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 : Project Manager June July 2012
24 Project Manager case study Find out how the NRMA group implemented a new, rigorous process framework and embedded project management disciplines across the business. A lesson in discipline Key challenge The initial response from NRMA staff was that the program may merely add to their already hectic schedules and conflict with ‘business as usual’ activities. So scheduling forums, mentoring and coaching activities into busy work days required commitment and support from the executive, explained Bray. “There were concerns surrounding the changing of behaviours and how that would be received,” she continued. “So we strongly communicated why we needed to move from the old way of doing things, the new vision and asked people to get involved and have a say in how we could make it work better.” Previously working in a less collaborative environment, employees acknowledged that an ad-hoc approach to delivering capability was not particularly efficient. As with most new processes and frameworks there was still resistance, which highlighted a need for a change program. “Many saw the new Project governance Office processes as added red tape,” said lily liotta, Head of Project governance at NRMA group. Another challenge was turnover of staff and losing critical intellectual property. “Resources had been invested in educating staff so we needed to ensure another person could pick it up easily,” said liotta. “That's why documentation was critical under the new methodology.” pROJECT CLIENT: NRMA group sCOpE: To enhance the project management capabilities within the NRMA group COmpLETION: Continuing BACKgROUND BRIEFINg In 2010 when NRMA aligned its structure to deliver their three- year strategic plan, project governance became critical. As a result, a project governance project was established. “We looked at the gaps in current processes and wanted to put systems and processes in place to assist the group in operating,” said lisa Bray, general Manager Performance & Optimisation at NRMA group. “Key to this was the need to build project managment capability at both the individual and organisational level. So NRMA group enlisted the services of project management consultancy Red Earth to: • encourage collaboration between siloed project managers; • build internal skills in project management to reduce reliance on contracted project skills; • improve intellectual property considerations from projects; • increase internal recognition of project management skills by providing AIPM-recognised certification and membership; and • ensure consistency in documents, approaches and outcomes from projects. case study Key players mIKE FUgLE Certified Practising Project Manager, Red Earth LIsA BRAY general Manager Performance & Optimisation, NRMA group LILY LIOTTA Head of Project governance, NRMA group
Project Manager April May 2012
Project Manager Aug Sept 2012