Gary Glynn Roe, Aurecon - How to achieve success in demanding project environments
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Transcript of Gary Glynn Roe, Aurecon - How to achieve success in demanding project environments
How to achieve
success in
demanding Defence
project environments
Gary Glynn-Roe
Technical Director, Environment
& Advisory, Aurecon
2
Overview
Defining success of a Defence project
The importance of understanding scope
Defining Defence project benefits up front
Managing value to improve Defence project outcomes
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Techport Australia Common User
Facility Australia
The classic definition says that “a project is a success if it achieves all of the agreed project objectives”.
There are two interconnected dimensions in which Defence projects succeed or fail:
‘Project management success’
(i.e. delivering in accordance with
the agreed project objectives)
‘Product success’ (i.e. the amount
of value the project‟s deliverables
bring once the project is over)
Defining success of a Defence project
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Joint Project 2048: Amphibious Warfare
Competencies Project Australia
Project Management Body of
Knowledge (PMBOK) defines
product scope as “the features and
functions that are to be included in a
product or service”
‘Project scope’ is the work that
must be done to deliver a product
with the specified features and
functions
‘Project scope management’ is the
processes required to ensure that
the project includes all the work
required, and only the work required,
to complete the project successfully
The importance of understanding scope
5
The importance of understanding scope
The problems that may arise with the ‘project scope’ are:
Ambiguity in scope leads to confusion and unnecessary work.
To avoid this, the scope needs to be clear and to the point
Incomplete scope leads to schedule slips and hence finally cost overrun.
To avoid this, the scope needs to be complete and accurate.
Transient scope leads to what is known as „scope creep‟ which is the primary
cause of late deliveries and potentially „never ending‟ projects.
To avoid this, the scope document needs to be finalised and remain unaltered for
the duration of the project. Changes to the scope need to be made through a
formal change process.
Uncollaborative is a scope that is not collaborated which leads to
misinterpretations in requirements and design.
To avoid this, the scope document should be shared with all stakeholders.
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The importance of understanding scope
The protection against these problems is to clearly define the
project's scope at the beginning.
Once defined, validate that scope with all the key stakeholders,
getting their buy in and consensus on the scope before charging
ahead.
Some tools and techniques useful in capturing Defence project
scope are:
Define the project need
Identify key stakeholders
Identify project drivers
Develop operational concepts
Identify external interfaces
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Hardened Network Army Facilities
Australia
„Benefits management‟ ensures
your project delivers what you want
and that the deliverables give value
to the business, and the appropriate
return on investment.
The process answers the following
questions:
Why are we doing this?
What business objective will this project
help to meet?
Have we defined all of the benefits we're
expecting?
Have we justified the time and expense of
the project?
How will we measure the benefits?
Is the project still valid? Are the benefits still
relevant
Defining project benefits up front
8 8
Defence Strategic Reform
Programme Australia
The main phases of „benefits
management‟:
Phase one: Define and develop the
benefits
Phase two: Develop the benefits
plan
Phase three: Monitor the benefits
during project implementation
Phase four: Complete the project,
and review your benefits
Defining Defence project benefits up front
9
Defining Defence project benefits up front
Key points
Benefits are the reason any project is created and implemented. „Benefits management‟ is all about ensuring that the hard work and
investment that's gone into the project gives the greatest possible business return.
„Benefits management‟ forces you to stay focused on why you started the project in the first place.
Many proud, objective-orientated managers have a list of goals that are, on closer inspection, technology driven, and not business driven. They are headed for a 'successful' project whose results will never be used.
Keep in mind that the aim of a project is 'results delivery' not, as is often the case, 'construction activity'. This means thinking about the products the project is in business to deliver.
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Joint Project 2077 (JP 2077) Military Integrated Logistics Information System (MILIS) Australia
„Management of value‟ is about
maximising value in line with project
objectives and key stakeholder
requirements and is not simply
about minimising costs.
Managing value to improve Defence project outcomes
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Managing value to improve Defence project outcomes
Management of value
Enables more efficient delivery by employing fewer resources and using
these resources to better effect.
Provides a means to define objectives and scope clearly, in terms of the
organisation‟s and end users‟ short and long-term needs.
Supports decision-making based upon maximising value for money.
Encourages innovation that is aligned to the organisation‟s goals.
Facilitates optimal balance between investment and long-term operating
expenditure.
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Managing value to improve Defence project outcomes
Management of value
Provides a means of measuring and auditing value, taking account of
monetary and non-monetary benefits and achieving optimal balance
between them, thus demonstrating that optimum value has been
achieved.
Enables effective consultation and engagement of stakeholders and end
users and reconciles their differing needs.
Promotes sustainable decision making, based on adding value, by
addressing both monetary and non-monetary factors.
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Australian Super Hornet Facilities
Project Australia
Management of value principles
Management of value principles represent the factors most instrumental in delivering success.
Align with organisational objectives
Focus on functions and required
outcomes
Balance the variables to maximise
value
Apply throughout the investment
decision
Tailor to suit the subject
Learn from experience and improve
Assign clear roles and
responsibilities and build a
supportive culture
Managing value to improve Defence project outcomes
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Multi-role Tanker Transport Facilities
Relocation Project Australia
Management of value process
Management of value is delivered in
Defence projects through seven
groups of processes:
1. Frame the programme or project
2. Gather information
3. Analyse information
4. Process information
5. Evaluate and select
6. Develop value-improving proposals
7. Implement and share outputs
Managing value to improve Defence project outcomes
Questions