Australian Institute of Project Management AIPM Message from the president of the PMAA AIPM
PROJECT MANAGEMENT ACHIEVEMENT AWARDS elcome to the third Commemorative Book for Project Management Achievement Awards (PMAA), Wrecognising and honouring excellence in project Australian Institute of management. It gives me great pleasure to provide the Project Management foreword for this publication. Level 9 The awards give national recognition to project 139 Macquarie Street managers and project teams that deliver excellence, and in so doing recognises the consistency of project Sydney NSW 2000 management skills applied within the delivery Phone: (02) 9252 7277 organisation. Increasingly we note that professionalism Fax: (02) 9252 7077 is a facet of the whole organisational infrastructure, with Email: [email protected] management teams focused on client expectations, the www.aipm.com.au outcome, and the importance of the quality, environmental, and social parameters of each project delivery. This Banksia Media Group Pty Limited was particularly true of 2002 award participants, with reference in Suite 2, many submissions that the nominated project was simply an 776 Pacific Highway example of how each organisation conducts itself in a ‘project- Gordon NSW 2072 centric’ or ‘project-managed’ manner. Phone: (02) 9498 2222 The Australian Institute of Project Management is very pleased to see the remarkable growth in interest in these awards since Fax: (02) 9498 2666 inaugural ceremonies in 2000. Submissions have doubled, and the Email: [email protected] quality of projects achievement displayed is outstanding. On behalf of all members of the AIPM, I congratulate the State and Territory finalists, and acknowledge the valuable contribution and support © This publication is copyright, no part of it provided by sponsors at State/Territory and National level. In may be reproduced, stored in a retrieval particular I congratulate the National winner, the Water Corporation system or transmitted in any form or by any of Western Australia, and the several organisations identified in means, including electronic, mechanical, runner-up and special commendation categories. photocopying, recording or otherwise without With the rapid growth of the project management profession, the need for recognition of excellence in project delivery is escalating at the permission of The Australian Institute of the same pace. There is ample evidence that project management Project Management or the publisher. disciplines have been embraced organisationally, and both the public and private sectors now want to have their projects on record Disclaimer. Readers are advised that The as value adding to clients, stakeholders and the community at Australian Institute of Project Management or large. AIPM links these awards to recognition of Project Managed the publisher cannot be held responsible for Organisations, and to accredited benchmarking as an avenue to the accuracy of statements made in growth and maturity in project delivery. advertising and editorial, nor the quality of I commend this Commemorative Book to you. It is evidence of the goods or services advertised. Opinions significant project success in Australia, achieved through expressed throughout this publication are the consistency of application skills, at levels of excellence that contributors own and do not necessarily continue to climb. I trust it is an incentive for you to promote and measure maturity of delivery in your own organisation, and to plan reflect the views or policy of The Australian for participation in the 2003 Awards. Institute of Project Management nor the publisher. While every reasonable effort has been taken to ensure the accuracy of the information contained in this publication, the publisher takes no responsibility for those Colin Dobie relying on the information. The publisher disclaims all responsibility for all loss and damage suffered by readers or third parties in connection with the information contained President in this publication.
EXCELLENCE IN PROJECT MANAGEMENT 2002 1 AIPM Promoting and progressing the profession of project management
he Australian Institute of Project Management is the peak body • Improve the professionalism, skills and knowledge of project representing and promoting the profession of project managers Tmanagement in Australia and in the Asia-Pacific region. It is the To facilitate these goals, the AIPM provides a number of services for only national project management institute in Australia with Chapters members including: in each state and territory. • The Registered Project Manger (RegPM) certification program The AIPM has played a pivotal role over the past 25 years • Interest Groups – a public conferencing facility on our website for progressing the profession of project management. The Project industry-specific discussions between members to facilitate the Management Achievement Awards are an excellent forum for sharing of information, ideas and experiences. continuing this role by recognizing excellence in project • Chapters in each state and territory conduct monthly functions for management. continuing professional development and networking Over the past three years the AIPM has seen its membership grow opportunities. by more than 10 per cent each year. The Institute now has in excess • Information Resource Centre (IRC) managed by a full-time IRC of 4,000 members from a diverse range of industries, including IT, Manager with access to all Australian and international infrastructure and transport, environment, building and construction, publications, articles, case studies and conference papers on telecommunications, banking and finance, local government and project management. utilities. • Quarterly journal The Australian Project Manager Our goals are to: • Annual conference • Increase the awareness of project management as a profession • Affiliations with other international project management institutes. • Progress the globalisation of project management • Networking opportunities at Corporate Breakfast Forums • Recognise excellence in project management specifically for AIPM corporate ‘members’ to share their • Promote continuing professional development for project managers experiences and to learn from each other. • Promote competency-based certification of project managers • A dynamic, interactive website at www.aipm.com.au
The 2002 Project Management Achievement Awards. Another project we’re proud to be a part of.
As one of Australia’s leading project managers in electrical infrastructure, Enerserve is proud to be a NSW Silver Sponsor. Enerserve is the electrical engineering and contracting business of EnergyAustralia, providing construction, commissioning, consulting and maintenance services to a diverse range of industries. Using the expertise we have gained in developing and maintaining one of the largest electricity distribution networks in Australia, Enerserve is dedicated to providing excellence to all of our clients’ projects. To discover how we can play an invaluable part in your next project, please call us on 1800 804 678, email [email protected] or visit us at www.enerserve.com.au
2 EXCELLENCE IN PROJECT MANAGEMENT 2002 AIPM CONTENTS
Introduction
Message from the President of the AIPM 1 Promoting and Progressing the Profession of Project Management 2 Project Management Achievement Awards (PMAA) 4 Awards Sponsors 6 National Judges 8 State Judges 9 PMAA 2002 Summary of Awards 10
National awards
National Winner: Water Corporation – WA 12 National High Commendations: Hydro Tasmania 26 TCS Management and the Department of Natural Resources and Environment 27
Chapter awards
Australian Capital Territory 14 New South Wales 18 Northern Territory 20 Queensland 22 Cover South Australia 24 Tasmania 26
GHD specialists in project Victoria 27 management, engineering Western Australia 28 and the environment won an accolade for their integration of Volvo and Mack truck factories in sWacol, 2003 awards Southern Queensland. Features of the $15 millon refurbishment are state-of- 2003 sponsorship details 30 the-art paint booths, with 2003 sponsorship application form 31 these towering exhaust fan Nomination details for 2003 awards 32 stacks, and expanded assembly facilities. Acknowledgements 32
EXCELLENCE IN PROJECT MANAGEMENT 2002 3 NATIONAL Project Management Achievement Awards (PMAA)
he 2002 Project Management Achievement competitive market place. Indirectly, all project Awards followed on from successful managers benefit from the winners’ Tprograms in 2000 and 2001. The National achievements – by further raising the awareness winner and all the state and territory winners of the profession of project management. and High Commendations are featured in this Commemorative Book. Eligibility The national winner for 2002 was announced at Projects with an Australian affiliation, of all a gala awards ceremony held at the Royal Pines types and sizes, from anywhere in the world are Resort on the Gold Coast on 14 October 2002. encouraged to participate. A project does not Water Corporation (WA) was presented with have to be a multi-million dollar or large the Project of the Year award with the project to be successful. Projects which have Commonwealth Bank of Australia awarded effectively applied project management “Runner-Up” (this has not been awarded in principles, are recent and essentially completed previous years) for the CBA/Colonial Retail Bank are eligible for entry. Projects that are Integration. Two High Commendations were completed ass part of a larger project that is not awarded this year, further evidence of the high completed at the time of nomination and which caliber of projects submitted. Hyrdro Tasmania has been accepted by the customer prior to for the Woolnorth Wind Farm, Stage 1 and TCS nomination are also eligible. Management and the Department of Natural Although the project itself can be located Resources and Environment (NRE) the Victorian anywhere in the world and may involve the Project of the Year Award. Congratulations to public or private sector, the project manager all. and/or project team directly responsible for the Congratulations are extended to the state and project must be based within the Chapter where territory winners and to all entrants in this the project is submitted. year’s award program. The number of entrants Projects which do not have a particular has doubled since the inaugural national awards connection with a Chapter may be entered into program in 2000 and we expect competition to the ‘at large’ competition. Projects which have a increase in 2003. connection with multiple Chapters may also be Submissions in 2002 were varied and included entered directly to the ‘at large’ competition. environmental projects, infrastructure projects, Submissions must be received by the Chapter IT, business projects, telecommunications, PMAA Project Manager by 4:00pm on 1 July construction and education. This attests to the 2003. transferability of project management principles Only one winner is awarded with the overall and skills – in no other profession do you have Project of the Year award, however judges may inter-industry competition with IT project award one or more High Commendations, or mangers for example, pitting their skills against other special recognition awards. Winners of project managers from an infrastructure project each of the state and territory awards programs or environmental project. This adds an exciting and any ‘at-large’ submissions will be entered in dimension for judges and sets the PMAA awards the national program with the national Project program apart from other industry awards. of the Year award winner to be announced at a There is no doubt that Australia produces gala ceremony to be held in conjunction with world-class project mangers. The awards the national conference in October 2003 (venue program recognises their achievements which to be advised). contribute to the overall development of project Please contact your Chapter PMAA Project management in our region. To receive Manager (details on page 32 of this Book), the recognition in the form of an award from the AIPM National Office or the AIPM website peak body for project management significantly www.aipm.com.au for a copy of the submission enhances the position of the winner within a guidelines and conditions of entry.
4 EXCELLENCE IN PROJECT MANAGEMENT 2002 AWARDS
Mike Taylor, Water Corporation, Winner 2002 Project of the Year award.
From left: Dean Haley, Roger Gill, Michael Gilmore, Mike Taylor receiving winners certificate from Leigh Andrew Pattle and Tony Field. Cunningham, Executive Director, AIPM.
Lt Col Darren Naumann (national judge), Darryl Gomersall (QLD Chapter President) and Dr Francis Guests enjoying the gala evening at Royal Pines resort, Hartman. Gold Coast.
Colin Dobie, National President.
