Streams in this Conference
- Key Note;
- Contract Management;
- Project Management Office;
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- HRM;
- Risk Management;
- Tools & Techniques;
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- Case Studies
- Stakeholder Management;
- IT;
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Key Note:
KN1
Dr David Dombkins
Next Generation Project Management
AIPM National Conference, Perth, 10-12th October, 2004
Next generation project management (NGPM) opens up an exciting future for project management. It moves project management from a Newtonian view of the world with its focus on facts and certainty, to a post modern view with a focus on strategy, change, multiple views and governance. NGPM not only delivers organisations a capability to project manage highly complex projects in pluralist environments, but just as importantly, it delivers a strategic capability to organisations and governments in the management of their ongoing businesses.
Stream : Contract Management
CM1
Peter Exner
Application of Quantum Meruit to Construction Projects
AIPM National Conference, Perth, 10-12th October, 2004
In the current extremely dynamic and competitive construction environment, it is common for contracting parties to end up in a situation where there is a need to make claims for reimbursement of costs. The premise for the claims is that costs cannot be recovered adequately under the current contract, for one reason or another. This claim occurrence has lead to the development of claim mechanisms, with quantum meruit claims being of particular note.
CM2
Graham Anstee-Brook
Analysing the Tender Process
AIPM National Conference, Perth, 10-12th October, 2004
The paper outlines the traditional analysis of the tender process being an offer capable of acceptance which created no obligations for the parties. This traditional approach has evolved through court decisions with the highwater mark being the decision in Hughes Aircraft Systems International v. Air Services Australia (1997) 146 ALR 1. Although the Hughes decision related specifically to a Government agency the paper deals with the concept of a process contract which creates pre-award obligations for the parties.
CM3
Brad Cowen
Competitive Alliances - A Client Perspective
AIPM National Conference, Perth, 10-12th October, 2004
Many will be aware that the Alliance concept was first significantly used in Australia (in terms of broader industry recognition) in the Western Australian oil and gas sector, with two notably successful Alliances being the East Spar development and the Wandoo Platform. Of relevance to a particular theme of this paper, it is noted that the Alliance concept was introduced through the private sector. This contrasts with the introduction of partnering, which is usually attributed in origin to the US Army Corps of Engineers; and was widely promoted in its initial introduction to Australia by the Queensland Main Roads Department (who have more recently also been a significant user of Alliance formats). his paper explores the reasons for the development of both the ‘Project Alliance’ and ‘Competitive TOC Alliance’ models by the authors.
CM4
Brad Cowen
Understanding and Applying Guaranteed Maximum Price Contracts in WA
AIPM National Conference, Perth, 10-12th October, 2004
The aim of this paper is to develop an understanding of Guaranteed Maximum Price and review awareness and its application to building procurement in Perth, Western Australia. The objectives were to determine the definition of Guaranteed Maximum Price (GMP), establish the relevance of GMP to the building industry in Perth and ascertain advantages and disadvantages of GMP.
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Stream : Project Managed Organisation
PM1
Phil Cantillon
Reorganisation of the Programming and Delivery Branch
AIPM National Conference, Perth, 10-12th October, 2004
The Programming and Delivery Branch of the Tasmanian Department of Infrastructure Energy and Resources (DIER) manages and implements work programs across the State’s road network worth $80-100 million p.a. This paper describes the need for change, the change process itself, achievements to date and the next steps in continuing to build the Branch to successfully deliver its project management and related functions into the future.
PM2
Richard Gaunt
Project Management: the foundation block in achieving Strategic Change - The Ergon Energy Journey.
AIPM National Conference, Perth, 10-12th October, 2004
This paper considers the approaches, tools, successes and lessons that we have experienced in this journey, and how project management will remain the cornerstone of meeting ourchallenges as the company moves forward to its vision of becoming a “world-class, customer-driven, energy business”.
PM3
Murray Gough
The Corporate Improvement Project (CIP) for Project Management
AIPM National Conference, Perth, 10-12th October, 2004
This paper is written on behalf of many Executive Managers who want better and reliable results from their projects, but are frustrated by the cut and thrust of meeting deadlines and reporting to Boards of Directors. In particular, this paper focuses on the design and delivery of a program that will result in a Corporate Improvement Project (CIP) by developing a Project Management Methodology Matrix that underpins all effort associated with the planning and delivery of projects.
PM4
David Dombkins
Process Governance
AIPM National Conference, Perth, 10-12th October, 2004
Process Governance is a new concept that provides a mechanism for projects to deliver emergent strategies which include programs and portfolios. Process governance creates synergy by bringing together Process and Governance and is a central process in driving Next Generation Project Management (NGPM).
