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Project Manager : Project Manager Aug Sept 2013
www.aipm.com.au Project Manager 23 Process e project management team identi ed Human Resources Management, Cost Management, Procurement Management, and Quality Management as the key areas that needed to be addressed. Given stakeholders expected to see their project enter the constr uction stage while Point was seeking to extend the planning stage, the project's initial challenge was creating shared expectations. If Point appeared too imposing, the stakeholder group might easily become disenfranchised and unengaged. To avoid this, a model of inclusive leadership was adopted. In project meetings, stakeholders were regularly invited to provide feedback to create an environment of mutual respect and two-way communication. In one meeting, a revised scope document for the construction contractor was put forward that included references to global performance standards of bowling greens. e consultative environment that had been fostered in previous meetings allowed the contractor to freely raise concer ns about his ability to deliver the new standards without a cost blow out. Further conversation and support ultimately meant that the contractor constr ucted the new green to world-quality standards without having to revise the overall cost. Stakeholders, motivated by the value given to their insights, began to see procurement, cost and quality issues as shared challenges rather than statements about the standard of their work. Outcome Inclusive leadership laid the foundation for the project's overall success. Not only did the project produce the rst synthetic bowling green in the ACT, but adherence to PM principles meant that important outcomes were clearly articulated and met. ese include ensuring the green performed to World Bowls standards, achieving cost e ectiveness and implementing a handover management plan that will ensure monitoring and maintenance on the green sees it last 15-20 years without perfor mance degradation. e Stirling Synthetic Bowls Green Project is now featured in Bowls Australia documentation as an exemplar of synthetic bowling green constr uction. is legacy, according to Point Senior Project Manager Mark Blake, is due to the "e ective use of PM principles, consultative leadership in concert with a very capable and ultimately collaborative project stakeholder group". ••• IN PROJECT MEETINGS, STAKEHOLDERS WERE REGULARLY INVITED TO PROVIDE FEEDBACK TO CREATE AN ENVIRONMENT OF MUTUAL RESPECT AND TWO-WAY COMMUNICATION
Project Manager June July 2013
Project Manager Oct Nov 2013