EXCELLENCE IN PROJECT MANAGEMENT 2002 5 SPONSORS Award sponsors 2002
ACT Enerserve, A business of Steensen Varming Gold EnergyAustralia Procurement Solutions Contact: Dan J MacKenzie ACT Procurement Solutions is a Branch of ACT Phone: 02 9967 2200 Treasury. Our role is to provide capital asset Contact: Tony Boakes Fax: 02 9967 2992 purchasing and risk management services to Phone: 1800 804 678 Eemail: [email protected] Government agencies and develop and imple- Email: [email protected] ment the Government's procurement policy. Offices in Sydney, Melbourne & Brisbane Enerserve is the electrical engineering contract- This includes on-line procurement, tendering Steensen Varming was established in Australia ing and consulting business of EnergyAustralia. and contract services, support to purchasing following the commission to design the Sydney A leader in the field of specialised electrical officers; and implementation of construction Opera House. Since then Steensen Varming solutions, Enerserve draws upon some 100 industry policy. continues to provide a world-class professional years experience of servicing a client base service for all our clients and delivers creative Silver ranging from single site commercial and indus- and elegant solutions that are both robust and trial customers, to large power generation and GHD cost effective. Our service includes: distribution companies. • Mechanical and Electrical Building Services Contact: Mr Robert Bronze Engineering Rosenbauer • Sustainable Design Phone: (02) 6245 1936 Clexan Peak Personnel • Vertical transportation • Specialist Lighting Email: [email protected] • IT and Communications GHD is one of Australia’s largest consultants operating in the areas of project management, QLD architecture, engineering, environment, plan- ning and community consultation. Phone: 02 9876 8888 Silver Australian owned by its key staff, it has prac- Fax: 02 9876 4888 ticed continuously both nationally and interna- GHD Email: [email protected] tionally for over six decades and employs over Contact: John O'Connor Clexan-Peak Personnel, an Australian owned 2,300 staff. Phone: 07 3258 3600 company, has established itself as a specialist Bronze provider of temporary and permanent Email: [email protected] KBR Professional Engineering and Technical GHD is an international company providing Personnel to both the Public and Private Sector leadership in management, engineering and over the past ten (10) years. The company's environmental services. NSW Principals and Consultants, several of whom A key objective of our professional teams is to hold Engineering/Technical Qualifications, all apply project management principles in all our Silver have held senior Recruitment/Human commissions. To meet clients' needs for inno- DPWS Resources or Management positions. vative single-source solutions, we offer compre- hensive, independent and integrated services The NSW Hughes Trueman over the entire life cycle of projects. We ensure Department of Public Works and Services Contact: projects achieve our clients' objectives by (DPWS), delivers total project and program Bill Higgins building teams with a shared understanding management solutions. Through our extensive and focus. range of skills and expertise, DPWS can suc- Phone: cessfully manage all phases of a project and 02 9439 2633 Bronze assist clients to manage design, documentation Email: Aqua Consulting or construction. DPWS' Centre of Excellence [email protected] supports and drives our ongoing commitment Hughes Trueman is an independent Australian Contact: Brad Cowan to best practice project management, benefiting firm of consulting engineers, with experience Phone: 07 3851 4314 both clients and the community as a whole. dating back 70 years. With 4 offices in New Fax: 07 3851 4315 For more information, please contact Francis South Wales and the ACT, we can provide a D'Lima at [email protected]. gov.au or Eemail: diverse range of specialist expertise in Civil, visit our website www.dpws.nsw.gov.au [email protected] structural, hydraulic and fire engineering, AQUA Project Consulting undertakes Business Project management, Road, rail and traffic, Reviews, Strategic & Business Planning, Risk Infrastructure masterplanning, Heritage Management, Project Management and Training Conservation, Asset management, Construction & Development for clients in Water, Transport, management and more. and Construction Industries. Many clients are Local and State Government business units and we operate from Brisbane and Townsville "Your success is our business"
6 EXCELLENCE IN PROJECT MANAGEMENT 2002 SPONSORS
QLD Rail Bronze Sinclair Knight Merz Contact: Deloitte Touche Tohmatsu Sinclair Bob Stuart Contact: Keith Knight Merz Phone: Bradshaw, Partner is a leading professional 07 3235 1762 Phone: services con- Email: [email protected] (03) 6237 7095 sulting firm employing more than 3500 people QR Projects provides a world class project Deloitte Touche Tohmatsu in offices across Australia, New Zealand, South management service. We specialise in the deliv- (www.deloitte.com) is one of the world's East Asia, the Pacific, Europe and South ery of multidisciplinary consultancies targeted leading professional services organizations, America. Our aim is to systematically apply the at maximising our client's objectives. A full delivering world-class assurance, tax, and best people, unmatched local knowledge and range of project management, engineering, advisory services. Our people in 140 coun- world leading expertise to achieve remarkable design and construction, maintenance and train tries serve over one-quarter of the world's success for its clients. For more information, operational services are offered from a profes- largest companies, as well as large national go to www.skmconsulting.com sional team, with a focus narrow gauge railways enterprises, public institutions, and success- in Asia and Australia. ful, fast-growing global growth companies. WA In addition to complete geographic coverage, TAS Deloitte Touche Tohmatsu offers clients deep Gold industry strength and outstanding services Leightons Gold delivered consistently throughout the world. Hydro Our integrated teams of internationally experi- Leighton Contractors are proud enced professionals are well versed in address- to see the successful completion Tasmania ing today's challenges linked to globalization, of the Harvey Dam within time Contact: and the Network Economy. Our mission is to and on budget. The new dam has received an Environmental Award Ms Jane help our clients and our people excel. from the Institute of Engineers Annear, Marketing Consultant VIC Australia ( WA division) along with the AIPM Phone: (03) 6230 5688 award. The awards reflects the professionalism Email: [email protected] Silver and commitment of the team from Leighton, Hydro Tasmania has over 80 years experience TATE Water Corporation and GHD working on the in Hydro-electric power design, operation and project. maintenance and has more recently developed TATE is a Silver a wind power development expertise. This provider of experience, provides Hydro Tasmania with IT and Training services with an outstanding MRD WA unique capability and extensive knowledge in record of success. We apply our values of the international renewables arena with a hydro integrity, honesty and delivery in everything we and wind focus. Through our consulting arm do! we are able to offer this expertise to clients We guarantee to deliver on time, on budget locally, nationally and internationally. every time with a minimum of business disrup- tion. Failure is not an option at TATE! Silver Bronze Tasmanian Government Transfield Worley Department of Infrastructure Inter INTER Bronze AGENCY Agency STEERING COMMITTEE Water Corporation Steering
Committee The Department of Infrastructure plays a key Contact: Mitchell Knevett role in shaping Victoria's economic, social and Phone: (03) 6233 2028 environmental future. We manage the State's transport system, landuse planning, urban Email: Contact: Mike Taylor design and development, and an infrastructure Phone: 08 9420 2152 [email protected] program of nearly $9 billion. Our programs The Tasmanian State Government established support the following key outcomes: Email: mike.taylor@watercorpora- the Inter Agency Steering Committee (IASC) in • public safety tion.com.au 1998. The purpose of the IASC is to support the • regional development The Water Corporation provides world class efficient use of government resources and • seamless freight and logistic system water, wastewater and drainage services to reduce the duplication in activities related to • travel mobility and access more than 1.7 million customers throughout eGovernment, particularly where whole-of-gov- • liveable communities Western Australia, from the capital Perth to the ernment projects and issues are involved, and • local government. hundreds of communities spread over 2.5 mil- encompassing policy principles where neces- Major infrastructure projects being delivered in lion square kilometres. sary. partnership with the private sector include: The Corporation enjoys an excellent perform- The IASC aims at consistency of approach with- • Redevelopment of Spencer Street Station, the ance record, benchmarked against world stan- in government, provides high-level governance Royal Melbourne Showgrounds and the State dards. It applies 100 years of commercial and for projects, identifies whole-of-government Library of Victoria technical expertise to providing its customers issues and activities, and encourages collabora- • Fast Rail Links to Regional Centres with the most cost effective business solutions. tion, innovation and flexibility across State • Mitcham-Frankston Freeway Government Agencies. • Australia's first Synchrotron • Craigieburn Bypass. For more information please visit www.doi.vic.gov.au or telephone 9655 6666.
EXCELLENCE IN PROJECT MANAGEMENT 2002 7 JUDGES National judges
Ian Bruce Kiernan AO, OAM has involved highly sensitive projects, with Lieutenant Colonel "Clean Up Australia - the idea and need for extreme discretion to maintain Darren S. Naumann drive behind the campaign" confidentially. Project Diretor Capital Infrastructure It was during The BOC Challenge that Ian The importance of relationships and the Branch, Department of Defence began to notice the state of the world's oceans underlying process that enables a project As a Project Director in the Capital and by the time he manager to effect a successful outcome, has Infrastructure Branch of the Department of returned to Australia been an area Susanne's developed into a Defence, Lieutenant Colonel Naumann is he had decided to do practise within her own Professional tasked with the delivery of over $200 million something about the Services company Synergy Management of capital infrastructure works on Defence problem of pollution. Solutions. establishments within New South Wales. With the support of a Susanne has been a past president of the Lieutenant Colonel Naumann was born in committee of friends, Queensland chapter of the Project Toowoomba, Queensland. He was he organised a Management Institute (PMI) and is commissioned from the Royal Military community campaign - currently an executive member of the Joint College, Duntroon, into the Royal Australian Clean Up Sydney Organising Action Team (JOAT) which is Engineers in 1984. Since then he has Harbour began on Sunday 8 January, 1989 working to bring the AIPM and the PMI into served in various regimental and staff and attracted 40,000 volunteers. a closer working relationship. appointments including two exchange The rest is history. Ian is now the Chairman As CEO and Director of Synergy, Susanne postings with the US Army. of Clean Up Australia, a national non-profit is taking her organisation into new territory From July 1999 until December 2001, organisation which co-ordinates Clean Up and assisting both customers and vendors Lieutenant Colonel Naumann served as the Australia Day - an event which has now been of IT outsourcing to build stronger Commanding Officer and Chief Engineer of held eleven times (1990 - 2000) - and relationships, enhance business process at the 19th Chief conducts year-round community education all levels within organisations and help the Engineer Works in programs and environmental 'fix up' projects paired entities of an outsourcing deal Randwick, New South through Clean Up Australia Projects. understand each other's imperatives more Wales; the Army's sole In 1992 the United Nations Environment clearly. She's actively working to see deployable project Programme (UNEP) encouraged Ian to take outsourcing become more successful and management and the Clean Up philosophy to the world. The for customers to achieve far greater design agency. inaugural Clean Up the World, in 1993, saw outcomes. During this time his a staggering 30 million people from 80 Susanne has managed multiple and unit managed the nations embrace this practical, community- diverse projects and often coaches delivery of over $50 based idea. In September 2000, around 40 project managers and clients working in million of engineering works in such diverse million people in over 120 nations took this environment. locations as East Timor, the South-west part in the event. She has developed a methodology that Pacific and remote Aboriginal Communities Ian Kiernan was named Australian of the focuses on the client/contractor in outback Australia. year in 1994 and was admitted to the Order relationship in the multi project From September 1999 to January 2000, of Australia in 1995. In 1998 he was awarded environment (MPE) and facilitates rapid Lieutenant Colonel Naumann served as the the United Nations Sasakawa Environmental change. Amongst many varied project Force Engineer, Headquarters International Awards in recognition for his contribution to management roles, she has also worked Force in East Timor (INTERFET). In this role, he coordinated the tasking of over 600 global environmental protection. within a senior Program Management Australian and allied military engineers in Over the weekend of March 5, 2000, more role at Unisys Australia, established support of INTERFET peace enforcement than 600,000 Australians volunteered at a Administration, Finance & Contract operations and United Nations humanitarian record 9464 clean up sites around the Management processes for large scale assistance activities throughout the new country. They collectively removed 5010 projects, been a contract manager for nation. tonnes of rubbish from Australia's waterways, Queensland's Primary Industries ASAP Lieutenant Colonel Naumann is a parklands and roadsides. More than 6 systems integration project, resolved a graduate of the Australian Army Command million Australians have now participated in reconciliation failure for Primary and Staff College, Queenscliff. He holds Clean Up Australia Day activities. Industries' travel allowances project and an honours degree in Civil Engineering reconciled NSW Agriculture's $40 million Susanne from the University of New South Wales Moore bank and trust account which had some and a Masters of Business Administration Susanne Moore has serious and potentially litigious issues. from Deakin University. Lieutenant over a decade of Susanne often speaks at international Colonel Naumann is a member of the experience in Project conferences on Project Management and Institution of Engineers, Australia. In Management, within has published numerous white papers on a October, 2000, his INTERFET service was both the private and diverse range of subjects designed to help recognized with the award of the public sectors. Project Managers be more effective with Institution of Engineers' Fred Hollows Much of her work their chosen fields. Humanitarian Award.
