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Project Manager : Project Manager Apr May 2013
www.aipm.com.au Project Manager 25 Process DHS took the following steps to create portfolio, program and project disciplines: • Established a Capability Improvement Plan endorsed by the executive. • Created a team of highly skilled sta members. • Developed a program and project management departmental policy framework. • Established internal Community of Practice and Project Manager Forums for program and project managers. • Invested in ongoing training and upskilling. This included a mentoring program involving project managers and project specialists from the Project Portfolio Office (PPO). These milestones were achieved against a backdrop 'business as usual', as well as the need to respond to national disasters and emergencies. A service offer has been created for the PPO based on value and credibility. Importantly, a flexible approach has evolved to support programs and projects. Since integration, the PPO has worked with program and project managers to build trust and respect for the experience and capability of the PPO. Outcome e recent P3M3 assessment recognised the "remarkable job" of the department in "professionalising and embedding management disciplines". It also acknowledged that DHS "has very strong leadership with a clear focus and accountability upon the realisation of bene ts". DHS was assessed as having de ned processes for portfolio, managed processes for programs and de ned processes for project. Portfolio assessments have identi ed strong leadership with a focus on accountability as contributing to the realisation of bene ts and embedded disciplines for the management of ICT-enabled change. ese disciplines have been applied across the organisation with rigorous controls and reporting arrangements; sophisticated management information systems and tools; and e ective training and support structures. Program assessments found: "DHS uses program management disciplines as precision instruments to manage complexity and to SNAPSHOT OF P3M3 DHS assessed its capabilities using P3M3, also known as the Portfolio, Program and Project Management Maturity Model. The model is a reference guide for structured best practice and breaks down the broad disciplines of portfolio, program and project management into a hierarchy of key process areas. The hierarchical approach enables organisations to assess their current capability and then plot a roadmap for improvement prioritised by those KPAs that will make the biggest impact on performance. focus on the delivery of outcomes. Unwavering executive leadership commitment to use these disciplines, in order to deliver on an ambitious government reform agenda, has driven DHS to a high level of maturity in a relatively short period of time." Project assessments found: " e project management framework has achieved the consolidation of three frameworks from the predecessor agencies. e rigour of DHS program management is a bene cial in uence on projects. DHS's strong culture of engagement and consultation is refected in projects.” ••• DHS'S STRONG CULTURE OF ENGAGEMENT AND CONSULTATION IS REFLECTED IN PROJECTS
Project Manager Feb Mar 2013
Project Manager June July 2013