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Project Manager : Project Manager Feb Mar 2014
www.aipm.com.au Project Manager 17 Sometimes it takes a scandal to bring about reform. at is certainly true of embattled ICT agency CenITex, which made headlines in 2011 over allegations of fraud, nepotism and unethical behaviour. The once lauded, now controversy-ridden shared ser vices agency was set up by the Victorian Government in 2008 to centralise ICT support to its various departments. CenITex was heralded as a landmark initiative that would save the State millions of dollars. But the scheme tur ned out to be a costly embarrassment for the Victorian Government, which is now looking to outsource ICT ser vices being delivered by CenITex. Deep aws in the agency's operations came to light following an investigation by the Victorian Ombudsman, GE Brouwer. e investigation culminated in the release of a report in 2012 that painted a damning picture of Australia's technology sector. e report found that appointments had been made on the basis of fabricated documentation, invoices had been paid for ser vices that were not actually rendered and CenITex project o cers awarded contracts to their ow n companies. One of the less-publicised ndings was that the agency did not commit the necessary time and e ort into planning and business case development, which led to signi cant discrepancies between the planned and actual time, costs and outcomes of ICT projects. "Optimism bias led to signi cant delays, cost over runs and unachieved bene ts in several projects," w rote the Ombudsman. "It resulted in a need for project managers and sponsors to raise more funding for the project and to deal with media ' res' caused by the political concerns of the project going over budget or being delayed -- instead of focusing on delivering or driving the project." Brouwer also noted that optimism bias had a human impact, a ecting the morale of sta working on the projects, who had to "deal with the perception that they had failed ". AIPM Board Member and Communications Council Chair David Bryant has conducted numerous reviews of IT gover nance, project maturity (P3M3), organisational str uctures and business systems for government clients. He echoes the Ombudsman's concer ns, speci cally those that highlight the rami cations for project managers who are handed an overly-optimistic business case. ( PERFECT PREDICTIONS BENEFITS FRAUD IS A SERIOUS PROBLEM FOR ORGANISATIONS AND THE PROJECT MANAGEMENT PROFESSION, AND OCCASIONALLY MORE SERIOUS ALLEGATIONS OF DELIBERATELY COOKING THE BOOKS SURFACE. HERE'S HOW TO AVOID IT. BY LEANNE MEZRANI
Project Manager Dec Jan 2014
Project Manager Apr May 2014