8 EXCELLENCE IN PROJECT MANAGEMENT 2002 JUDGES National judges
Lieutenant Colonel Naumann assumed During his Olympic career, David held a temporary buildings and infrastructure for his current appointment in January, 2002. range of positions including: the Games. OCA also coordinated NSW Christine Nixon, APM Director General, Olympic Coordination Government services for the Games. David Chief Commissioner of Authority (OCA): 1995 - 2001; Director holds Masters and Bachelors Degrees in Police for Victoria General, Sydney Organising Committee Economics from the University of Sydney. Ms Nixon commenced duty as Chief Olympic Games (SOCOG): 2000 - 2001; He has held a range of Chief and Senior Commissioner of Victoria Police on 23rd Chairman, Olympic Roads & Transport Executive positions in the NSW State April 2001, after service with the New South Authority (ORTA): 1996 - 2000 Government, and has experience across a Wales Police Force from 1972, during As Director General of OCA he was diverse range of areas, including Public which she attained the rank of Assistant responsible for building the Olympic Works and Urban Infrastructure, Housing, Commissioner. competition venues and facilities, Health and Community Services, She has an extensive range of experience. including the Olympic Village and the Transport, Land Development, Urban She served as an Assistant Commissioner in International Broadcast Centre and Planning and Natural Resources, charge of various regions of New South oversighted the installation of all Homebush Bay. Wales; the Human Resources Department, Development and Training Department, Specialist Skills and the Criminal Investigation Branch. Among her many educational qualifications, Ms Nixon State and territory has a Master of Public Administration Degree from Harvard, U.S.A., as well as being a Research judges Fellow of Harvard. Ms Nixon has also had an attachment with the London ACT Engineering & Projects, South Australian Metropolitan Police Force for six months. Chief Judge: Richard Barber MPD Water Corporation Ms Nixon commands an organisation of Michelle Caldwell-Shaw, Manager almost 12,130 staff with an annual budget Judge: Eoin Asker AM Judge: Steve Pender Strategic Services, ETSA Utilities of $1 billion operating out of 327 police Stephen Beaty, IPMG (SA) Pty Ltd stations throughout the State. Guest Judge: Major General Steve Gower AO, Director Australian War Memorial TAS David Thomas Richmond David Richmond provides strategic advice NSW Gordon Clark, Project Manager, GHD to government and business and to major Ted Tooher, Director, Tooherr Smart & Bill Lawson, Principal, Sinclair Knight event organisers including the President Associates. Merz Beverley Cummings, National Knowledge and Board of Directors of the Athens 2004 Pauline Lee, Program Manager, EDS & Research Analyst, Australian Red Cross Olympic Games. David is Chairman of the Australia. Blood Service Board of the Sydney Olympic Park Chivonne Watt, AMP Asia and NSW Prof. Chris Keen, University of Tasmania Authority, responsible for ongoing Chapter President. development and management of Sydney VIC QLD Olympic Park, Homebush Bay. Following Chandra Bhutta, Course Dr John Woollett Sydney's successful 2000 Olympic Games Director/Associate Professor, Victoria David Jay, Executive Director Capital David was awarded the International University Works Branch, Queensland Health. Olympic Committee's highest honour, the Professor Derek Walker, Director of Ms Marjo Timson, Executive Director Olympic Order in Gold. Davis is also Research, Department of Building and Chairman, State Rail Authority N.S.W. Access Queensland, Department of Construction Economics, RMIT University As Director General, Sydney 2000, David Innovation and Information Economy Paul Dynan MPD, Project Manager Drake oversighted, during Ms Sonja Bernhardt, Director Thought International 2000, all operations of Ware Australia Pty Ltd. WA the Sydney Olympic and SA Paralympic Games and Greg Martin, Commissioner of Main coordinated New South David Farwell, (chair), Director Project Roads, Western Australia (Chair) Wales Government Management, Panurgem Pty Ltd Soliman Allam, Project Manager, Water services provided to the Councilor Judith Brine, Adelaide City Corporation of Western Australia Games, including Games Council Jim Lyons, Project Management Consultant time City celebrations. Milind Kumar, General Manager, Fran Pesich, Management Consultant
EXCELLENCE IN PROJECT MANAGEMENT 2002 9 WINNERS Project Management Achievement Awards Summary of winners 2002
National Winner Water Corporation – WA for Stirling Harvey Redevelopment Scheme National Runner up: CBA
High Commendations TCS Management & The Department of Natural Resources and Environment for Land Titles Automation Project Hydro Tasmania for Woolnorth Wind Farm
State/Territory Winner State/Territory High Commendation
NSW Commonwealth Bank of Australia NSW Roads & Traffic Authority for Commonwealth Bank of Australia/Colonial for M5 East Freeway Extention Retail Bank Integration
VIC TCS Management & The Department of Natural Resources and Environment for Land Titles Automation Project
ACT GHD Group for Kingston Foreshore Redevelopment
QLD McDonnell Dowell GHD Group for Volvo/Mack Integration Project for Tweed River Entrance Sand Bypassing Project Project Services for Maryborough Correctional CentreProject Telstra for QLD Police Wide Area Network Project
SA PPK Environment and Infrastructure ElectraNetSA/United Kilpatrick Green/Burns Roe Worley for National Aboriginal Health Strategy for Alliance 2001 Environmental Health Program
NT Lasseters Group (Lasseters Hotel Casino, Tom Kean Architects, Sitzler Bros and Savant) for Alice Springs Convention Centre
WA Water Corporation – WA Main Roads WA for Stirling Harvey Redevelopment Scheme for Kwinana Bus Transitway Project Woodside Energy Ltd, Transfield Worley and JP Kenny for Echo Yodel Project
TAS Hydro Tasmania for Woolnorth Wind Farm – Stage 1
10 EXCELLENCE IN PROJECT MANAGEMENT 2002 Hydro Tasmania
Woolnorth Wind Farm – Stage 1
The North West tip of Tasmania sits squarely in the dealing with local community groups who may have path of the Roaring 40s – prevailing Westerly winds been opposed to the development. Strong that circle the earth's high southern latitudes. After a management of the many complexities and number of years of measuring the wind characteristics sensitivities associated with the project was required. to establish the quality of the wind resource on two Notwithstanding, statutory approvals were obtained areas of land in particular, the site was identified as a from the required three authorities. These were prime candidate for a large wind farm. Hydro Circular Head Council (local), Department of Primary Tasmania negotiated the purchased of these two Industries Water (State) and the Environment and parcels of land with a view to developing that wind Commonwealth, Environment Australia (Federal). farm. These permits granted approval, under specific There were many complexities and issues to be conditions, for the overall development of a 79-turbine addressed in order to make the project a success. 138-megawatt wind farm. This also included the Some of these issues required long and complex necessary transmission lines and civil infrastructure negotiations including community consultations and works, to be constructed at Woolnorth near Smithton. stakeholder involvement, statutory approval processes The transmission line, civil and electrical and environmental approvals. One of the interesting construction works were subject to a rigorous pre- and more complex environmental issues included qualification and tender process culminating in studies into the habitat and flight path of the Orange construction commencing on site on 1st November Bellied-Parrot, an endangered species living in the 2001. An international turbine selection and area of the proposed wind farm site. procurement process ran in parallel with the latter As this was the first wind farm to be established in stages of the permit approval process. This saw Hydro Tasmania, and the first wind project to be assessed Tasmania purchase from Vestas International 79, V66 by Environment Australia, there were many public turbines, which have a generating capacity of 1.75 stakeholder issues to be addressed. These included megawatts each. Stage 1 of the wind farm is part of proving economic viability for the State; providing a the overall development of a much larger wind farm return to stakeholders and the community; and on the West Coast of Tasmania. WINNER NATIONAL Water Corporation – WA Stirling – Harvey Redevelopment Scheme
he Water Corporation enjoys an The Water Corporation's vision is: had made a marked impact on streamflows excellent performance record, "Sustainable management of water around Perth. The average streamflow over Tbenchmarked against world standards, services to make Western Australia a the past 20 years has been 40 per cent with 100 years of commercial and technical great place to live and invest." lower than the long-term average. expertise to provide the most cost effective Originally planned for 2012, the project business solutions for their customers. Summary of project was brought forward 14 years and The Corporation is responsible for The concept was to construct a new dam implemented within a four-year instead of providing world class water, wastewater and (the Harvey Dam) downstream of the the original five-year timeframe. drainage services to more than 1.7 million existing Harvey Weir (used for irrigation This was a mammoth project aimed at customers throughout Western Australia, supply) and to connect the upstream boosting Perth's water supply by ten per including the burgeoning capital city of Stirling Reservoir to the Metropolitan Water cent. The $275m project incorporates: Perth and hundreds of towns and Supply System via a l06km trunk main. • A new dam at Harvey communities spread over 2.5 million The need was urgent because reduced • A major upgrade for Stirling Dam square kilometres. annual rainfall in the south west of the State • A pumping station at Tamworth Hill Reservoir (south east of Rockingham) • A 106km Trunk Main from Stirling Dam to Tamworth Hill • Two chemical dosing plants -one at Harvey and one at Tamworth Hill • A pumping station at Harris Dam and associated 15km pump-back main to augment the Stirling Reservoir supply One of the distinguishing features of this project is the substantial management processes required to deliver it on time, under budget, with almost 100 per cent Australian content, and with the endorsement of land owners, the community (including Aboriginal groups)
12 EXCELLENCE IN PROJECT MANAGEMENT 2002 NATIONAL WINNER
and environmental stakeholders. The approved budget for the project was While all projects require management $275 million. The forecast expenditure at processes, this one demanded concurrent completion is $271 million. processes for a wide range of issues within Costs were constrained by international a very narrow timeframe. These included: competitive bidding, innovative The difficult deadlines were met by • Pipe route selection and supply logistics procurement methods (eg Contractor breaking the pipe laying down into three • Stakeholder consultation Relationship Alliance), and the use of local large contracts, with work proceeding on • Research and development suppliers and labour. The procurement ten fronts, and by accelerating the pipe • Staging of the works process achieved a 50 per cent reduction in manufacturing. Pipe supplier, Tyco, worked • Demanding environmental conditions the cost of the pipes for the trunk main. 24 hours a day, seven days a week, for The recruitment strategy for the project It was run to an exacting and concise three months making pipes that were was flexible and dynamic. Contractors were schedule: stockpiled, ready for laying in the 2000-01 not chosen solely on cost, but had to The original plan was to start work in summer. demonstrate an ability to work as part of a 2012. In 1998, the project was team, with skills, experience, and a proven brought forward, with a track record. The lowest price was not completion requirement that always accepted, because having a project water be delivered in Perth by team that would deliver a quality product October 2001. on time was given a higher priority. The 106km Stirling Trunk A feature of the team building process, Main component of the project, which engendered common visions and in particular, presented many goals, was the number of workshops logistical and financial involving Corporation staff and contractors. challenges. Earlier completion of These included: this component of the project • A 'Kick Off' workshop. was essential, to allow for • Value Management. concurrent completion of the • Planning. dosing plants. • Construction Risk. • Partnering. • Environmental. • Communications. The project was successful because: It met owner's and clients' needs: The critical aspects for the Water Corporation were successful completion, within budget and on time. This was achieved with a return on investment of 15 per cent. The critical factors for clients (water users) were improved water quality, guarantees of supply, reasonable cost per kilolitre and enhanced recreational amenities around the Harvey Dam. All these were achieved. It came in under budget:
EXCELLENCE INPROJECT MANAGEMENT 2002 13 WINNER ACT GHD Group: Kingston Foreshore Redevelopment
