In 1999 the Tasmanian Department of Premier and Cabinet, (DPAC) initiated a Project with the rather long title of Project Management Information and Resources Project (PMIRP). The Objective for the PMIRP was to improve accessibility to, and improve the quality of, information on project management tools and techniques and on available training for Tasmanian Government project participants.

Longer-term benefits from the Project were identified as:

Outputs included a new website featuring electronic copies of all resources, including:

Other outputs included:

The Project was termed a ‘Project about doing projects’ as it modelled, tested and reviewed the Tasmanian Government’s preferred project management methodology in its project management processes, as well as in the development of the outputs. It was to exemplify the application of better practice in the management of a project. This imposed extra constraints on the Project Manager and team as, not only did quality outputs have to be delivered, the Project itself, together with its outputs, had to stand alone as a model for projects within the Tasmanian State Government.

In developing the outputs, the Project relied heavily on the involvement and support of all Tasmanian Government Agency representatives. The project was typified throughout as people working collaboratively across Government to produce quality, useable and accessible resources. The goodwill and support experienced by the project team, in undertaking their project activities, was overwhelming. There was extensive whole-of-government consultation before the Project commenced and during its execution. The result has been the development and adoption of a whole-of-government approach to Project Management, as detailed in the Tasmanian Government Project Management Framework supported, by the Project Services area within the Tasmanian Department of Premier and Cabinet.

An external consultant, John Smyrk of Sigma Management Science, conducted a post project review in 2001 and again in 2003. In compiling the report, the Inter Agency Steering Committee, joint Business Owners of the Project, were surveyed. The report concluded, ‘Information about project management is much easier to obtain than it used to be. The practical value of the toolset is seen as good. The impact on projects using the toolset is seen as very good’ (July 2001).

Phase One of the PMIRP, which was the planning stage, involved the management of a large number of stakeholders in the form of project managers from all Tasmanian Government Agencies as members of the Output Working Groups. This exercise increased stakeholder expectations across Agencies and these expectations had to be managed during Phase Two of the Project, which was the production phase. This phase resulted in the early release of some outputs, such as project management forums and resources on the web site. It also resulted in a growing sense of shared ownership of the resources as opposed to being seen as DPAC imposed.

In the redevelopment of the existing resources, and identification of new ones to be developed, considerable changes were identified from consultation activities conducted in Phase One. The existing Guidelines, although fit for the purpose for which they were intended, were incomplete and focused mainly on IT projects. They had also only been available to a limited audience, mainly those projects that contracted the formal Quality Advisory and Review Service. The PMIRP worked collaboratively with project managers from all agencies to redevelop the Guidelines to become the Tasmanian Government Project Management Guidelines, which were then made publicly accessible through the Project Management website (www.projectmanagement.tas.gov.au).

The methodology as described in the Guidelines identifies 11 key elements, which must be considered in the management of projects no matter what the project size. The Guidelines are structured around these. The key elements include some relationship to PMBok, but also others identified by Tasmanian Government project participants. The core of the methodology focuses on the application of a scoping and planning model adopted from John Smyrk, Sigma Management Science. The model is termed the Input-Transform-Outcome model (ITO). It directs project planning processes that are focused on the outcomes/benefits, which the Project is aiming to achieve, and planning from this identification. The PMIRP modelled this approach. One of the results was the development of an Outcome/Benefits Realisation Plan, which was signed off by the Project Business Owners and committed, in principal, all Agencies to the utilisation of the outputs in order the achieve the stated outcomes/benefits. I will focus on this further in the chapter, as it is one way we link project management activities to organisational change management.

Existing templates were redeveloped mirroring the Guidelines redevelopment. New templates, identified from the consultation processes, were also developed. It was determined that if the Tasmanian Government Project Management Guidelines were the ‘what’ of the methodology, then they needed to be supported by products which detailed the ‘how’ of their application. This included templates that could be downloaded from the website and content added; Fact Sheets; Knowledge Base, including example documentation from Agencies; A Quick Guide to the methodology; interactive tools and games, help desk, and an opt in email list. A number of Forums were held where the draft resources were tested and project managers shared their learnings with practitioners from all agencies and also practitioners external to government.

It was deliberate policy to make all project management resources, tools and information available electronically, without restriction. It was recommended by the Project Manager, and agreed to by the Business Owners, that while the primary clients were Tasmanian Government Agencies, in the interests of fostering the Project Management Community of Practice, resources would be freely available on a public site.

A strong partnership was formed with the existing Quality Advisory and Review Service, later incorporated into the Project Services area, operating from the Unit and also the Training Consortium, which has responsibility for brokering training for Tasmanian Government Agencies.