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Project Manager : Project Manager Dec Jan 2013
30 Project Manager •CASE STUDIES Process e project had a number of clearly de ned phases starting with the inception phase, where Point Project Management undertook extensive due diligence and risk review of the portfolio to develop a clear understanding of the current status and requirements of the fund. is was followed by project planning, where deliverables were de ned and agreed to. After project planning came a design phase. During this stage, deliverables were designed and developed, and the necessary processes and procedures were established. e organisational chart was also modi ed and optimised to streamline work ows and ensure clear lines of communication and accountability. e nal stage was implementation, during which delivery of the program of work began. is was also the stage at which organisational change management was undertaken so the business structure re ected the requirements of the system. " e key challenge -- one that's still going, actually -- is the challenge of distance," says Rayward, who, during the critical phase of the project, worked remotely from his o ce on the Gold Coast for three out of four weeks, spending just one week a month located in the project's o ces in Papua New Guinea. Point now has a number of sta operating in Papua New Guinea, which has helped to overcome this challenge. " e other challenge was working in a di erent culture," he continues. " ose involved in the project came from Papua New Guinea, Australia, New Zealand and Canada." To address these challenges, the project team worked hard to develop strong relationships with the client team and with other stakeholders. "Openness and transparency were very important. We had a number of for mal and informal communication str uctures and looked to spend as much face-to-face time as possible with key stakeholders," Rayward says. Outcome e implementation and change management aspects of the project are now complete, although Point continues its program and project management role delivering all new project developments PROJECT CLIENT: Nambawan Super Limited is a superannuation fund in Papua New Guinea SCOPE: Deliver a property management system framework, the Nambawan Property Management System. The system manages all new property development projects as well as the fund's existing property assets COMPLETION: 2012 and continuing Hot property Laying a solid foundation of change management processes ensured the successful rollout of a PNG property development system. ALEXANDRA CAIN KEY CHALLENGE Organisational change was a major challenge in this project. "Cultural and overall organisational changes were required to ensure all stakeholders were operating in accordance with the new framework, as well as to realise the full benefits of the project and achieve full buy-in and compliance," says Ben Rayward. "This was accomplished through education of the benefits of the system, having a consistent approach and getting the buy-in of everyone involved through the development and delivery process." BEN RAYWARD Project Leader and Principal of Point Project Management, and member of Bond University's Institute of Sustainable Development and Architecture's Academic Advisory Panel. Rayward led the management of all aspects of the system's development and also took on the ongoing program management role. BACKGROUND BRIEFING Nambawan Super Limited (NSL) undertook the project to increase the performance of its investment portfolio for the benefit of members, as well as to develop an integrated, consistent approach to the management of the 54 properties in its $500 million portfolio. The properties span residential, commercial, hotels, sub-division and mixed-use developments in various locations in Papua New Guinea and in Cairns, Australia. KEY PLAYER
Project Manager Oct Nov 2012
Project Manager Feb Mar 2013