he Kingston Foreshore Development In addition the site included an extensive • Manage and prepare detailed work Authority, a statutory authority under transport depot and maintenance workshop procedures to be applied to all aspects of Tthe ACT Government, was established for the government fleet and buses. the demolition, remediation and to transform 37ha of under-utilised With change in technology, aging of the environmental validation work; industrial land on the southern shore of infrastructure and cessation or relocation • Manage the design and implementation of Lake Burley Griffin off Wentworth Avenue, of some activities, the Kingston precinct had the physical works. Kingston into a vibrant, cosmopolitan become under-utilised land housing place with a unique waterfront life style numerous derelict buildings and occupying Potential Risks to and supporting a community that will grow a prime location central to the city and the Workforce around the residential and leisure adjacent to the lake and Jerrabomberra The project includes a number of major activities within the precinct. Creek. building demolition projects and involves a The site is a prime location central to the This area, along with the proposed number of site remediation and hazardous city of Canberra on the shore of Lake reshaping of adjacent Lake Burley Griffin to chemicals management activities that Burley Griffin that provides the water axis create a feature harbour and better define presented significant risks to the workforce and a unifying feature of the nation's the shoreline, has became known as and involved GHD in specific management capital. It has striking views towards the Kingston Foreshores, a precinct for mixed actions. In particular these risks were Parliamentary Triangle, the lake with a residential, community, public space and associated with: backdrop of prominent ridges, and the minor commercial uses. Kingston • Chemical tanks used in the printing adjacent Jerrabomberra Wetlands. The Foreshores will be a model of ecologically process; precinct abuts the fashionable suburb of sustainable development, using innovative • Asbestos; Kingston. It is the first time that the city has measures for energy efficient design and • PCBs. been brought to the lake creating a materials conservation. The demolition • Construction risks; transition of parks, waterfront promenades, process recovered construction materials • High-voltage power routed through the cafes, markets and cultural facilities that will be reused in the construction of site. between the city and the formal lake. harbour walls and lake reclamation work. • Exposure to toxic chemicals (PAHs, tars The site was occupied by numerous and hydrocarbons ). GHD Appointment derelict buildings and contaminated with a Benefits of the project range of materials reflecting its previous GHD was initially appointed in 2000 to uses. GHD was engaged by KFDA to project be the Project Director for the demolition to the ACT manage the demolition of buildings, the of the AGPS building and the adjacent Bus The benefits of the project to the ACT remediation of contaminated land and the Depot. The AGPS building was the largest stem from the redevelopment of the site environmental validation of that land. free span roofed structure in the Southern that will follow after the old infrastructure To meet the client's objectives of an Hemisphere when built in the mid 1960s. is removed and the site is available for new ecologically sustainable development and As this project progressed, KFDA invited uses. achieving quality of outcomes, project GHD to extend its role as Project Director Redevelopment of the Kingston site offers management techniques were used to for successive elements including: substantial direct and indirect financial deliver this complex project to the client's • Demolition of the refuelling facility on returns and substantial broader economic timeframe and within budget while meeting Wentworth Avenue for Commonwealth benefits that will flow from the estimated the quality objectives. vehicles, later known as the Burmah site; total construction expenditure of nearly $1 The project continues and builds on • Demolition of the former Actew buildings; billion over the life of the project. These earlier investigative work undertaken by and benefits include: Woodward Clyde (now URS), Kinhills • The full remediation, validation and • An annual average of 670 construction (now Halliburton KBR) and other environmental audit of the areas of jobs for every year of the project rising to consultants to KFDA. identified contamination. 1,000 jobs per annum during peak The development of the site will continue GHD's Scope of Work construction; with the client having a 10-year timeframe • Around 1,6600 permanent jobs at to complete the development of the site, For each separate component under its Kingston Foreshore; including remaining demolition and control GHD was required to: • Community benefits from enhanced environmental validation. • Prepare an overall scope of work and public assets; This industrial precinct included the then plan of action with networks and • An enhanced Territory rate and land tax state-of-the-art, coal-fired powerhouse schedules addressing the project base flowing from the creation of high (later supplemented by a fuel oil fired components to show the sequence, quality real estate at Kingston; enerator), government stores, government milestones, timing and duration of all • Infrastructure and public transport printing office, sawmill, joinery, concrete activities in the project; efficiencies; and products factory and a number of other • Develop a cost plan and use it to facilitate • Substantially enhanced environmental and industrial undertakings. monitoring and control of project costs; heritage value of the site.
14 EXCELLENCE IN PROJECT MANAGEMENT 2002 ACT AWARDS NIGHT
The winning team. Back Row L to R – Mervyn Cole, David Buckley, Ian McKay, Ian Lindquist, Jenny Perrin. Front Row L to R - Rick Scott-Murphy (CEO Kingston GHD receiving the 2002 Project Management Foreshore Development Authority), Tony Ryan (Project Achievement Award. L to R - Tony Ryan (Project Director), Caroline Perkins, Bruce Fisher, Phil Waite. All Director GHD), Jon Stanhope (Chief Minister), and from GHD except Rick Scott-Murphy. Mervyn Cole (GHD)
L to R – ACT Awards Project Manager Peter Dechaineux, Award judges Richard Barber, Steve Gower and Eoin
Photographs: Irene Dowdy of ID Photography MC Annabelle Pegrum (Chief Executive, National Capital Asker. Authority), and guest speaker, Pawl Cubbin.
Sydney Water – Towards Sustainability
Sydney Water plays a key role in managing STPs are making a significant contribution to Sydney's water resources and protecting its improving Sydney's waterways and to the quality of environment. We provide drinking water, wastewater life of our customers. and some stormwater services to more than 4 The successful delivery of these and other million people in Sydney, the Illawarra and the Blue projects has provided Sydney Water with valuable Mountains. lessons that we, and our partners can apply in Water Plan 21 is Sydney Water's vision for the subsequent work. A range of partnership sustainable and integrated provision of water, approaches will be used to deliver our Capital wastewater and stormwater services into the future. Investment Program in the future. Whichever The goals of WaterPlan 21 are: delivery model we use, the challenge remains the • Clean, safe drinking water same - to effectively deliver projects by ensuring • Sustainable water supplies that objectives for safety, the environment, the • Cleaner beaches, oceans, rivers and harbours community, cost, schedule and quality are all • Wise resource use achieved. • Smart growth. Sydney Water and our project partners the For Sydney Water, achieving sustainability means Transfield Montgomery Watson Harza Joint Venture building on a foundation of achievement in providing and CH2M Hill are pleased to have been awarded safe, reliable and affordable services and moving the 2002 NSW Project Management Achievement towards ecologically sustainable development. Award in the Construction and Building category for Sydney Water's Capital Investment Program the upgrade of West Hornsby and Hornsby Heights contributes to achieving the goals of WaterPlan 21 STPs. and our drive for sustainability. Over the next four Sydney Water is committed to working with our years this program will deliver some $1.8 billion project partners to identify and worth of projects, building on the many successful implement innovative projects already delivered under Water Plan 21. approaches, which deliver Projects such as the Northside Storage Tunnel, and outstanding results for our upgrades of Cronulla Sewage Treatment Plant projects, and the communities (STP) and West Hornsby and Hornsby Heights that benefit from them.
EXCELLENCE IN PROJECT MANAGEMENT 2002 15 Echo/Yodel Echo/Y The Echo/Yodel Project Working together to deliver outstanding project results
The Owners Ð Who are they? Project The Echo/Yodel Project forms part of the A$13 billion North West Shelf Venture (NWSV), Australia's largest resource development. The six (6) equal participants in the Echo/Yodel development are: BHP Billiton, BP, Chevron Texaco, Mimi, Shell and Woodside Energy Ltd. Woodside is an equal joint venture participant in, and Operator of the facilities owned by the North West Shelf Venture. The Echo/Yodel Project was managed by Woodside on behalf of the NWSV Joint Venture Participants.
The Project Manager - Woodside Energy Ltd. Woodside Energy Ltd. is listed on the stock exchange and is the nation's largest independent oil and gas exploration and production company by market capitalisation. The North West Shelf Venture's facilities operated by Woodside comprise two offshore gas production platforms and a floating production storage and offtake vessel, located some 130 kilometres offshore from Karratha, WA. On behalf of the Venture Woodside also operates a state-of-the-art integrated onshore gas treatment plant and supply base on the Burrup Peninsula. Based in Perth, Western Australia, Woodside also holds a range of diversified exploration permits in Eastern Australia and Overseas.
The Project Ð Why was it Special? The Echo/Yodel project is the first subsea tie-back to one the North West Shelf Venture's offshore gas production platforms. The project, which was sanctioned in August 2000, commenced production in December 2001, 3 months ahead of schedule, under budget and with approximately 20% higher production rates than anticipated. The two Yodel wells tied to the Goodwyn A platform are among the largest in the world, with a combined production of just over 340 million standard cubic feet (Mmscf) of raw gas a day and condensate production of 31,800 barrels per day (bbl/day).
Over and above the usual complexities and constraints associated with modifying an existing facility, the project was especially complex due to the fact that during execution the Goodwyn A platform remained a fully operational 'live' facility.
Over recent years Woodside has developed the Opportunity & Project Realisation Process (OPREP) designed to govern business Subsea Isolation Valve Installation 20m from the processes and define decision-making criteria. Echo/Yodel is the first Woodside project to apply OPREP throughout, the success of Goodwyn platform. the development demonstrates the benefits of a disciplined approach to Project Management.
The Team Ð Who did the Work? An integrated team comprising personnel from Woodside Energy Ltd, Transfield Worley and JP Kenny executed the Echo/Yodel Project. At peak the Perth based design and management team comprised approximately eighty (80) people, the offshore construction crews numbered in the hundreds. All management and engineering resources were sourced from Perth companies, no international design was undertaken. In the project environment the three companies fulfilled the following functions: Woodside - Operator & Part Owner During project execution Woodside provided the project management personnel, systems and processes. In addition to Project Management skills, Woodside provided all of the Well Engineering resources. Responsibility for commissioning formed part of the Woodside scope. The Echo/Yodel Team. Transfield Worley - Brownfield Modifications Under the umbrella of the Transfield Worley (TW) Woodside Alliance contract, TW completed all the brownfield modifications and tie-ins on the Goodwyn A platform. The scope of this work encompassed design, procurement, fabrication, offshore installation and commissioning support. Using TW to do the work provided significant advantages, as the team was already familiar with the design of Goodwyn and the intricacies of modifying a live platform - both essential ingredients to successful brownfield projects.Transfield Worley are an AS/NZS ISO 9001:2000 accredited company. JP Kenny - Subsea Engineering The scope of this contract included front end and detailed design and procurement/fabrication/installation support for the pipeline, riser caisson, subsea control system, electro hydraulic umbilical, subsea isolation valve structure and subsea tie-ins at Goodwyn and the Echo/Yodel wells. As a component of the subsea engineering JP Kenny were responsible for providing support in gaining major government approvals such as the Pipeline Licence.
Teamwork in the Community In addition to the demands that come with developing a major new resources project, the Echo/Yodel team worked hard behind the scenes as volunteers in our community. From April 2000 the team coordinated monthly initiatives which aimed to provide support to various community based organisations. The success of each initiative depended on the contribution and support of the project team and its sub-contractors. Donation to the MS Society of W.A. Gardening/Repair work at Sussex Hostel, Innaloo W.A.