PM5
Mark Ryan
Recipe for Success? A Comparison of Two Ways to Cook Better Projects to Suit your Taste
AIPM National Conference, Perth, 10-12th October, 2004
Project Offices come in a variety of different recipes, all designed to cook better projects. While the drivers may be similar, ASIC and the UOM have chosen two that are at opposite ends of the spectrum. ASIC formed a team of ten staff and took line responsibility for projects. The project methodology, APM was developed based on Prince2. UOM formed a Project office of one staff member but responsibilities for managing projects and associated budgets remained where they were. The methodology developed, called ProFocus, was based on a simplified Thomsett approach. Which approach provides the best recipe for success?
PM6
Kathleen Kuryl
Project Management Piece by Piece (The Tasmanian Government Approach)
AIPM National Conference, Perth, 10-12th October, 2004
In 2001 a business unit was established that performs selected functions of a Project Office. This small group of experienced Project Managers maintain and continuously improve the Tasmanian Government Project Management Guidelines, document templates and a vast array of other related and complementary resources in collaboration with practising project managers. While the project management maturity of the Tasmanian Government State Service has increased over this period, there is still a long way to go.
PM 7
Joyce Adu, Marion Hayes
Towards portfolio management in Centrelink
AIPM National Conference, Perth, 10-12th October, 2004
Centrelink is currently embarking on the Portfolio Management approach to enable the effective allocation of priorities to deliver on its strategic goals through projects. Portfolio management is enabling a clear and full picture of the organisation’s projects to achieve its strategic goals with a clear indication of the value each project provides. This paper discusses Centrelink’s approach to the implementation of Portfolio Management.
PM8
Colin McCall-Peat
Establishing a Project Office: Case Study
AIPM National Conference, Perth, 10-12th October, 2004
This case study relates the experience of establishing a Project Office at the overall organisational level and subsequent Project Support Offices at the business unit level. The key lessons learnt can be applied by other organisations to shorten the learning curve and avoid some of the pitfalls encountered.
Stream: Case Studies
CS1
Colin McCall-Peat
Case Study Rescuing a Troubled Project
AIPM National Conference, Perth, 10-12th October, 2004
This case study outlines a troubled project and the issues faced by the project. The case study attendees are asked to analyse the project information provided and to recommend courses of action to bring the project back on track. Attendees are also asked to suggest actions that could be taken on future similar projects to mitigate encountering similar problems. The key lessons learnt can be applied by other organisations to avoid common pitfalls which result in projects going off track, as well as knowing the tell-tale signs of troubled projects and actions to take to bring them back on track. This is an interactive session, which utilises group discussion to facilitate the adult learning experience.
CS2
Mike Brennan
Project Management in Woodside - Past, Present and Future
AIPM National Conference, Perth, 10-12th October, 2004
Woodside Petroleum Ltd. has grown to be Australia’s largest publicly listed oil and gas exploration and production company. OPREP (Opportunity and Project Realisation Process) process was developed based on lessons learned and benchmarking of like companies which consistently produce outstanding project outcomes. OPREP has been applied to new projects since 1999 and so far the results are very encouraging with a major improvement in key project outcomes.
CS3
Debbie Dow
Are We Losing Control of Project Controls?
AIPM National Conference, Perth, 10-12th October, 2004
This paper addresses the question - have we improved our project management and controls over the years? This leads to the current Oil & Gas industry perspective – where have we come from and where are we now? Includes topics such as benchmarking, technological advancement, contracting trends and experience availability. The paper also outlines how Woodside Energy Ltd is ensuring that Project Controls remains a value-adding component of project teams.
CS4
Noel Caro
The Merits of Applying Project Management in a Wireless Environment
AIPM National Conference, Perth, 10-12th October, 2004
In this paper, the symptoms of ineffective project management of a mobile phone fleet’s life cycle are exposed. This is then followed by drawing attention to some key identifying signs of effective project management of this innovative and increasingly sophisticated technology, in a medium to large organisation.
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Stream : Human Resource Management
HR1
Cooper Lee
The Project Samurai
AIPM National Conference, Perth, 10-12th October, 2004
Powerpoint presentation used to illustrate how martial arts can help focus, planning committment, and energy in projects.
HR2
Noel Caro
Stress Management Key Issues and Strategies
AIPM National Conference, Perth, 10-12th October, 2004
In this paper, we will take a look at the nature and initiators of stress and then explore strategies which may be applied to enable us to deal with these causes of stress. Without the application of appropriate plans and tactics to deal with stress, our ability and reputation to successfully manage projects may be severely compromised.
