gary glynn roe, aurecon - how to achieve success in demanding project environments

How to achieve

success in

demanding Defence

project environments

Gary Glynn-Roe

Technical Director, Environment

& Advisory, Aurecon

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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

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Techport Australia Common User

Facility Australia

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:

‘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)

Defining success of a Defence project

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Joint Project 2048: Amphibious Warfare

Competencies Project Australia

Project Management Body of

Knowledge (PMBOK) defines

product scope as “the features and

functions that are to be included in a

product or service”

‘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


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

Ambiguity in scope leads to confusion and unnecessary work.

To avoid this, the scope needs to be clear and to the point

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.

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.

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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:

Define the project need

Identify key stakeholders

Identify project drivers

Develop operational concepts

Identify external interfaces

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Hardened Network Army Facilities

Australia

„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:

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

Defining project benefits up front

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Defence Strategic Reform

Programme Australia

The main phases of „benefits

management‟:

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


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Key points

Benefits are the reason any project is created and implemented. „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.

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.

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Joint Project 2077 (JP 2077) Military Integrated Logistics Information System (MILIS) Australia

„Management of value‟ is about

maximising value in line with project

objectives and key stakeholder

requirements and is not simply

about minimising costs.


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Management of value

Enables more efficient delivery by employing fewer resources and using

these resources to better effect.

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.

Facilitates optimal balance between investment and long-term operating

expenditure.

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Management of value

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.

Enables effective consultation and engagement of stakeholders and end

users and reconciles their differing needs.

Promotes sustainable decision making, based on adding value, by

addressing both monetary and non-monetary factors.

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Australian Super Hornet Facilities

Project Australia

Management of value principles

Management of value principles represent the factors most instrumental in delivering success.

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


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Multi-role Tanker Transport Facilities

Relocation Project Australia

Management of value process

Management of value is delivered in

Defence projects through seven

groups of processes:

1. Frame the programme or project

2. Gather information

3. Analyse information

4. Process information

5. Evaluate and select

6. Develop value-improving proposals

7. Implement and share outputs


Questions

gary glynn roe, aurecon - how to achieve success in demanding project environments

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