Table of Contents
Corporate policies, the literature and any number of very capable consultants provide frameworks to successfully tackle project and change management.
Nobody doubts the increasing significance of project management in a world where change and flexibility at speed have become a part of life, and an expectation on all organisations. So if the literature and experience are to be believed, why is it so hard to succeed?
This chapter uses the sometimes successful, sometimes painful, but never dull experience of the Tax Office as a case study.
In particular, it tells the story of lessons from the introduction of major tax reform, and how we have drawn on that experience in the current fairly ambitious enterprise-wide Change Program.
It also briefly covers how our organisational learning is continuing, as we attempt to build a practical and flexible approach to project and change management as an ongoing capability for the Tax Office. This is increasingly important to manage a growing portfolio of program and project activities.