by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Aug Sept 2013
www.aipm.com.au Project Manager 39 KRC CORNER Leading large, complex projects Large-scale projects deliver a unique set of challenges for project managers. To ensure its leaders are up to the task of keeping complex projects on track, the defence industry has implemented a set of competency standards. DR ROXANNE ZOLIN, DR CAROLINE HATCHER AND DR ANNE PISARSKI IN AUSTR ALIA AND WORLDWIDE THERE are a number of major projects that do not meet either their time or budget requirements. ese challenges face many sectors, including defence, energy and resources and a ect both the public and private sectors. Indeed, a recent report of the Business Council of Australia (2012), which represents the chief executives of 100 of Australia's largest companies, with members from all sectors of the economy, including resources, manufacturing, retail, nancial ser vices, professional services and constr uction, identi ed a $921 billion pipeline of existing and potential major capital projects. While the opportunity is clear, there is considerable concer n among business leaders that Australia's capacity to deliver these projects is limited. Concer ns have been raised about our capacity constraints, productivity, and the cost and e ciency of delivering major projects in Australia. For e xample, defence spending on acquisition projects in Australia is under increasing scrutiny from government and the public as a result of complex, large- budget projects that fail to deliver against expectations. e Defence Materiel Organisation (DMO), responsible for Australia's defence acquisitions, continues to actively improve its process by for malising the Procurement Improvement Program and the Strategic Refor m Program through a series of consultations with industry, additional management education and training, including changes to the tendering and contracting process. With the increasing recognition of the signi cant role that project and program leaders play in successful project delivery, the Australian, UK and US Governments now support initiatives that deliver a comprehensive competency standard for the assessment and development of complex project leaders, with emphasis on advanced management skills and processes (for example ICCPM, 2013, Competency Standard for Complex Project Management). As an indication of the commitment to these strategic aims, industry partner DMO collaborated in 2009 with a range of university partners to win an Australian Research Council (ARC) Grant. e research team conducted a range of studies of leadership in complex projects, including a pilot study, inter viewing project leaders of major ACAT (Acquisition Categorisation Framework) I, II and minor ACAT III defence acquisition projects. ACAT I and II are major projects with multi-million and billion dollar budgets, high uncertainty and risk, emergent technology, multiple contractors and often geographically dispersed teams. ACAT III projects tend to have smaller budgets and only moderate levels of uncertainty, risk and emergent technology. Project leaders talked about how they de ned project success, the extent to which a leader's behaviour in uences a project's success and whether this re ected an underlying set of characteristics, abilities and behaviours that a successful project leader should possess. e ndings of this study infor med the development of the research project funded by both ARC and industry. is was followed by a series of large quantitative studies across the defence partners. Following this broad range of studies, the team of researchers argues that deter mining the role project leaders play in large-scale, major acquisition projects success is of national signi cance to Australia, not just in ter ms of defence projects, but for all large- scale, comple x projects. ••• CONCERNS HAVE BEEN RAISED ABOUT OUR CAPACITY CONSTRAINTS, PRODUCTIVITY, AND THE COST AND EFFICIENCY OF THE DELIVERY OF MAJOR PROJECTS IN AUSTRALIA
Project Manager June July 2013
Project Manager Oct Nov 2013