The six participants in the North West Shelf Venture are: YYodel Echo/Yodel The Scope
The Echo/Yodel development is located about 120 kilometres2000-2001 north-west of Dampier and 23 kilometres south-west of the Goodwyn A gas production platform:
CONTROL EHU JUMPERS SPLITTER CAISSON BOX RISER
TIE-IN SPOOL
SUBSEA ISOLATION VALVE
TIE-IN SPOOL
ELECTRO HYDRAULIC UMBILICAL 12" CRA PRODUCTION PIPELINE GOODWYN 'A' TIE-IN SPOOL PLATFORM
UTA
IUTB
CONTROL SUBSEA Field JUMPERS TREE Two Well Echo/Yodel Lower-E Development YODEL 3 340 Mmscfd of Gas and 31,800 bbl/day of Condensate 4-5 Year Echo/Yodel Field Life TIE-IN SPOOL YODEL 4 EHU Cost & Schedule UTA Project Approval Q3 2000 Budget A$205 Million SUBSEA TREE Ready For Start Up December 2001
FUTURE TIE-IN
Well Engineering The Echo/Yodel wells are among the largest subsea gas wells in the world, each with a production capacity of at least 220 million standard cubic feet of gas a day. To maximise flowrates and eliminate sand from the product the wells were designed with horizontal open-hole completions including sand screens through the reservoir, variant big bore sizing and horizontal subsea trees. The use of horizontal subsea tree technology was a first for Woodside as all previous subsea developments have used more conventional vertical dual bore trees. The tree design incorporates diverless recoverable subsea control modules and subsea chokes. The trees are controlled by the electro hydraulic umbilical from Goodwyn.
1 The sand control method used on the Echo/Yodel wells represents a world first for use of compliant rotary expansion tools with 5 /2” Diamond offshore MODU the Ocean General - Well Testing. expandable sand screens.
Subsea The subsea work for the project included fabrication of a 23km 12” diameter corrosion resistant alloy pipeline, electro hydraulic umbilical, subsea control modules and a riser caisson. The riser caisson which houses the production and control flowlines from the seabed to the Goodwyn system is 140 metres long and weighs 170 tonnes. The caisson, which was fabricated by Perth based United Construction was transported to Dampier in three sections, assembled at Woodsides King Bay Supply Base then towed 120 kilometres offshore prior to attachment to the side of Goodwyn. The 23km pipeline was designed to include insulation required to control arrival temperatures at Goodwyn. The pipeline was installed in two Reelship CSO Apache Pipelay Vessel. 11.5km lengths using the reel lay method. The Echo/Yodel pipeline represents the largest diameter reeled pipe installed in Australian waters.
Topsides Hydrocarbons from the Echo/Yodel field are first stage processed onboard Goodwyn and then exported to shore via the North West Shelf Ventures existing trunkline system. Although the capacity of existing facilities was not expanded, some new equipment was installed on Goodwyn including glycol pumps and tank, riser emergency shutdown valve and platform, production valve arrangement and multi phase flowmeter (MPFM). Tie-ins were also made to process trains, flare and test systems as well as existing Goodwyn control systems. Most of the additional process capacity was added to Goodwyn via the new Valve & Equipment Skid. The skid, which was fabricated in Perth by local company Ausclad, was constructed in three sections to accommodate the limited offshore lifting capacity. A trial fit of the skid was Valve & Equipment Skid Installed on Goodwyn. completed prior to transport to the North West Shelf.
The Echo/Yodel Project “Working together to deliver outstanding project results” Level 47 - Central Park 152-158 St Georges Tce Perth WA 6000
Contact: (08) 9348 4704 WINNER NSW CBA/Colonial Retail Bank Integration: Front office Integration & Branch Amalgamation
arly in 2000, CBA sought and gained summarized as follows: Technical Commercial approval to merge with the Colonial CBA and Colonial IT systems were EState Bank, which incorporated the The project was a prerequisite for incompatible. Colonial sites to be rebadged Account Conversion, which only had a retail banking arm and funds management had to be refitted in terms of hardware and limited window of opportunity. Failure to business. Whilst the Funds Management communications infrastructure. CBA's meet that date would delay the whole arm, Colonial First State would continue to systems are highly customised rendering integration by months given the timing operate as a stand alone subsidiary of the very limited synergy with Colonial front end requirements for all back end systems to Commonwealth Bank, the retail operations systems. re-align. This would have resulted in a would be absorbed under the CBA brand. The existing communications major impact on the business case. This This decision meant all retail accounts infrastructure between the CBA front end dependency determined the end date of the had to be converted to equivalent CBA and the Colonial back end systems was project. accounts and all points of physical presence unable to support potential bandwidth The merger was approved by the ACCC converted to CBA operation. Given the requirements. An unrelated CBA project based on Public Assurances given by the expected incompatibility with IT systems upgrading the CBA communications Bank. These assurances between the two infrastructure and enhancing the bandwidth included retention of sites organisations and the sheer capacity became a prerequisite for the based on geographical quantum of accounts project. The programmed rollout of the parameters. The impacted, the total amalgamation project had to be aligned to commitments had major integration of the retail bank this infrastructure project. This impacts in the rural/regional was approached as two requirement substantially changed the areas of NSW and Tasmania. distinct projects -the first commercial conditions and logistics of the Colonial State Bank project being the integration earlier project. employed a substantially of the physical network A 'transaction' bridge had to be built on different range of business followed by the conversion the existing CBA telling platform to enable models than the CBA. of accounts. Colonial account transactions to be processed The Colonial Retail Bank The overarching objective by CBA branches. The 'bridge' upgrade was a of integrating the physical Kerry Chikarovski MP model was built on the substantial piece of application development network was to put in place with CBA. franchisee concept. work and was a prerequisite for branch a single network capable of : Prolonged negotiations with amalgamations to commence. The Dealing with CBA and Colonial customers Franchisees would delay site selection and implementation of the transaction bridge and their accounts in an operational sense planning, and ultimately the scope of determined the start date of the Physical in the interim period prior to account works. Network Implementation rollout. conversion. (Developing the transaction The range of business models operated Both Colonial and CBA entered into bridge) by Colonial meant a larger number of outsourcing arrangements with their IT All 368 Colonial sites either amalgamated business process solutions had to be operations. Given the agreements were with with a CBA site (Amalgamations) or developed and implemented. With the different organizations, the branch work converted to a CBA branch (a rebadge, different business models, CBA had to meant two organizations were required to which includes a complete technical refit). develop variations to its procedures and decommission equipment and install new A Colonial site beyond the date of account delivery mechanisms to accommodate the equipment. Managing both vendors in a conversion would be unable to complete new models. very tight timeframe was a challenge. any financial enquiry or transactions – in Some 7 variations to the standard CBA essence become redundant. model were developed, which included 3 Logistics Staff of both organisations being able to new generic footprints to CBA physical While the work outlined above had deal with all accounts. This included representation. major barriers, the most complex aspect of branch staff and call centre staff, who deal One of the key objectives of the project the project was the quantum and breadth of with customer inquiries. (Staff Training) was to limit Colonial customer attrition to the work required to amalgamate the The complexity of the project was not the 5% at the time the merger was physical networks. scope of work required at each location, announced. This would require a Much of the logistics complexity was but rather the quantum of sites impacted, proactive customer communication and driven by the amalgamation of branch the breadth of tasks to be undertaken, and management strategy to maximise operations where there was duplicated most importantly, the timeframe in which customer retention. representation. Over a 3-month period, the work had to be completed. Cultural differences between the some 290 branches had to be reconfigured The constraints to be overcome by the organisations, in terms of the structure, in terms of IT and layout to be able to Amalgations project team can be customer base, and staff. operate as a CBA/Colonial outlet.
18 EXCELLENCE IN PROJECT MANAGEMENT 2002 NSW WINNER
Kerry Chikarovski MP with winner Sydney Peter Fitzsimons with judges Pauline Lee, Ted Tooher Water/Transfield. and Chivonne Watt.
DPWS with chapter president, Chivonne Watt. APP Corporation Pty Ltd.
Lesley Bentley and David Hutchinson and Peter Fitzsimons with Peter Fitzsimons with Chivonne Watt. Janis Cotterell, PMAA DPWS, Silver Sponsor. Enerserve, Silver Sponsor. organisers.
Blue Visions Management Pty Ltd. Aon with Leigh Cunningham, Executive Director of AIPM.
Tony Gale High Peter Fitzsimons with Peter Fitzsimons with Peter Fitzsimons with Commendations Clexon-Peak Personnel, Steesen Varming, Bronze Hughes Trueman, Bronze Student Award. Bronze sponsor. Sponsor. Sponsor.
EXCELLENCE INPROJECT MANAGEMENT 2002 19 WINNER NT Lasseters Group: Alice Springs Convention Centre
he Alice Springs Convention Centre being wholly contained within the existing It was evident even before the official Conceptual Planning, Design, freehold Casino property, and complying opening, that the actual demand for use of TDevelopment and Operation project with Land Use objectives and relevant the facility far outstripped the anticipated began in 1999 with the Northern Territory space, height and carparking requirements demand. This is despite the economic Government calling for expressions of under the Alice Springs Town Plan (1992). effects associated with the events interest from private sector parties to pre- Lasseters Group undertook investigations surrounding September 11, 2001 and the qualify for a proposal to develop and and analysis of issues surrounding the reduced airline services to Alice Springs operate a convention centre in Alice development and use of convention centres that occurred several days later. Springs. The project was to be jointly including the Final Report of a study tour of funded by the NTG and the private sector major convention/exhibition facilities by Project Schedule (PPP; Public, Private Partnership) without PriceWaterHouseCoopers, a Demand Study The protracted negotiation process any long term financial exposure to the for Proposed Convention Centre/Multi- involved between the consortium and the government. Purpose Facilities by Deloitte Touche Northern Territory Government, resulted in Within the expression of interest, the NT Tohmatsu and historical records kept by the a lengthy delay in the forecast Government identified the objectives, Lasseters Group in relation to events held, commencement date for construction. requirements and selection criteria for the events turned away and events directed to During the construction process, Alice proposals. other facilities. Springs received several months of record The key objectives identified by the Each of the proposals submitted rainfall. This had the potential to delay Northern Territory Government were to reflected the Group's ability to meet or preparation of the development site and the engage the private sector in an innovative exceed the requirements identified by the subsequent construction process. However, proposal for the development and Northern Territory Government including: despite the adverse weather conditions, the operation of a convention centre in Alice · Convention facilities for 1200 delegates, Project Team ensured that time frames were Springs. Any proposal was required to with a banquet capacity for 750-1000 met, and on many occasions were well integrate the centre within an existing or people ahead of schedule. planned accommodation facility, with the • Exhibition facilities Additionally, works associated with the venue having the capacity to accommodate • Audiovisual facilities new hotel rooms and refurbishment of conventions, banquets, occasional sporting • 218 additional carparking facilities existing rooms was frequently constrained events and concerts, with convention • Other integrated facilities including: by operational requirements. These capacity for 750 people and banquet - integration of existing ballroom constraints included reduced working capacity for 700-1000 people. Proposals - extension and refurbishment of existing hours generally (noise) and complete were also required to include an option for Casino stoppages for up to four days at a time an integrated exhibition area. - total refurbishment of 70 existing hotel whilst scheduled events requiring full In response to the Northern Territory rooms accommodation capacity were held. Government's expression of interest the - creation of 66 additional five star hotel The use of local business and Lasseters Group, consisting of the Lasseters rooms contractors for most of the construction Hotel Casino, Savant Pty Ltd, Sitzler Bros. - external works including new tennis work was a key element in ensuring the (Alice Springs) Pty Ltd, and Tom Kean courts and swimming pool upgrade continuing personal investment by members Architect Pty Ltd, was formed to establish a The submission of the pre-qualification of the Alice Springs community. proposal for the development and proposal occurred in November 1999, with The Alice Springs Convention Centre was operation of a convention centre in Alice the establishment and opening of the delivered under budget, open for operation Springs. In meeting one of the government's Convention Centre occurring in April 2002, well before the planned date for practical requirements, the Lasseter Group's some four months prior to the contractual completion and incorporated significant proposal aimed at seamlessly integrating date for practical completion. improvements in design from the original the convention centre within the existing Prior to practical completion, parts of concept. It provides Alice Springs with a state Lasseters Hotel Casino, which had recently the facility were in use. These included the of the art convention centre and community undergone major refurbishment. Ellery Room, the kitchen and the facility. The overall success of the project is In developing the initial proposal, the administration areas. Three major functions evidenced by the number of bookings for the Lasseters Group identified a variety of and a convention were successfully held Convention Centre being well in excess of options for the establishment of the prior to completion of the main those predicted and through the increased convention facilities, with each proposal MacDonnell Room. visitor nights in the hotel.