HR3
Chitra Singh
Recognising the approaching demon Stress before it attacks our health
AIPM National Conference, Perth, 10-12th October, 2004
In a study conducted by the author, it was found that project managers were aware of only a limited number of the symptoms of stress. This paper addresses the understanding of the constructive and the destructive stress as well as the identification of early symptoms of stress condition for use in stress management by individuals as well as project teams and the organisations.
HR4
Peter Exner
The application of EBAs on Multi-Tiered Construction Project: After the Royal Commission into the Building and Construction Industries
AIPM National Conference, Perth, 10-12th October, 2004
The paper focuses on the difficulties of the current industrial and legislative climate and the remedies that are now available to construction project staff, with regard to the implementation of EBA’s. The research in this paper, for the major component, will concentrate on the knowledge gained through interviews with key people in the construction industry.
Stream : Risk Management
RM1
Gavin Halling
Risk Management in a Project and Business Context - Practical Solutions to Developing Culture and Improving Performance
AIPM National Conference, Perth, 10-12th October, 2004
This paper addresses the difficulties encountered by many organisations in undertaking risk management for the organisation from executive to project level. Founded on the author's practical experience, the paper also addresses some practical issues in meeting the requirements of the AS/NZS 4360:1999, and describes how two toolsets were developed to support the goal of an integrated solution to both business and project risk management.
RM2
David Hodes
Taming Uncertainty in the Multi Project Environment: The Critical Chain Difference
AIPM National Conference, Perth, 10-12th October, 2004
Two major issues surrounding the management of multiple projects are resource planning and management of uncertainty. Traditional methods may be able to deal with the issue of resource planning, but provide no simple answer to the management of uncertainty in execution. This paper will explain the meaning of: the Critical Chain, buffer management, the pacing resource, the Critical Ratio and how they all fit together to provide a simple, elegant and common sense solution to managing complexity.
RM3
Collette Siobhan Burke
Life Cycle Based Risk Management Approach
AIPM National Conference, Perth, 10-12th October, 2004
Risk treatment and management theory has been around many years and well developed in the construction industry. Risk models, methods and processes have been established for use in all types of construction. If this is the case, to what extent is risk treatment still undertaken in an ad-hoc manner rather than in a systematic or formal way? In a recent study carried out on a range of construction companies in Australia, it was found that although theory and methods surrounding risk are quite advanced, the current practices do not show evidence to support their use [1]. This paper concentrates on case study investigations and the results of the construction industry survey, including the current risk treatment methods and response to risk within the construction industry. Drawn from the conclusions of the case study and survey investigations, discussion evolves on how processes can be improved for more effective risk management strategies to maximise success in this dynamic and competitive construction environment.
RM4
Richard Finlay-Jones
An Assessment of Risks for Wind Energy Projects in Australia
AIPM National Conference, Perth, 10-12th October, 2004
This paper examines a number of the critical risks associated with the development of wind energy projects in Australia. In Australia, the Mandatory Renewable Energy targets aligned with state legislation to reduce greenhouse gas emission and encourage renewable energy generation is not yet considered secure by the industry. In addition the key risks which are of most concern to local project development include commercial, environmental and social risks, some of which may involve risks sufficiently substantial to cease project development.
RM5
David Baccarini
Project Risk Management in Australia - Lessons Learnt (Refereed Paper)
AIPM National Conference, Perth, 10-12th October, 2004
Risk management is a key component of project management and there has been a notable increase of its application over the past decade or so. This paper uses action research to analyse the author’s experience as an academic and consultant in applying the risk management process to projects. Key conclusions are that the project and organisational context must be understood and articulated; that a mixture of structure and flexibility is required in the application of project risk management; and that the project risk management is now matured to a point that consideration needs to be given to project opportunity management.
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Stream : Tools & Techniques
TT1
Neville Hassen
Interpersonal Communications - the new frontier for successful project management utilising Web Cam , Net Meeting and Camera Phone technology
AIPM National Conference, Perth, 10-12th October, 2004
Current internet and telecommunications technology has made readily available Virtual Face-to-Face (VFTF) discussions and Virtual Being There (VBT) direct visual examination of project problems and issues, but most projects have yet to take advantage of these effective and readily available tools to significantly improve interpersonal communications effectiveness and efficiency.
