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Project Manager : Project Manager Apr May 2013
6 Project Manager •NEWS AIPM's ACT Chapter recently co-hosted a breakfast seminar on bene ts management with the Institute of Public Administration Australia ACT (IPAA), the third session in a series jointly hosted with IPAA. Rosemary Deininger, First Assistant Secretary in the Department of Finance and Deregulation, spoke about the importance of bene ts management in the Government sector. " ere are a number of challenges the government faces in implementing policy and reform," she said. "Knowing what you want to achieve and how to get there is vital." While most government agencies undertake bene ts management, there are improvements to be made to the process, including its continuation into the business-as-usual phase of implementation, Deininger explained. "We're also seeing that it's important to focus on bene ts as part of the normal planning and implementation of the project, rather than it being an add-on," she said. " at's where bene ts can be agreed and championed by stakeholders, so it's really an integral and ingrained part of how we operate." Michelle Wilson, General Manager of the Ser vice Delivery Reform and Aged Care Division at the Department of Human Services, discussed how DHS considers bene ts in the operating environment and in ser vice delivery reform. "During the project identi cation phase, we examine the 'as is' process, and then we'll have a look at the 'could be' process, or what the 'to be' process is," Wilson explains. "We have to work out what we are actually going to gain in bene ts, both nancial and non- nancial, and what we are going to have for reinvestment from doing the work." Wilson also discussed the impact bene ts management can have on driving accountability, a topic elaborated on by Cath Ingram, Chair of KPMG's Canberra o ce and national leader of KPMG's Australian Government practice. "[Bene ts management] drives behavioural change. [...] People really have to say ' is isn't going away, I have to deliver these bene ts, I have to understand the impact'," Ingram said. "Accountability all the way down is really important." While Ingram agreed with Deininger that bene ts management has long been practised in some form, particularly in terms of intangible deliverables in the public sector and tangibles in the private, she pointed out that it has not been given its due in either. "Bene ts management has to come to the centre in a project," she said. "No longer can it be the post- implementation review at the back end." e nal speaker, Doug Witschi, whose 20 years' experience in policing includes the implementation of project and program management methodologies at the Australian Federal Police, spoke of risk and opportunity. "One of the risks is that there's a desire to har vest bene ts before the program actually starts," he said, emphasising the importance of scheduling bene t realisation in the planning process. On the opportunity side, Witschi spoke of tying bene ts to an organisation's strategic objectives to increase the engagement of senior executives. "[Bene ts management is] not easy, but it's a great opportunity. It gives a real robustness to program and project management delivery and really highlights the fact that we're actually delivering public value as opposed to just a capability." To nd out about upcoming seminars in your state, turn to page 10 or visit the events section of the AIPM website. W: www.aipm.com.au ACT Bene ts Management Seminar BENEFITS MANAGEMENT HAS TO COME TO THE CENTRE IN A PROJECT. NO LONGER CAN IT BE THE POST-IMPLEMENTATION REVIEW AT THE BACK END
Project Manager Feb Mar 2013
Project Manager June July 2013