Improving Implementation
Organisational Change and Project
Management
Table of Contents
- Acknowledgements
- List of Contributors
- Foreword — Ian McPhee, Auditor-General for the Commonwealth of Australia
-
-
- Key factors for successful implementation
- Concluding remarks
- Section 1. Labour Migration
-
- 1. Introduction — Improving Implementation: the Challenge
Ahead
-
- References
- 2. Driving Change to Bring About Better Implementation and
Delivery
- Section 2. Governance, Ownership and Oversight
-
- 3. Managing Major Programs and Projects: A View From the
Boardroom
-
- The project scene from a Board perspective
- We have a problem
- What can be done differently?
- The Finance analogy is a good one
- IT governance includes the Board, the Business and IT
- What does it mean from a governance perspective?
- A word on the relationship between the board and IT – and IT
projects
- Concluding remarks
- References
- 4. How Boards and Senior Managers Have Governed
-
- Abstract
- How Boards and Senior Managers have governed ICT projects to
succeed (or fail)
- Success from a governance perspective
- How boards and top managers should govern projects
- HB280 & AS8016
- Initiate & Evaluate
- Support
- Direct & Monitor
- Conclusion
- References
- 5. Overcoming the ‘White Elephant’ Syndrome in Big and Iconic Projects
in the Public and Private Sectors
-
- Introduction
- Australian Infrastructure Spending and Misallocation: So What’s the
Problem?
- Obsession with ‘Big’, ‘Iconic,’ and ‘White Elephant’
Projects
- ‘White Elephant’ Projects
- Problems of ‘Big,’ ‘White Elephant’ Projects and Project
Management
- Examples of Australian ‘White Elephants’
-
- The Port Adelaide (SA) Flower farm
- Magnesium ‘Light Metals’ Project (Queensland)
- National Wine Centre, Adelaide
- Hindmarsh Soccer Stadium Redevelopment Project (South
Australia)
- The Millennium Train Project (New South Wales)
- Melbourne’s Federation Square Project
- Parallels with Overseas Experience: The Holyrood Building Project,
Scotland
- The Project Performance Paradox
- Lessons for Project Management: Let’s Not Do it!
- Some Reforms
- Conclusion
- References
- Section 3. Organisational Alignment — Organisational Change
-
- 6. Organisational Alignment: How Project Management Helps
-
- So, how do we go about doing this?
- Being more open and accountable
- Being more fair and reasonable with clients
- Having well trained and supported staff
- 7. ‘Crazy Thought or Creative Thinking’: Reform in the Real
World
-
- Introduction
- Backgrounder to the Department of Human Services
- Practical Ways to Drive Reform
-
- LLO Program
- Better Alignment to Government Objectives
-
- UHRIG
- Exerting Influence When You Cannot Simply Use Control
- Communications
- How to Use Cultural Differences Between Agencies to Speed
Reforms
- Communication and Awareness Raising
- Leadership Accountability and Support
- Performance Monitoring and Reporting
- In Conclusion
- 8. The Australian Taxation Office Change Program: Project and Change
Management Directions and Learnings, A Case Study
-
- Introduction
- Context and Drivers for Change
- The Easier Cheaper and More Personalised Change Program
- Strategic Positioning and Intent
- Program Design and Development
- Program Implementation
- Results and learnings to date.
- Project Management in the broader ATO
- Conclusion
- 9. Applying Three Frames to the Delivery of Public Value
-
- The Three Frames
-
- The Relationship Frame
- The Performance Frame
- The Alignment Frame
- Legitimacy and Support
- Organisational Capabilities
- Conclusion
- References
- 10. Building Capacity for Policy Implementation
-
- Introduction
- Declining policy capacity
- Concerns justified: delivery failures
- References
- Section 4. Better Project and Program Delivery
-
- 11. Program Management and Organisational Change: New Directions for
Implementation
-
- The Issues
- Community Expectations
- Implementation Problems
- Organisational Performance
- ‘Wicked’ Problems
- Political Will and Interest
- The Focus of this Conference
- A More Evolved Sense of Program Management
- Active Program Management
- Program Management Capabilities
- Program Management ‘take-aways’
- Conclusion
- References
- 12. What is a Project Management Culture and How do we Develop it and
Keep it Alive
-
- Abstract
- Background
- Project Management Culture
- So, what is a PM culture?
