Improving implementation: organisational change and project management

Acknowledgements......Page 9
List of Contributors......Page 11
Key factors for successful implementation......Page 13
Effective Governance......Page 14
Policy development and implementation are not separate......Page 15
Engagement with other organisations......Page 16
Concluding remarks......Page 17
Section I. Setting the Scene......Page 21
1. Introduction — Improving Implementation: the Challenge Ahead......Page 23
References......Page 28
2. Driving Change to Bring About Better Implementation and Delivery......Page 31
Section II. Governance, Ownership and Oversight......Page 41
3. Managing Major Programs and Projects: A View From the Boardroom......Page 43
What can be done differently?......Page 44
The Finance analogy is a good one......Page 47
What does it mean from a governance perspective?......Page 48
A word on the relationship between the board and IT – and IT projects......Page 51
Concluding remarks......Page 52
References......Page 53
How Boards and Senior Managers have governed ICT projects to succeed (or fail)......Page 55
Success from a governance perspective......Page 56
How boards and top managers should govern projects......Page 58
HB280 & AS8016......Page 0
Support......Page 60
Direct & Monitor......Page 61
Conclusion......Page 62
References......Page 63
Introduction......Page 67
Australian Infrastructure Spending and Misallocation: So What’s the Problem?......Page 68
Obsession with ‘Big’, ‘Iconic,’ and ‘White Elephant’ Projects......Page 69
‘White Elephant’ Projects......Page 70
The Port Adelaide (SA) Flower farm......Page 71
National Wine Centre, Adelaide......Page 73
Hindmarsh Soccer Stadium Redevelopment Project (South Australia)......Page 74
The Millennium Train Project (New South Wales)......Page 76
Melbourne’s Federation Square Project......Page 77
Parallels with Overseas Experience: The Holyrood Building Project, Scotland......Page 78
The Project Performance Paradox......Page 80
Lessons for Project Management: Let’s Not Do it!......Page 81
Some Reforms......Page 82
Conclusion......Page 84
References......Page 85
Section III. Organisational Alignment — Organisational Change......Page 89
6. Organisational Alignment: How Project Management Helps......Page 91
So, how do we go about doing this?......Page 92
Being more fair and reasonable with clients......Page 93
Having well trained and supported staff......Page 95
Backgrounder to the Department of Human Services......Page 99
LLO Program......Page 101
UHRIG......Page 102
Exerting Influence When You Cannot Simply Use Control......Page 103
Communications......Page 106
How to Use Cultural Differences Between Agencies to Speed Reforms......Page 107
Performance Monitoring and Reporting......Page 109
In Conclusion......Page 110
Introduction......Page 111
Context and Drivers for Change......Page 112
The Easier Cheaper and More Personalised Change Program......Page 114
Strategic Positioning and Intent......Page 115
Program Design and Development......Page 117
Program Implementation......Page 119
Results and learnings to date.......Page 121
Project Management in the broader ATO......Page 122
Conclusion......Page 124
BookmarkTitle:......Page 127
The Three Frames......Page 128
The Alignment Frame......Page 129
Legitimacy and Support......Page 130
Organisational Capabilities......Page 131
References......Page 132
Declining policy capacity......Page 133
Concerns justified: delivery failures......Page 135
References......Page 139
Section IV. Better Project and Program Delivery......Page 141
Community Expectations......Page 143
‘Wicked’ Problems......Page 144
Political Will and Interest......Page 145
A More Evolved Sense of Program Management......Page 146
Active Program Management......Page 148
Program Management Capabilities......Page 149
References......Page 151
Background......Page 153
Project Management Culture......Page 156
So, what is a PM culture?......Page 158
How do we continue to grow the PM Culture?......Page 160
How do we link Project Management to Organisational Change Management?......Page 163
Conclusion......Page 165
The ABS Project Management Framework......Page 167
What have we learnt from the use of the Project Management Framework?......Page 171
A Case Study – The Business Statistics Innovation Program......Page 172
Introduction......Page 177
The Common Core......Page 178
Intervention or Program Logic......Page 183
Target outcomes (intermediate and final) versus ‘actuals’......Page 185
Learning v accountability......Page 187
Outcomes always happen to someone outside government......Page 189
Where logic models leave off and systems models begin......Page 190
Too soon to tell …......Page 192
Conclusion......Page 193
References......Page 194
Section V. Implementation Review......Page 197
Introduction......Page 199
The Implementers......Page 200
The Review Points......Page 201
The Thresholds......Page 202
The Reviews......Page 203
Gateway Reports......Page 205
References......Page 206
Genesis of the OGC Best Practice......Page 209
How to Measure Success......Page 210
Why did The British Government Succeed?......Page 211
The Products......Page 212
Establishing Brand Criteria......Page 213
Mission Critical Projects......Page 215
Conclusions......Page 217
Why a Gateway Review Process?......Page 219
Reactions to Gateway Review Processes in other jurisdictions......Page 220
Practical benefits of Gateway Reviews......Page 221
Scope......Page 222
Establishing the Gateway Review Process......Page 223
What is required by departments?......Page 224
Selecting Gates for Review and nominating reviewers......Page 225
Using the project profile model......Page 226
Procurement types......Page 227
Strategic assessment (Gate 1)......Page 228
Procurement strategy (Gate 3)......Page 229
Tender decision (Gate 4)......Page 230
Readiness for service (Gate 5)......Page 231
Reports......Page 232
Training reviewers......Page 233
Accreditation and skills – reviewers and team leaders......Page 234
Glossary......Page 236
18. The Australian Government Cabinet Implementation Unit......Page 239
Introduction......Page 249
Evolving perspectives on implementation......Page 251
Evolving contexts, new rationales for Implementation Units......Page 253
Coordinating secretariats......Page 255
Facilitation advice......Page 256
Monitoring and evaluating performance......Page 257
The Cases: Summary of findings and key themes......Page 258
Table 1 – Highlights from Case Studies......Page 260
Implementation Units: What and why?......Page 266
Table 2 – Findings on Hypotheses re Rationale and Roles......Page 267
Functional equivalents and the seeds of destruction......Page 270
Lessons for designing Policy Implementation Units......Page 271
Conclusion: Prospects and implications......Page 272
Appendix A: Annex: A Guide for Drafting Case Study Papers......Page 277
References......Page 278