20 EXCELLENCE IN PROJECT MANAGEMENT 2002 Queensland Health: Human Resource Management Information Systems Project
This Project was established in government decision-making payroll and line managers in the 1994 by the Office of the Director (treasury estimates committees). use of the products implemented. General, who at that time All this has been achieved To this day training is maintained appointed Mincom Pty Ltd, to through 3 changes of government, by the Business Support Centre manage the implementation of a each of whom put the Project on Training Unit.Training in the standardised Human Resource / hold, under took a review, decided product and associated workflows, Payroll System across the whole to continue with the Project but business rules and general human of Queensland Health. with a changed focus aligned with resource knowledge is provided in Since that time the Project has their particular political platform Health Service Districts or in the undergone a total refocus of of that time. At one change of Projects office in Spring Hill, purpose through a new business government the entire Corporate Brisbane. case signed off by the current Executive of Queensland Health Between 1999 - 2001 the project Director General in 1999, and a was changed. One outcome of this team escalated the complete internal restructure, with was the new Project business case implementation of the HR/payroll the management of the Project, in 1999. product (LATTICE) and being handed over to Queensland Even with these interruptions, completed implementations in all Health staff by Mincom Pty Ltd, reviews and changes of focus, the rural and remote sites across the in 1999. original outcome of a standardised state. The team also ensured that The Project has had to Human Resource platform has the entire payroll system was overcome resistance to change in finally been achieved. The existing Y2000 compliant. The major an environment of fragmented Business Support Centre, challenge facing the Project was to approaches to human resources, established out of the 1999 complete implementation in the payroll and information Business Case, currently pays south-east corner of Queensland. management. In 1999 Queensland 57,000 Queensland Health This included all the major Health ran sixty-four different employees, maintains all teaching hospitals in metropolitan HR/pay systems. And the resulting Queensland Health human Brisbane and surrounding areas standardisation has established a resource data provides a reporting (The Royal Brisbane, Princess platform which will facilitate system for the whole organisation, Alexandra, Prince Charles, Gold further improvements consistent and essentially maintains the Coast). Approximately 30,000 staff with the whole of government work in these south-east approach to consolidation, corner health services. A standardisation and shared decision was made at this time services. to merge the implementation In summary the Project has of the rostering product (ESP) dismantled 64 Human with the implementation of Resource and payroll data LATTICE. management systems, and Queensland Health is a large rebuilt that data (60,000 complex and diverse public people) into one single health service divided firstly database -LATTICE. The into three zones. Employees Project then dismantled total 60,000 FTE's and hundreds of small locally approximately 4 -5,000 casual based rostering systems and staff working across 38 Health converted that personnel data Service Districts in over 500 into one electronic rostering technical and business processes sites ranging from remote system -ESP.The Project has for LATTICE, ESP, the middle Community Health clinics subsequently interfaced these two ware and HRDSS, for the whole (Thursday Island) to major systems LATTICE and ESP by of Queensland Health, with a teaching hospitals (RBH). The building middle ware that allows team of eighty people. largest Health Service District the HR payroll system and the It must be noted that the manages a budget of $362 million ESP rostering system to 'talk' to QHHRMIS team has not only the smallest a $8.25 million budget. each other. implemented a suite of products The total health budget is $4.1 This enormous central database or tools but has also had to work billion. Employment governance has now been interfaced with a with many levels of staff in each includes a single enterprise centralised reporting system called Health Service District to change agreement, 16 awards, 17 industrial the Human Resource Decision work practices, work flows, bodies at both state and federal Support System (HRDSS) which attitudes to business, out of date levels and 156 different terms of in turn is interfaced with the knowledge, all with the view to employment. Dealing with acute organisations finance Decision standardising knowledge and care to public health means our Support system. This mammoth practice across all of Queensland annual activity can cover 685,000 undertaking has given Queensland Health. During implementation of episodes of inpatient service, Health Corporate Executive an LATTICE and ESP the Project 303,000 episodes of day surgery, enormous reporting capability provided on site training in every and 8 million occasions of service that feeds into whole of district to all human resource (2000 activity statistics). WINNER QLD
McDonnell Dowell: Tweed River Entrance Sand Bypassing Project
he Tweed River Entrance has long been Constructed in the surf zone using milestones formulated the backbone of the a dangerous crossing for commercial modular temporary launching platforms delivery schedule and a critical path Tand recreational vessels. The extension jetty construction demanded the adoption network was developed to plan towards of the river walls in the early sixties trained of precise planning techniques to ensure achieving these goals. To some extent the the entrance, but led to an accretion of sand all succeeding jetty activities were on milestones also assisted in stylising the on the southern side of the walls, schedule; projects Work Breakdown Structure (WBS) interrupting the natural pattern of sand drift • 5 km of slurry delivery pipeline that into specific segregated phases or Work north along the coast. As a result accretion carries sand to outlets on the southern Areas. Each area of work, its scope, duties of sand south of the walls has led to erosion Gold Coast beaches. This includes a 400 and responsibilities was then assigned to along the southern Gold Coast beaches. The metre long under river crossing specific project staff providing them with a eroded condition of the sand ecosystem has constructed by Horizontal Directional portion of the project to individually resulted in a threat to both the natural Drilling (HDD). The crossing was made manage. This proved to be a key systems and coastal infrastructure along the possible by the 'Macdow Coupling', a motivational tool and is often adopted southern Gold Coast. steel slurry pipeline welded jointing throughout many of McConnell Dowell's system invented by McConnel1 Dowell in projects. Project Performance New Zealand in the 1980s. This The development cost of the permanent The threat to navigation posed by 'breakthrough' technology was adapted facility was in the order of $23 Million. The sandbars at the entrance to the Tweed River by the project engineers to suit this up-front value of operating and managing has frustrated the development of local application and significantly reduced the the facility for 23 years was estimated at business since European settlement on the cost and time impact of the pipeline river $50 Million in 1999. It is expected that the New South Wales-Queensland border in the crossing. It represents a world first in operating costs will vary as payment is nineteenth century . terms of slurry pipeline construction; related directly to the actual quantities of The sandbars are formed by sea action • A low-pressure water intake jetty on the sand shifted. that moves about 500,000 cubic metres of Tweed River draws water that drives the The construction of the sand bypassing sand north along the coast each year. In the jet-pumps while a control building on the system was completed "on time", "within early 1960s, the NSW State Government jetty houses the pumps and mechanical budget", "without any Lost-Time injury" tackled the problem by constructing rock and electrical control equipment for the and "without any environmental incidents". boulder walls that extended the entrance system. The sensitivity of constructing the This was achieved through the 400 metres out to sea. pump station in such a visual location implementation of an integrated However, it was not realised that the required it to be built in 'as quick a time Management System (MS) that addresses walls would disrupt the supply of sand to as possible'. The jetty construction and the issues of quality, safety and beaches at Coolangatta, north of the river. building where all completed within a 36- environmental management at each step in When these beaches suffered significant hour timeframe. the project delivery process from concept erosion following cyclones, a natural supply design through to commissioning and of sand was not available to replenish them Project Success Factors operation management. and the local tourism industry suffered. In December 1999 McConnell Dowell Another important aspect of the project Sand also began building up on the was awarded the contract for the design, can be attributed to the strong relationships southern side of the walls, threatening to construction, operation and management and ties formulated as a result of the again block the entrance. The problem was for 23 years of the permanent sand reporting and consultation management managed by a series of costly dredging bypassing system. processes adopted. Management plans were exercises while a more permanent solution The project began with two clear prepared to deal with communication was sought. objectives set by the client, they were: between all project stakeholders with The project, a refinement of the • To establish and maintain a safe navigable particular emphasis directed toward the successful Nerang River Entrance Sand entrance to the Tweed River; and importance of thorough community liaison Bypass Project, designed, and constructed • To restore and maintain the amenity of and consultation techniques. Regular by McConnell Dowell in Queensland in the beaches on the southern Gold Coast of meetings were held at four distinct 1980s, consists of: Queensland. levels, Site Meetings, PCG Meetings, • A 450-metre jetty located 250 metres These lead to the development of more Partnering Meetings and Advisory south of the river entrance that supports detailed project goals, which eventually Meetings and other forms of information 11 jet pumps used to intercept sand flaw. became the project milestones. The dissemination were utilised.
22 EXCELLENCE IN PROJECT MANAGEMENT 2002 QLD AWARDS NIGHT
McConnell Dowell team. GHD team.
Project Services team. Telstra team. WINNER SA PPK Environment and Infrastructure: The National Aboriginal Health Strategy – Environmental Health Program
he National Aboriginal Health Strategy government levels site meetings, frequent reporting of status (NAHS) Environmental Health Strategy • Excellent project management skills. and financial progress, issue of technical Tprogram aims to improve the For ATSIC and the communities success memos, coordination of technical environmental health of people in remote was judged by: conferences, and established a toll free Aboriginal communities by providing and • Effective communication to ensure the telephone contact and internet site. upgrading infrastructure such as: clients understood technical issues and A measurement of the program's clear • water supply actively participated in decision making success was the extension of the original • sewerage • Value for money as measured by three-year program to a fourth year (for • waste and refuse disposal community members who benefit directly additional work) and the award of a second • drainage from the capital improvements and by the triennium on open tender to PPK. • power supply ATSIC administrative arm which funds the • internal roads program Special Management • priority housing • Support and improvement of community Methods • planning and community development management capabilities, generally by Database activities to support the sustainability of employing and training community locals PPK developed a comprehensive housing and infrastructure assets during the project database that handled both financial and constructed under the program. • Use of appropriate design and technology, project status information, and coordinated NAHS delivery arrangements have two suited to remote areas, that could be the two. Quality comprehensive input to the tiers of outsourced management: program maintained by low skilled locals where database was matched by quality output in manager and project managers. The possible status and financial reports. All field staff Aboriginal and Torres Strait Islander • Forward planning for recurrent had database access through their laptops Commission (ATSIC) engaged PPK management and maintenance of to current database information. A Environment & Infrastructure as program constructed assets by improving local password-protected internet site allowed manager for Western Australia, South skills during the project, and selected clients to keep up to date with Australia and Victoria, responsible for the coordinating other agencies. program information. effective delivery of the program on behalf The 27 funded communities were found Marked improvements in of ATSIC. Key roles of the program manager in locations ranging from the South delivery methods included: Australian central desert to the tropical • Project scoping and prioritizing north to suburban Perth, which all Delivery of housing and infrastructure communities most in need. presented varied climatic and unique in remote Aboriginal communities before • Oversighting project managers contracted isolation problems. The clients and other the NAHS program, was generally at community level. interested parties comprised the 27 uncoordinated across ATSIC regions and • Monitoring project scope and budgets. communities and their people, ATSIC resulted in poor design, poor • Facilitating forward planning of recurrent administration, ATSIC commissioners, local construction and poor value for money. management and maintenance of councils, corporations, project managers As program manager, PPK has constructed assets. and government agencies. coordinated expenditure across each PPK not only successfully managed the state, to focus on communities most in Project Success Factors diversity of the project, it managed need. Regular reporting has provided The success of this program cannot be conflicting priorities. The urge for the extensive information for measuring judged by the usual standards of project cheapest and quickest house was tempered success and lessons learned have been management. 'On time and within budget', by the higher aim of community need for passed onto ATSIC. though important, were not the prime sustainable solutions that could be PPK participated in reviews with ATSIC consideration for the client. The brief stated managed and maintained by the community. and other program managers to refine and that the Program Manager role will require: develop the program management method • Demonstrated abilities to effectively Communication of delivering a statewide program of communicate and negotiate with techniques projects. The success of the PPK managed Indigenous communities Effective communication was arguably programs is testimony to the success of the • A strong commitment to liaise with the the fundamental requirement for the program management philosophy and the elected arm of ATSIC and relevant delivery of the NAHS program. PPK methods developed to manage and control stakeholders at state, territory and local employed consultation specialists, regular those programs.