TT2
Stephen Keys
Project Portfolio Management - a Process not a Product
AIPM National Conference, Perth, 10-12th October, 2004
Project portfolio management is a process, not a product; a verb, not a noun. However, use of technology to deliver effective project portfolio management is a challenge we must all face to ensure long-term success. This paper presents an overview of how to maximise benefits from implementing relevant technology to support effective project portfolio management. It will present an overview of the change management process necessary support this implementation. It will also include an implementation roadmap, provide advice on potential pitfalls and common risks, as well as describe critical success factors necessary to maximise return on investment.
TT3
Sam Chidiac
Project Time Management: High Level Logistics Rather Than Scheduling
AIPM National Conference, Perth, 10-12th October, 2004
Logistics is becoming a key discipline greatly influencing the landscape of today’s competitive marketplace. What we know as Time Management in project management community is, in reality, a very sophisticated, multi-dimensional exercise in logistics. Time management in the world of projects is about strategic goals, explicit objectives, delivery strategy and legal obligations as well as mapping out a logical sequence of events. The dynamic between strategy and implementation brings time management into the realm of higher-order logistics. This paper will address key issues for effective time management.
TT4
Ivan Kenna
Why do we say "Estimate" when we mean "Exact"?
AIPM National Conference, Perth, 10-12th October, 2004
Often estimates are put together before we know who is going to do the work so the skills of the person doing the work are not taken into consideration. Often, even after the work is assigned, estimates are not revised to take the skill level into consideration. This assumes we all have the same skills. A false assumption which often leads to project overruns. (2 page paper).
TT5
David Hodes
Using a Constraint-Based Approach to Strategy Formation and Portfolio Selection
AIPM National Conference, Perth, 10-12th October, 2004
In this paper, a logical thinking process for the identification of system root causes and how this can be used for strategy development will be presented. The process will show how the existence of a scarce resource affects the prioritisation of strategic projects in the organisational pipeline and will challenge conventional project evaluation methods such as IRR and NPV.
Stream: Stakeholder Management
SM1
Roslan Nordin
Surfacing and Managing the Mind of Information Systems Project Stakeholders Using SAST Process and WYSIWYG Technology Concept
AIPM National Conference, Perth, 10-12th October, 2004
Unlike projects which are physically obvious (eg construction), information systems projects are substantially abstract in nature, both in term of its requirement, its solutions, and deliverables.This paper presents the application of Strategic Assumptions Surfacing and Testing (SAST) process for stakeholders and peopleware analysis in an information systems implementation project. The soft systems approach of managing information systems project is expected to significantly increase the success rate of meeting stakeholders’ expectation.
SM2
David Baccarini
The Concept of Project Success - What 150 Australian Project Managers think
AIPM National Conference, Perth, 10-12th October, 2004
This paper provides a significant contribution to the knowledge of project success by providing empirical data on the subject, by means of a survey of 150 Australian project managers on the subject of project success criteria. An analysis of the data found two distinct views: those that perceived project success solely in terms of the traditional project objectives of time, cost and quality; and those that considered success in terms of these objectives and the effectiveness of the project’s product. The traditional project management success criteria of time, cost and quality still has a strong hold within the project management community in Australia. However, the most important success criterion was considered to be the product success criterion of meeting the owner’s needs.
SM3
Robert Cameron
Project Management Development in Malaysia: A Case Study (Refereed Paper)
AIPM National Conference, Perth, 10-12th October, 2004
Based on a local Malaysian case study of an infrastructure project over RM100 million, this study reviews how two local construction companies, who had joined to form a joint venture, utilized and carried out some of the project management tools, techniques and procedures in order to fulfil the objectives of the Project.
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Stream : Information Technology Management (see also SM1)
IT1
Peter Davis
The Reasons Why Organisations Outsource Information Technology Systems
AIPM National Conference, Perth, 10-12th October, 2004
Detailed research concludes that organisations contemplate IT outsourcing for essentially thirteen reasons that fall within five categories - ie financial, business, technical, political and environmental reasons. The research conducted concludes that: outsourcing of IT systems is widespread, senior management are typically involved in outsourcing decision making processes; functions that are repetitive, operational in nature or of less strategic importance, tend to be outsourced; five of the top six reasons nominated by the respondents fall within the context of business and technical reasons.
2004 CONFERENCE PAPERS NOT AVAILABLE:
- Yvonne Butler - Working Together to Build Project Management Competencies
- David Hudson - Enterprise Project Management: A Practical Model
- Collette Siobhan Burke - Risk Response and Control: The Forgotten Steps
- Lee Jones - Size Matters: Creating Size Flexible Project Management Frameworks
- Collette Siobhan Burke - Knowledge Management: Improving Corporate Memory
- Bernard Wong - Dealing with Project Management Success through the use of the Microsoft Solutions Framework
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