Section 3. Organisational Alignment — Organisational Change

Table of Contents

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