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Project Manager : Project Manager Feb Mar 2013
28 Project Manager •CASE STUDIES PROJECT CLIENT: SunWater SCOPE: To gain AIPM assurance of SunWater's internal project management systems for the purposes of Project Managed Organisation (PMO) Accreditation. A score to settle An infrastructure developer sought AIPM Project Managed Organisation (PMO) Accreditation for its internal systems and managed to achieve the highest score ever awarded. ALEXANDRA CAIN MARK BROWNE, General Manager -- Infrastructure Development, SunWater. Browne is responsible for the project group that develops infrastructure for the resources sector, such as dams and the pipelines associated with dam developments. Heisinchargeofa $3 billion portfolio of projects, from project development stage right through to construction. BACKGROUND BRIEFING SunWater is a government-owned infrastructure developer with 500 staff. Based in Brisbane, the organisation currently has $7 billion in assets under development, comprised largely of water pipelines and irrigation channels for weirs and smaller water infrastructure projects. "When I started in 2007, the organisation had not yet undertaken an extremely large project and the Board wanted better project management systems in place. I was brought in to do just that," explains Mark Browne, General Manager -- Infrastructure Development at SunWater. "I convinced the Board we needed an accredited project management system. We decided AIPM's PMO Accreditation was the one to go for because it benchmarks the organisation against others." AIPM undertook an initial assessment of SunWater's project management systems in 2008, allocating a score of 2.6 out of five, with a score of three out of five the minimum to receive Accreditation. "The assessment identified gaps in the systems, as well as gaps in the use of the system," says Browne. The score is typical of an organisation that has just started the Accreditation process. It indicates the business has project management systems in place that may not be applied consistently across the enterprise. Following the assessment, SunWater's project management team spent 12 months working through those gaps. The business was successfully accredited in 2009, achieving a score of 3.2 out of five. KEY PLAYER KEY CHALLENGE Browne reveals that one of the most difficult aspects of the project was convincing SunWater's team of project managers that the assessment process was not about implementing a policing system, but rather introducing an enhanced project management framework to the organisation. "To get their buy-in, we had to get all project managers involved in developing the project management tools," he explains. "We then needed to get their feedback on the new tools and the governance processes concerning these tools. Now the project managers view the new system as a way of better managing projects and early identification of any problems."
Project Manager Dec Jan 2013
Project Manager Apr May 2013