24 EXCELLENCE IN PROJECT MANAGEMENT 2002 SA AWARDS NIGHT
John Bailey for State Winner PPK Environment & Greg Rice of High Commendations winner ElectraNet Infrastructure with Peter Lewis. SA with Peter Lewis.
Christina Coleiro, student winner, with Prof Doug MC Michael Head judge Prof Doug Larden (left) and Chapter President Robin Schriebs. Keelan. David Farwell. Larden, UniSA.
TAS AWARDS NIGHT
Gold sponsor, MC and Tasmanian Chapter president. Silver Sponsor representatives with Chapter president.
Bronze sponsor with Tasmanian Chapter Secretary. Corporate table, Matrix Management Group.
EXCELLENCE IN PROJECT MANAGEMENT 2002 25 WINNER TASMANIA Hydro Tasmania: Woolnorth Wind Farm – Stage 1
rom modest beginnings in 1914, Hydro be assessed by Environment for Success Factors Tasmania has grown to become an construction of Stage Australia, there were Success may be measured from many Fimportant and integral part of Tasmania many public stakeholder issues to be aspects of the project. From the point of with a workforce of over 650 and custody addressed. These included proving view of the client, the success of the of 50 large dams, 27 hydro stations, one economic viability for the State; providing a Woolnorth Wind farm project may be thermal and two diesel power stations and return to stakeholders and the community; measured by the following factors: now a wind farm, Hydro Tasmania is and dealing with local community groups · The project was completed within Australia's pre-eminent generator of who may have been opposed to the budget and within schedule. electricity from renewable energy sources, development. Strong management of the · The project team managed many contributing over 60 percent of Australia's many complexities and sensitivities potentially controversial, environmentally renewable energy. associated with the project was required. sensitive issues successfully, to facilitate Throughout the past 88 years Hydro Notwithstanding, statutory approvals were building of the first wind farm on mainland Tasmania has been concerned with obtained from the required three Tasmania. engineering excellence - developing and authorities. These were Circular Head · Although some facets of the project constructing clean, renewable hydro Council (local), Department of Primary were technically challenging, the team were developments, with an intense focus in the Industries Water (State) and the able to bring in international expertise to past 6 years on Wind Development Projects. Environment and Commonwealth, complement their own. The strength of the In order to maintain its predominant Environment Australia (Federal). These relationship between external consultants position within the market as well as to permits granted approval, under specific and existing team members is testament to excel to its vision of becoming Tasmania's conditions, for the overall development of a the project's success. World Renowned Renewable Energy 79-turbine 138-megawatt wind farm. This The long-term relationships developed Business Hydro Tasmania has had to mature also included the necessary transmission with many of the local stakeholders will as a company. Over the past 4 years an lines and civil infrastructure works, to be stand Hydro Tasmania in good stead for the intense focus has been aimed at improving constructed at Woolnorth near Smithton. whole generating life of the project. the companies Project Management The transmission line, civil and electrical Hydro Tasmania's reputation as a good Procedures and Practices. corporate citizen has been The North West tip of Tasmania enhanced by the way this project sits squarely in the path of the was delivered. This success can Roaring 40s - prevailing westerly only be achieved by a strong winds that circle the earth's high application of Project Management southern latitudes. After a number techniques. of years of measuring the wind Since Commissioning, Turbine characteristics to establish the AB has been running at full quality of the wind resource on two generating capacity of 1.7 SMW areas of land in particular, the site within the appropriate protection was identified as a prime candidate and control constraints. The for a large wind farm. Hydro protection and control systems Tasmania negotiated the purchased have demonstrated full functionality of these two parcels of land with a with blades feathering to a neutral view to developing that wind farm. Winning project team from Hydro Tasmania. position during high wind velocities There were many complexities exceeding the safe load limitations. and issues to be addressed in order to make the project a success. Some of construction works were subject to a Special management these issues required long and complex rigorous pre-qualification and tender methods negotiations including community process culminating in construction Hydro Tasmania holds a positive consultations and stakeholder involvement, commencing on site on 1st November 2001. reputation as a concerned and responsible statutory approval processes and An international turbine selection and corporate citizen. It was important that this environmental approvals. One of the procurement process ran in parallel with the reputation be protected and strengthened interesting and more complex latter stages of the permit approval process. by a structured and professional approach environmental issues included studies into This saw Hydro Tasmania purchase from to the complete management of this project. the habitat and flight path of the Orange Vestas International 79, V66 turbines, which Given that a diverse range of stakeholder Bellied-Parrot, an endangered species living have a generating capacity of 1.75 megawatts groups with widely differing views was in the area of the proposed wind farm site. each. The first turbine to be erected involved, a sensitive yet robust approach to As this was the first wind farm to be (Turbine AB) formed Stage 1 of the wind community consultation and stakeholder established in Tasmania, challenging farm as part of the overall development of a management was critical to the success of environment and the first wind project to much larger wind farm on the West Coast. the project.
26 EXCELLENCE IN PROJECT MANAGEMENT 2002 VICTORIA WINNER TCS Management and Dept Natural Resources & Environment: Land Titles Automation Project
he TAP Project was conceived from the significantly enhance the delivery of land interoperable was key to the projects Department’s recognition of a large and titles registration services by: seamless launch. Tcomplex, distinct Program of activity in • Assisting Land Victoria in achieving its While the major contracted vendors converting the 3.8 Million paper based objectives of providing an authoritative, provided for the delivery of the major Land titles in the State of Victoria. TAP was comprehensive and easily accessible systems Integration of a wide variety of the transformation of a substantial building system of land information; process activities was critical to project holding canvas bags of titles into an • Maintaining an electronic security copy of success. automated serving of electronic titles that all land titles; The "Register" is legislatively guaranteed. were captured and computerised for ease • Allowing immediate and remote access to i.e. the Land Registry is liable for any loss of stakeholder use. Furthermore, as land land titles; suffered as a result of errors in the data. transactions evolved over time, a series of • Providing a platform for electronic Thus it was determined that this was a some 13 million "instruments" could be conveyancing; and critical success factor where accuracy was attributed variously to the 3.8 Million titles. • Significantly reducing the time taken to paramount. These "instruments" were essentially the process land titles transactions, as At launch, 99.6% accuracy was achieved records of land changes and transactions. outlined in the table 1. and processes were put in place to expedite This project was essentially capturing and the discovery and rectification of errors. computerisation of the evolution and Project success factors division of land in Victoria. Given the In addition to Time, Cost and Scope as Cultural and work multitude of stakeholder groups that rely on success factors, there were a number of practice changes Land Registry on a day to day basis and the specific and unique factors that were the The Land Registry has been using the businesses reliant on it's effectiveness and primary indicators of the success of the same model for land transactions for the timeliness of title presentation, there was project. past 130 years. Significant changes to substantial added complexity in that while The size of the tasks and the processing activities occurred with the titles were being imaged and captured preparations required to support the 2- introduction of Legacy systems. The new Title stakeholders required concurrent access to week go-live process meant that careful system was to result in further major these documents. Furthermore the size and planning was required to ensure all changes in the way staff performed their format of titles dating back to the beginning activities were in place. The Victorian roles, and the manner in which stakeholders of the Land Office had altered over 150 economy is critically dependent on the and customers interacted with the Land years adding to the complexity in that smooth running of the Land Registry .The Registry. To facilitate this change in work scanning and capture process. effects of state-wide industrial action meant style, large portions of the workforce were In 1994, the department of Premier and that the initial schedule would not be heavily involved in the development of the Cabinet recommended Automation of new system, this was done to gain early the Titles Register. After an unsuccessful Table 1: Reductions in processing times for acceptance of the incoming systems. bid to attract private sector funding, land titles transactions Although an accommodation shift approval was obtained in 1997 from the Transaction: Pre TAP Automated was not anticipated at the time of Treasurer for the automation of all land commencement of the project, it Computerised Titles 1 hour Less than 2 seconds titles (known as the Titles Automation became necessary for a number of Project or "TAP") with initial funding of Paper Titles 24 hours not applicable external reasons to relocate the up to $62 million and the final funding Instruments 24 hours 1-10 seconds operations of the Land Registry to new allocation to be determined once premises. The Accommodation shift tenders were received. was scheduled for strategic and other possible and thus the alternative of the 2- logistic reasons to coincide with the Overview of the project week period over Christmas 2001, introduction of the new system. The Titles Automation Project (TAP) was commencing on December 20 was selected. Although the accommodation shift and a major government initiative aimed at Integration Management of the stages of new Standard Operating Environment were introducing new and improved business work were deemed the projects 'critical not within the scope of the project, the processes and systems to facilitate the success factor' in the initial scope project managed an integrated time line of automation of land titles operations. The document. The ability to have the some 3,500 tasks that extended well beyond implementation of TAP is expected to Conversion and VOTS project silos the items within the scope of the project.
