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Project Manager : Project Manager June July 2012
www.aipm.com.au Project Manager 25 CASE STUDy • process The NRMA Project Alliance (PA) was established in early 2012 as a program of work designed to enhance project management capabilities in the NRMA Group. Core to the program is the collaboration of 25 PA members made up of senior, intermediate and beginner project professionals in the NRMA business. “Project Alliance members were the champions of project management, taking what they’d learnt to the rest of the business,” said Mike Fugle, Project Director, Red Earth Consulting. The PA created the environment where project frameworks, processes and behaviours could become embedded project management disciplines in the NRMA business. “The PA brings together project people from across the Group. Having this community as an audience means we are able to encourage the adoption and alignment with Project Governance Office processes and get first hand feedback from our internal clients on how we can improve the way we govern projects,” Liotta said. Regular PA forums allowed the group to share experiences and lessons learnt around project management disciplines. To ensure the PA’s knowledge and skills met industry best-practice standards, the group drew on the national industry body’s expertise, with NRMA Group holding corporate AIPM membership and PA members enjoying the benefits of individual membership. PA members were also offered the opportunity to develop and gain recognition for their skills through the AIPM competency-based project management certification, RegPM. “ We wanted to invest in learning by gifting AIPM membership to NRMA staff,” said Fugle. “ T h e aim was to transform project management at NRMA from something that just happens, to an identifiable entity.” Outcome Collaboration, relationships and synergies across the NRMA business are the big wins, said Bray. “ The PA provides the platform and channel where feedback and communication can be shared about PGO frameworks, processes and policies.” NRMA Group is now in a position to take it to the next step, she continued. “ We are now developing in maturity with the aim of implementing more practices and processes which align with a more Enterprise Portfolio Management approach to defining and delivering on change. “A refresh of organisational energy has been realised around projects ... so now we have in place a program that has, at its core, continuous improvement of project capabilities which positions us to further develop our operations.” Meanwhile, PA is driving behaviours and quality in projects and people as well as regularly communicating the benefits of the PA to ensure committment doesn't waver. Fugle believes there has been a fundamental shift in the role and perception of project management in the business. “People recognise project management as a discipline and career path to aspire to,” he said. •••
Project Manager April May 2012
Project Manager Aug Sept 2012