assessor; Organisational Maturity Assessor (AIPM)

    Managing Successful Programs (MSP) Practitioner

    Endorsed Project Gateway Reviewer


Conference Papers


    Risk Management Beyond the Current Standards 2003

    Enterprise Project Management Successes and Failures 2004

    Project Management Maturity Models 2004

    Linking ITIL and Project Management 2004

    Human Capital Frameworks in Project Management 2007, 2008, 2009

    Linking Six Sigma and Project Management 2009

    Practical Project Management for Engineers 2009, 2010

    Communications Management for Engineers - 2010

    Cost Engineering Practices - 2010

    Earned Value Management Practices 2011

    They Don’t Grow on Trees Responsible Human Capital Strategies 2012, 2013, 2014

    Risk Management Using ISO31000 for Better Project Risk Management Outcomes

    Managing the Generational Gap - 2014


  Professional History






1968 to the present


My career has followed a steady path towards my current standing as a senior and respected champion, proponent and practitioner of professional project management.  Even my first career as an Army Officer gave me an absolute underpinning in planning and control of projects and programs often at a strategic level.


My second career, now lasting twenty years, has totally focussed on professional roles in project management and in the delivery of project assurance and project management capability.  I currently support major corporates in various industry sectors in their goals for project management excellence.  I also work with individual project practitioners to help them realise their full potential through project management education and certification. My clients cover mining, aviation, infrastructure, consulting, banking, telecommunication and government.


Primal Solutions


Brisbane, Australia


July 2005 to present


TitleOwner/Principal Consultant


In Primal Solutions, I have developed an international consulting practice to public and private sector organisations specialising in project management excellence. Primal Solutions delivers:


     Assessment of organisational project management maturity

     Design of organisational project management human capital strategies

     Corporate skills audit in project management and allied areas such as business analysis

     Program and project audits and lessons learned reviews

     Professional assessment/certification of portfolio, program and project managers

     Education, training and assessment in portfolio, program and project management

     Development/review of organisational project management methodologies

     Development/review of corporate project governance at portfolio and program level

     Development of project assurance frameworks



Australian College of Project Management


National Role, Australia


2001 - 2005


Title:  Chief Executive Officer/Academy Director


In this role, I managed the leading national practice in Australia for organisational consulting and education in project management best practices.


The college comprised fifteen trainers in five capital cities across Australia and a professional support office of five staff. The Australian College of Project Management was recognised as industry leaders in the development and delivery of best practice in project management training and education and assessment and we specialised in the development of customised training and education solutions for small, medium and large scale programs with industry clients.


Clientele included blue chip Australian companies in mining, aviation, telecommunications, banking and finance, government and defence.


As the Lead EPM Consultant, I delivered organisational project management maturity assessments and managed the first project management benchmarking network.  As part of this work I facilitated the development of the AIPM Project Managed Organisation Award. Another aspect of this work was the facilitation and development of corporate client project management methodologies.


I led this company through a merger and acquisition from private ownership to ownership by a publicly listed (stock exchange) company, before resigning to establish my own practice.


Brisbane City Council (Contract Role)


Brisbane, Australia


1999 - 2000


Title: Program Manager


In this role I managed an eighteen month program comprising four projects for the total business process review of the billing and receipting processes for the $2B p.a. Brisbane City Council revenue system. The program involved six full time and 30 part time project members with a total project budget of $1.5M AUD and successfully delivered a new vision for Councils billing and revenue processes.



Queensland Government (Contract role)


Brisbane, Australia


1998 1999


Title: Project/Relationships Manager


After the appointment of a new state government, I was given the responsibility for establishing the project management framework for a new government lead agency for information technology and telecommunications strategy and projects.


I also held the personal responsibility for the establishment and ongoing management of two strategic stakeholder interfaces:


     Ministerial industry advisory panel, comprising senior technology industry executives

     The governing body of government department information management directors

     Soft’ liaison at ‘C’ level across government to align departments with emerging policy



Queensland Government (Contract role)


Brisbane, Australia


1996 - 1998


Title: Manager, Strategic Projects


In this role I managed a project team of five full time and thirty part time staff. The project successfully delivered best practice implementation guidelines for a $300M AUD HR and Payroll system replacement across all of Queensland Government. It also delivered the total procurement framework for this $300M procurement. These systems supported more than

300,000 people.


My team also developed best practice project management methodology support to enable some thirty departments to successfully implement their own version of the HR and payroll system replacement. We were also highly successful in implementing Y2K strategies as part of the risk mitigation in the pre and post-system transition.


Australian Army


Australia and overseas


1968 - 1995


TitleArmy Officer


My first career was as a combat officer in the Australian Army. To have a charter at the age of 20 to lead a team of some 35 in wartime operations is something few people experience, and one that I felt privileged to have had.  My defence career spanned roles from officer trainee, junior officer through to the executive officer of major operational units. During this career phase I specialised in command, operational management, representational and professional training assignments.


My last role in the Australian Army was as the Director of the Jungle Warfare Training Centre, where I led a staff of fifty professional trainers in the delivery of a highly innovative program of warfare training to a client group comprising the Australian Army, Indonesian Armed Forces, the Royal Thai Army, the Royal Malaysian Regiment, and the Fijian Army.


From an early professional age I was provided high levels of individual accountability and I became accustomed to high levels of responsibility, high visibility, and the need to lead small and large teams in remote, unique and challenging situations.