How to achieve
success in
demanding Defence
project environments
Gary Glynn-Roe
Technical Director, Environment
& Advisory...
Overview

 Defining success of a Defence project

 The importance of understanding scope

 Defining Defence project ben...
Defining success of a Defence project

The classic definition says that “a
project is a success if it achieves all
of the ...
The importance of understanding scope

Project Management Body of
Knowledge (PMBOK) defines
product scope as “the features...
The importance of understanding scope

The problems that may arise with the ‘project scope’ are:




Incomplete scope le...
The importance of understanding scope

The protection against these problems is to clearly define the
project's scope at t...
Defining project benefits up front

„Benefits management‟ ensures
your project delivers what you want
and that the deliver...
Defining Defence project benefits up front

The main phases of „benefits
management‟:






8

Phase one: Define and d...
Defining Defence project benefits up front

Key points



„Benefits management‟ is all about ensuring that the hard work...
Managing value to improve Defence project outcomes

„Management of value‟ is about
maximising value in line with project
o...
Managing value to improve Defence project outcomes

Management of value




Provides a means to define objectives and sc...
Managing value to improve Defence project outcomes

Management of value




Enables effective consultation and engagemen...
Managing value to improve Defence project outcomes

Management of value principles
Management of value principles
represen...
Managing value to improve Defence project outcomes

Management of value process
Management of value is delivered in
Defenc...
Questions
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Gary Glynn Roe, Aurecon - How to achieve success in demanding project environments

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Gary Glynn-Roe, Technical Director, Environment & Advisory, Aurecon delivered this presentation at the inaugural Northern Australia Defence Summit. Bringing together key figures from the NT Government, senior military figures, and senior industry representatives, this conference is all about the continuing development and support of Defence in the Top End. For more information, visit http://www.admevents.com.au/northaudefence

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Gary Glynn Roe, Aurecon - How to achieve success in demanding project environments

  1. 1. How to achieve success in demanding Defence project environments Gary Glynn-Roe Technical Director, Environment & Advisory, Aurecon
  2. 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 2
  3. 3. Defining success of a Defence project 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:   3 ‘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) Techport Australia Common User Facility Australia
  4. 4. The importance of understanding scope Project Management Body of Knowledge (PMBOK) defines product scope as “the features and functions that are to be included in a product or service”   4 ‘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 Joint Project 2048: Amphibious Warfare Competencies Project Australia
  5. 5. The importance of understanding scope The problems that may arise with the ‘project scope’ are:   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.  5 Ambiguity in scope leads to confusion and unnecessary work. To avoid this, the scope needs to be clear and to the point 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.
  6. 6. 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:      6 Define the project need Identify key stakeholders Identify project drivers Develop operational concepts Identify external interfaces
  7. 7. Defining project benefits up front „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:     7   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 Hardened Network Army Facilities Australia
  8. 8. Defining Defence project benefits up front The main phases of „benefits management‟:     8 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 Defence Strategic Reform Programme Australia
  9. 9. Defining Defence project benefits up front Key points   „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.  9 Benefits are the reason any project is created and implemented. 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.
  10. 10. Managing value to improve Defence project outcomes „Management of value‟ is about maximising value in line with project objectives and key stakeholder requirements and is not simply about minimising costs. 10 Joint Project 2077 (JP 2077) Military Integrated Logistics Information System (MILIS) Australia
  11. 11. Managing value to improve Defence project outcomes Management of value   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.  11 Enables more efficient delivery by employing fewer resources and using these resources to better effect. Facilitates optimal balance between investment and long-term operating expenditure.
  12. 12. Managing value to improve Defence project outcomes Management of value   Enables effective consultation and engagement of stakeholders and end users and reconciles their differing needs.  12 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. Promotes sustainable decision making, based on adding value, by addressing both monetary and non-monetary factors.
  13. 13. Managing value to improve Defence project outcomes Management of value principles Management of value principles represent the factors most instrumental in delivering success.        13 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 Australian Super Hornet Facilities Project Australia
  14. 14. Managing value to improve Defence project outcomes Management of value process Management of value is delivered in Defence projects through seven groups of processes: 1. 2. 3. 4. 5. 6. 7. 14 Frame the programme or project Gather information Analyse information Process information Evaluate and select Develop value-improving proposals Implement and share outputs Multi-role Tanker Transport Facilities Relocation Project Australia
  15. 15. Questions
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