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Project Manager : Project Manager Apr May 2013
34 Project Manager •CAREER CENTRE Protocol include the NSW State Government agency Transport for NSW, Ausgrid, Water Infrastructure Group and MLEI Consulting Engineers. A number of organisations have also come on board as sponsors, including Leighton Holdings, Golder Associates, GHD and Worley Parsons. Transport for NSW will soon trial the PPIR Protocol on part of its Barangaroo development, the Wynyard Walk project, which will provide a pedestrian link between Wynyard Station and Barangaroo. PPIR training is scheduled for early May before the pilot is launched. " e next steps will depend on the outcome of these trials, but it's important to note that many of Transport for NSW's existing engineering processes already re ect the PPIR Protocol," says a spokesperson for Transport for NSW. "Potential bene ts of this initiative include the avoidance of inconsistency in the delivery of engineering projects on the part of the engineering ser vice providers, employers, clients and other stakeholders." As in any new program, the team has taken the opportunity to review and re ne the training tools and processes. The verdict PPIR Protocols may be useful to project managers, even those already compliant with AIPM's expectations. "AIPM has addressed for project managers, at least in its charter and assessment practices, the problems that PPIR was designed to solve for engineers," says Tooher. "PPIR, however, goes further in setting out practice guidelines, many of which are relevant to project management." "Generally the feedback is positive with people mostly saying: 'We need to have the tools, we need to have the pilots and we need to see the outcome of it'," says Kanellakis. "Engineers need the tools ready, tested and with feedback on their e ectiveness." "Senior engineers managing large project teams often don't have a common language, and common language is really important for building high performance teams," she says. e protocol will also help organisations improve their risk management. Without a systematic approach, information does not always ow to the appropriate people, often leaving projects exposed to failure. "To ensure good risk management, you need to have everybody operating in a systematic, integrated and proactive way," says Kanellakis. is strategy also encourages more e ective contract outcomes. e provision of the contract template will guide the industry on how to engage with each other, so that engineers can carry out their tasks in a professional way. " is is so clients, contractors, consultants, manufacturers -- all of the parties to an engineering task -- get a genuine meeting of the minds, which is often missing," explains Kanellakis. "Achieving e ective contract outcomes is really important for everyone.” • •• THREE INITIATIVES The PPIR report proposes three initiatives in addition to the most important -- the Protocol -- to improve project outcomes across the board: • A framework that calls for a formal 'best for risk management' approach. • A contract template to guide corporate clients and suppliers. • A coordinated approach to improve the liability frameworks impacting engineering. PPIR AND PROJECT MANAGEMENT TED TOOHER, AIPM LIFE FELLOW How can PPIR contribute to project management? The vexed question for both engineers and project managers, whether they use PPIR protocols or ANSCPM standards, is 'do wedowhatwesayanddo we say what we do?' I have never seen positive risk (opportunity/innovation) management in engineering or project management. The concepts of quality and performance are rarely applied to the project management service; rather they are applied almost exclusively as a substitute for scope verification. The continuous improvement required of ISO-certified suppliers and contractors is largely ignored. Practitioners who specialise in this area are often scorned as box- tickers and their systems undermined and sabotaged. Return on investment The quality or performance of the ser vice (engineering or project management) has to be addressed -- if the process is right the product will be. A zero-defects solution is required by clients, not a tick list of scope shortfalls. AIPM can utilise the Warren Centre work or contribute to its furtherance in two ways. Firstly, by adapting the protocols to suit project management best practice guidelines and, secondly, by working with the centre to implement systems assurance and audit measures for the protocols, so that we can say wedowhatwesaywedo.
Project Manager Feb Mar 2013
Project Manager June July 2013