EXCELLENCE IN PROJECT MANAGEMENT 2002 27 WINNER WA Water Corporation – WA: Stirling-Harvey Redevelopment Scheme
estern Australia is one of the driest project, the detailed design and and environmental stakeholders. States on one of the driest continents environmental reviews had to begin While all projects require management Win the world. Its Water Corporation is, simultaneously. This helped reduce the processes, this one demanded concurrent of necessity, one of the world's more project from a five-year to four-year processes for a wide range of issues within remarkable. timeframe. a very narrow timeframe. These included: The Corporation is responsible for The Project Manager's roles continued • Pipe route selection and supply logistics. providing world class water, wastewater and through design, acquisition, hand over and • Stakeholder consultation. drainage services to more than 1.7 million close out. Asset management planning will • Research and development. customers throughout Western Australia, continue until financial completion, when • Staging of the works. including the burgeoning capital city of all defect liability periods have closed and • 49 demanding environmental conditions. Perth and hundreds of towns and retention monies and bank guarantees are Originally planned for 2012, the project communities spread over 2.5 million returned. was brought forward 14 years and square kilometres. implemented within a four-year instead of The Water Corporation enjoys an excellent the original five-year timeframe. performance record, benchmarked against Following a significant decline in run-off into world standards, and we use our 100 years Perth 's dams, and in the face of continuing of commercial and technical expertise to water restrictions, a key performance criterion provide the most cost effective business set for the Project Director in October 1998 solutions for our customers. was that water be delivered by October 2001. The large number of issues and impacts Water arrived in Perth in May 2001 - five created by this project, and the need to months ahead of schedule. drive the massive program of works, led to the creation of a new, Surface Water Project success factors Branch' within the Water Corporation's The management challenge Engineering and Contracts Division. The he Stirling-Rarvey Redevelopment project team was based in a separate wing Scheme (SRRS) is an integrated water of the Corporation's building, with its own supply system that transfers water from the identity. Stirling Dam along a 106km pipeline to the Within the Corporation, business units Tamworth Hill Reservoir. operate as 'informal consultancies'. For The objective was to boost water supply example, Drilling Consultancy, within the for the South West, Perth and the Goldfields Engineering and Technical Services Branch, The winning team: Water by more than ten per cent, while also managed the drilling, casing and sampling Corporations – WA’s David supplying high quality drinking water for for the geo-technical investigation at the Swallow, Penny Walsh, Peter the town of Harvey and improved security Harvey Dam site. This unit is recognised by Moore, Warwick Dart, Michelle of water for irrigators in the region. the national and international drilling Rhodes and John Longley. Some of the aspects that required industry for its extensive technical skills particular attention in relation to overall and expertise. Summary of project project management were: Gutteridge Haskins and Davey (GHD) This was a mammoth project aimed at • Accuracy of time and cost forecasts. was appointed as the main consulting boosting Perth's water supply by ten per • Planned and carefully executed engineers for the project, and engineers cent. The $275m project incorporates: communications with a large number of from all relevant disciplines joined the • A new dam at Harvey. diverse stakeholders. project team. • A major upgrade for Stirling Dam. • Careful management of scope to achieve a The Project Manager's roles and • A pumping station at Tamworth Hill sign-off satisfactory to all stakeholders. responsibilities involved moulding all these Reservoir (south east of Rockingham). • Teamwork and partnering to create and players into a team, while balancing many • A 106km Trunk Main from Stirling Dam sustain a pro active and innovative competing demands including: to Tamworth Hill. environment. • Scope, time, cost, quality and risk • Two chemical dosing plants -one at • A procurement process that ranked management. Harvey and one at Tamworth Hill. 'demonstrated ability to perform as part • Stakeholders with differing needs and • A pumping station at Harris Dam and of a team' higher than cost. expectations. associated 15km pump-back main to • The management of diverse aspects • Meeting expected and unexpected augment the Stirling Reservoir supply. concurrently. requirements. One of the distinguishing features of this • Addressing complex environmental, By the time the project components project is the substantial management social and geophysical elements. came to the Surface Water Branch, processes required to deliver it on time, • Strong risk management. significant planning work had already been under budget, with almost 100 per cent The Water Corporation's vision is: carried out by the Corporation's Australian content, and with the "Sustainable management of water Infrastructure Planning Branch. endorsement of land owners, the services to make Western Australia a great Because of the critical urgency of the community (including Aboriginal groups) place to live and invest." 28 EXCELLENCE IN PROJECT MANAGEMENT 2002 WA AWARDS NIGHT
WA runners up (Transfield, Worley, Runners up (Main Roads): Mike Winner with the judges: Greg JP Kenny): Standing, Debbie Dow, Sommerville-Brown, Miranda Martin (chair), Jim Lyon, Peter Roy Thompson, Jakob Sedie, Nikolich, Laurie Spagnolo, Leo Moore for winner, Water Andrew Fielding. Sitting, Silvana Coci, Phil Ladner and Graeme Corporation, Fran Pesich and Ferrario. In front, Gary McWiggan Nicholls. Soliman Allam. and Bob Rowland.
Right; Wayne Bizzaco, Gold Sponsor.
Left: Leigh Thomson, president WA.
VICTORIA AWARDS NIGHT
SKM award. Winners Group
Prize Table Judges table
EXCELLENCE IN PROJECT MANAGEMENT 2002 29 SPONSORS 2003
Project Management Achievement Awards Sponsorship 2003
he Project Management Achievement awards' ceremony. for all entrants plus winner's certificate Awards are an excellent opportunity for •Gold sponsor's name and logo on trophy. and any high commendation recipients). Tyou to associate your organisation with •Gold sponsor's name & logo on all •Silver sponsor's logo to appear on all the program that honours and recognises certificates (certificates of appreciation static pages of audio-visual excellence in project management. Our for all entrants plus winner's certificate presentation. 2002 sponsors are featured on page 6 and and any high commendation recipients). •Silver sponsor's logo on AIPM website in 7 of this book and on the AIPM website at •Gold sponsor's logo to appear on all static PMAA section for 12 months following http://www.aipm.com.au/html/sponsors_20 pages of audio-visual presentation. awards ceremony. 02.cfm . We thank them for their support of •Gold sponsor's logo on AIPM website in •Silver sponsor's logo to appear on the awards program, the AIPM, and of PMAA section for 12 months following invitations, tickets and table menus. project management. awards ceremony. •Opportunity to feature in 2001 Sponsorship opportunities for the 2002 •Link from the AIPM website to gold commemorative book. awards program are available at both sponsor's website for 12 months. •Feature in March 2003 issue of the AIPM state/territory and national levels. Details •Gold sponsor's logo to appear on quarterly journal Australian Project of sponsorship packages are available from invitations, tickets and table menus. Manager. your Chapter PMAA Project Manager, AIPM •Opportunity to provide merchandising •Complimentary tickets for five people to National Office, or the AIPM website at material on all tables. attend the awards dinner. http://www.aipm.com.au/html/pmaa_spons •Opportunity to feature in 2002 •Framed certificate of appreciation orship.cfm commemorative book. presented on stage. The 2002 awards program attracted •Feature in March 2003 issue of the AIPM •Mention in the PMM 2003 sponsorship excellent coverage from the media quarterly journal Australian Project brochure. including The Australian, The Sydney Manager. Morning Herald, Australian Financial •Corporate table at awards dinner (10 BRONZE Review The Age, Canberra Time, Computer people). •.Acknowledgement of bronze sponsor World and CFO magazine. •Framed certificates of appreciation throughout the awards ceremony. We invite your participation in the 2003 presented on stage. •Bronze sponsor's name & logo on all awards program to be held in each state •Photographs taken of gold sponsor with certificates (certificates of appreciation and territory during August and September winner and any dignitaries present. for all entrants plus winner's certificate 2003. Sponsorship opportunities also exist •Group photograph taken of gold sponsor's and any high commendation recipients). for the National Awards ceremony to be table. •Bronze sponsor's logo to appear on all held on Monday 27th October 2003, in •Photographs featured on the AIPM website static pages of audio-visual presentation. conjunction with the AIPM national for 12 months following awards ceremony. •Bronze sponsor's logo on AIPM website in conference. •Mention in the PMAA 2003 sponsorship PMAA section for 12 months following The cost of sponsorship varies in each brochure. awards ceremony. Bronze sponsor's logo Chapter, so please contact your Chapter •(Only one gold sponsorship is available in to appear on invitations, tickets and table PMAA Project Manager or National Office Each State/ Territory/ National.) menus. for sponsorship levels in your Chapter. •Opportunity to feature in 2002 SILVER commemorative book. GOLD •Acknowledgment of silver sponsorship •Feature in March 2003 issue of the AIPM •Acknowledgement of gold sponsor throughout the awards ceremony. quarterly journal Australian Project throughout the awards ceremony. •Opportunity for silver sponsor's Manager. •The opportunity for gold sponsor's representative to welcome/guests at pre- •Complimentary tickets for two people to representative to deliver a 10 minute dinner cocktail session. attend awards dinner. speech. •Silver sponsor's signage at entrance to •Framed certificate of appreciation •Gold sponsor's banner on stage with AIPM awards ceremony. presented on stage. banners. •Silver sponsor's name & logo on all •Mention in the PMAA 2003 sponsorship •Gold sponsor's signage at entrance to certificates (certificates of appreciation brochure.
30 EXCELLENCE IN PROJECT MANAGEMENT 2002 SPONSORS 2003
Sponsorship application form company name address
state postcode contact telephone facsimile email
SPONSORSHIP CATEGORY gold sponsor silver sponsor bronze sponsor signed date
PAYMENT DETAILS Pay online at htttp://www.aipm.com.au/html/renewal.cfm Direct credit to bank account, NAB BSB 082-299, Account #68148-7298 (please fax confirmation to 02-9252 7077) Visa Mastercard Bankcard Amex Diners cardholder’s name card number expiry / signature amount $
Cheque made payable to the AIPM.
Note: please send an electronic version of your logo to the PMAA Project Manager as soon as your sponsorship has been confirmed. Please fax or send this form to the PMAA Project Manager in your state or territory. Applications for sponsorship of the National awards should be sent to: Australian Institute of Project Management Level 9, 139 Macquarie Street, Sydney NSW 2000 Telephone: (02) 9252 7277 Fax: (02) 9252 7077 Email: [email protected]
EXCELLENCE IN PROJECT MANAGEMENT 2002 31 AWARDS 2003 Nominate for Project Management Achievements CONTACTS: PMAA PROJECT MANAGERS Awards 2003 National Leigh Cunningham Level 9, 139 Macquarie Street Sydney NSW 2000 Ph: 02-9252 7277 Fax: 02-9252 7077 IPM has established an awards application of project management. Email: [email protected] program that recognises and honours The judges may also nominate projects ACT Aexamples of exemplary project for special recognition that, for example, Peter Dechaineux management. make an outstanding contribution to the 91 Strickland Crescent community. " Deakin ACT 2600 Ph: 02-6281 5917 ELIGIBILITY Fax: 02-6281 0506 Email: [email protected] Projects with an Australian affiliation, NATIONAL COMPETITION NSW of all types and sizes, from anywhere in Winners of each Chapter competition Lesley Bentley, the world are encouraged to participate. are considered for the National Award Timmins Stewart, A project does not have to be a multi- which is announced at an awards 81½ George Street million dollar and/or large project to ceremony to be held Monday 13th SYDNEY NSW 2000 Ph: 02-9252 3976 demonstrate excellence in project October 2003 at Alice Springs, in Fax: 02-9241 5354 management. AIPM affiliation is not a conjunction with the AIPM 2003 National Email: [email protected] prerequisite. The project should, conference. QLD however, have effectively applied project Alan Tupicoff management principles, be recent and PO Box 10397 GENERAL TERMS AND Adelaide Street QLD 4000 essentially completed. Projects that are CONDITIONS Ph: 07-3224 6026 completed as part of a larger project that Fax: 07-3224 2681 is not completed at the time of Each submission must acknowledge Email: [email protected] nomination and which had been accepted the following conditions: by the customer prior to nomination are • conformance with the Submissions VIC Guidelines Paul Dynan also eligible. PO Box 436 Although the project itself can be • all necessary clearances, releases and Collins Street West located anywhere in the world and may permissions required for public release Melbourne VIC 8007 of all submitted materials must be Ph: 03-9640 8116 involve the private and public sector, the Email: [email protected] project manager and/or team directly obtained by the nominee including liaison with the media SA responsible for the project must be based Paul Murray within the Chapter to which the • all expenses relating to the nomination Level 4, 111 Gawler Place nomination is submitted. are the responsibility of the nominee Adelaide SA 5000 • all submissions become the property of Ph: 08-8221 5151, Fax: 08-8231 4239 http://www.aipm.com.au/html/paul_murray.cfm CHAPTER COMPETITION the AIPM and will not be returned to Submissions must be prepared in the nominees. WA David Swallow c/- Water Corporation, accordance with the PMAA Submissions For a copy of the Submissions 639 Newcastle Street Guidelines and received by the Chapter Guidelines, please contact the PMAA Leederville WA 6007 PMAA Project Manager in the respective contacts or visit our website at Ph: 08-9420 2127 Fax: 08-9420 3388 State/Territory Chapter offices by 4:00pm, www.aipm.com.au. Email: [email protected] 1 July 2003. TAS The winner(s) will be declared at an Maria Skillern awards ceremony held in each State/ GPO Box 38 Territory before October 2003. Only one Hobart TAS 7001 Project of the Year award is made in each Ph: 03-6233 2480 Fax: 03-6233 2678 Email: [email protected] Chapter. However, High Commendations may be awarded at the discretion of the NT Richard Exley, 50 Legune Avenue, judges for projects of significant merit LEANYER NT 0812 and/or which display innovation in the Email: [email protected]
32 EXCELLENCE IN PROJECT MANAGEMENT 2002