by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : June July 2011
39 www.aipm.com.au Project Manager CAREER CENTRE • THINKSTOCK success. The APCD project had a committed project sponsor. He commenced engagement with business areas affected by the project well before the project began. This established a shared acknowledgement and acceptance of the need for change. The sponsor continued his active involvement through to project start-up, where personalised ‘induction’ was given to project team members to outline the business case and the ‘commander ’s intent’. While responsibility for day-to-day activities was delegated to the project manager, the sponsor continued to be actively involved with business area executives, ‘shielding’ the project team from other priority tasks that would distract them from the project. He also regularly engaged with the Army’s senior officers on the progress of the project to assure their continued support. Finally, the sponsor continued to monitor the relevance of the project against the Army’s strategic personnel plan. 2 SELECTION OF THE PROJECT TEAM The APCD project was staffed by a small and committed team who believed in the benefits of the project. The members, all Army Reserve personnel, were selected for their specific skills, experience, knowledge and commitment to the project. Initially, the project sponsor selected the core team and shared the ‘ vision’ of the project. This core team identified other personnel for the project to provide specific subject matter expertise and, similarly, helped establish their ‘ buy-in’ to the project. The outcome was a committed team that worked closely together and achieved high levels of performance. Selecting the right project team that is both capable and committed was certainly a hallmark of the APCD project. 3 A RELEVANT AND ROBUST BUSINESS CASE Of all the project documentation, the business case was the most important for the APCD project. It ‘told the story ’ of what the business ‘problem’ was. It also provided case studies that highlighted the real and personal impact the existing business process was having on the Army and its personnel. It aligned the project to Defence’s and Army’s strategic themes to be relevant to Defence’s business. It also provided a description of the business requirements, a model to develop a business solution and key project planning information such as scope, high level schedule, resource requirements, key risks and quality parameters. Finally, it provided a plan for benefits realisation including methods, metrics and timeframes for their achievement. The business case became an important reference tool for the project. It was first presented to senior executives to authorise and fund the project, and became the key source for input into other project documentation. Later it was used as a key reference to develop project products, including business processes, training material and marketing products. The robustness of the business case was proven throughout the project, as it fundamentally remained unchanged. (
April May 2011
Project Manager Aug Sep 2011