- How do we continue to grow the PM Culture?
- How do we link Project Management to Organisational Change
Management?
- Conclusion
- 13. Project Management and the Australian Bureau of Statistics: Doing
What Works
-
- Introduction
- The ABS Project Management Framework
- What have we learnt from the use of the Project Management
Framework?
- A Case Study – The Business Statistics Innovation Program
- 14. Intervention Logic/ Program Logic: Toward Good Practice
-
- Abstract
- Introduction
- The Common Core
- Intervention or Program Logic
-
- Toward Better Practice
-
- Learning v accountability
- Outcomes always happen to someone outside government
- Where logic models leave off and systems models begin
- Top down or bottom up?
- Too soon to tell …
- Conclusion
- References
- Section 5. Labour Migration
-
- 15. Implementing Gateway in the Australian Government
-
- Introduction
- The Phasing-in of Gateway
- The Implementers
- The Review Points
- The Thresholds
- The Reviews
- Gateway Reports
- The Opportunities
- References
- 16. Governments Can Deliver: Better Practice in Project and Program
Delivery
-
- Synopsis
- Genesis of the OGC Best Practice
- Establishing the Brand
- How to Measure Success
- The Other Benefits of OGC Gateway
- Why did The British Government Succeed?
-
- The Products
- Establishing Brand Criteria
- Mission Critical Projects
- Conclusions
- 17. The Gateway Review Process in Victoria
-
- Government policy rationale
- Why a Gateway Review Process?
- Characteristics of the Gateway Review Process
- Reactions to Gateway Review Processes in other
jurisdictions
-
- United Kingdom
- Practical benefits of Gateway Reviews
- Scope
- Establishing the Gateway Review Process
- Setting up – the steps
- What is
required by departments?
- Understanding the Gateway Process
- Role of Senior Responsible Owner
- Selecting Gates for Review and nominating reviewers
- Application
of Gateway Reviews
- Project
profile model
- Using the project profile model
- Procurement types
- Gateway
Reviews – The Six Gates
-
- Strategic assessment (Gate 1)
- Business case (Gate 2)
- Procurement strategy (Gate 3)
- Tender decision (Gate 4)
- Readiness for service (Gate 5)
- Benefits evaluation (Gate 6)
- Gateway
Review Reporting and Support
-
- Review Guidelines
- Reports
- Review Team Status
- Supporting
Gateway Reviews
-
- Importance of the review team
- Training reviewers
- Accreditation and skills – reviewers and team leaders
- Conclusion
- Annex: Commonly Identified practices that limit project success can
be downloaded from:
- Glossary
- 18. The Australian Government Cabinet Implementation Unit
- 19. Organising for Policy Implementation: The Emergence and Role of
Implementation Units in Policy Design and Oversight
-
- Introduction
- Evolving perspectives on implementation
- Evolving contexts, new rationales for Implementation Units
- Implementation Units and the ecology of central
capabilities
-
- Traditional cabinet secretariats
- Other standing cabinet secretariats
- Coordinating secretariats
- Policy adhocracies in departments
- Scrutiny and challenge
- Facilitation advice
- Downstream coordination
- Monitoring and evaluating performance
- The Cases: Summary of findings and key themes
- Implementation Units: What and why?
-
- Table 2 – Findings on Hypotheses re Rationale and Roles
- Functional equivalents and the seeds of destruction
- Lessons for designing Policy Implementation Units
- Conclusion: Prospects and implications
- Appendix A. Annex: A Guide for Drafting Case Study Papers
-
- References