Australian Institute of Project Management AIPM Message from the president of the PMAA AIPM PROJECT MANAGEMENT ACHIEVEMENT AWARDS
Australian Institute of Project Management Level 9 139 Macquarie Street Sydney NSW 2000 Phone: (02) 8288 8700 Fax: (02) 8288 8711 Email: [email protected] www.aipm.com.au elcome to this, the fifth Commemorative Book for the Project Management Banksia Media Group Pty Ltd Achievement Awards (PMAA). The awards seek to recognise those project managers PO Box 230 Wand their project teams, at both the state and national levels, which excel in Wahroonga NSW 2076 delivering projects in a consistent and professional manner. They help highlight those Phone: (02) 9487 1188 projects that were managed in accordance with the nine elements of project management. Fax: (02) 9487 4441 This year saw an unprecedented number of submissions from around the country and Email: [email protected] from a cross section of industries. Feedback from judges showed that not only were submissions of the highest quality ever, but selecting the winners over the other submissions was a very challenging task. The re-structure of the submission guidelines and the judging guidelines which took © This publication is copyright, no part of it place last year which placed a greater emphasis on the management of the project, may be reproduced, stored in a retrieval rather than the project itself was well received. This ensured that the judges are only system or transmitted in any form or by any looking at the ability of the team to manage the project rather than how technically means, including electronic, mechanical, complex the project was. This coupled with the introduction of the six different photocopying, recording or otherwise without categories for submissions, and allowing projects to be submitted for up to three the permission of The Australian Institute of different categories, provided greater opportunity of receiving an award and ensured that Project Management or the publisher. projects are judged against ‘like’ projects. Individual Project Management Achievement Awards were introduced in 2004 to recognise and honour outstanding individual achievements in project management at the Disclaimer. Readers are advised that The three levels of project director, project manager and team member. Australian Institute of Project Management or Our student awards program which was established to recognise and honour the publisher cannot be held responsible for outstanding achievements by students enrolled in project management related courses, the accuracy of statements made in and their contribution to the profession of project management continued successfully advertising and editorial, nor the quality of through its second year with great interest from many academic institutions. the goods or services advertised. Opinions Congratulations to the winners and high commendation recipients in all states. In expressed throughout this publication are the particular congratulations to AXA Australia winner of this year’s National award and to contributors own and do not necessarily Suncorp for the National High Commendation. reflect the views or policy of The Australian Congratulations also to out first IPMAA winner, Merja Keppo, NSW Department of Institute of Project Management nor the Commerce, and to John Townsend student award winner and Joyce Adu our student medal winner. publisher. While every reasonable effort has I commend the Commemorative Book to you. All projects in it are testament to the been taken to ensure the accuracy of the fact that successful implementation of project management techniques leads to successful information contained in this publication, the project delivery. I invite you to show case the success of your projects and demonstrate publisher takes no responsibility for those the rigour of your procedures and methodologies by putting put forward a submission relying on the information. The publisher for the 2005 Project Management Achievement Awards. disclaims all responsibility for all loss and damage suffered by readers or third parties in connection with the information contained in this publication. Dr Neveen Moussa National President
EXCELLENCE IN PROJECT MANAGEMENT 2004 1 AIPM Promoting and progressing the profession of project management
The AIPM has he Australian Institute of Project Management is year. The Institute now has in excess of 5,000 played a the peak body representing and promoting the members from a diverse range of industries, Tprofession of project management in Australia including IT, infrastructure and transport, pivotal role for and in the Asia-Pacific region. It is the only national environment, building and construction, almost 30 project management institute in Australia with telecommunications, banking and finance, local Chapters in each state and territory. government and utilities. years in The AIPM has played a pivotal role over the past Our goals are to: progressing 25 years progressing the profession of project • Increase the awareness of project management as a management. The Project Management Achievement profession the profession Awards are an excellent forum for continuing this • Progress the globalisation of project management of project role by recognizing excellence in project • Recognise excellence in project management management. • Promote continuing professional development for management Over the past three years the AIPM has seen its project managers in Australia. membership grow by more than 10 per cent each • Promote competency-based certification of project managers • Improve the professionalism, skills and knowledge of project managers To facilitate these goals, the AIPM provides a number of services for members including: • The Registered Project Manager (RegPM) certification program • The Project Managed Organisation (PMO) Accreditation program • The Project Management Achievement Awards • Interest Groups – a public conferencing facility on our website for industry-specific discussions between members to facilitate the sharing of information, ideas and experiences. • Chapters in each state and territory conduct monthly functions for continuing professional development and networking opportunities. • Information Resource Centre (IRC) managed by a full-time IRC Manager with access to an excellent collection of Australian and international publications, articles, case studies and conference papers on project management. • Quarterly journal The Australian Project Manager • Annual conference • Affiliations with other international project management institutes. • A dynamic, interactive and increasingly popular website at www.aipm.com.au
2 EXCELLENCE IN PROJECT MANAGEMENT 2004 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 2004 Summary of Awards 10
National awards
National Winner AXA Australia 11
Chapter awards
Australian Capital Territory 12-13 New South Wales 14-16 Queensland 17-19 South Australia 20-22 Cover Tasmania 23-25 Victoria 26-27 Western Australia 28-29 GHD submitted the following project in the 2004 Project Management Achievement Awards. GHD carried out a 2005 awards condition audit on 108 of Telstra’s national network properties. CSIRO used the 2005 sponsorship details 30 data that was collected for 2005 sponsorship application form 31 mathematical modelling, Nomination details for 2005 awards 32 which formed the basis of a report addressing capital investment and risk analysis in the properties was delivered to Telstra.
EXCELLENCE IN PROJECT MANAGEMENT 2004 3 NATIONAL Project Management Achievement Awards (PMAA)
he 2004 Project Management Achievement Eligibility Awards followed on from successful Projects with an Australian affiliation, of all Tprograms in 2002 and 2003. The National types and sizes, from anywhere in the world winner and all state and territory winners and are encouraged to participate. A project does High Commendations are featured in this not have to be a multi-million dollar or large Commemorative Book. project to be successful. Projects which have The national winner for 2004 was effectively applied project management announced at a gala awards ceremony held in principles, are recent and essentially Perth on Monday 11th October. The winner for completed are eligible for entry. Projects that 2004 was AXA Australia. are completed as part of a larger project that Congratulations are extended to the state is not completed at the time of nomination and and territory winners and to all entrants in this which has been accepted by the customer year’s award program. The number of entrants prior to nomination are also eligible. has doubled since the inaugural national Although the project itself can be located awards program in 2000 and we expect anywhere in the world and may involve the competition to increase further in 2005. public or private sector, the project manager Submissions in 2004 were varied and and/or project team directly responsible for included environmental projects, the project must be based within the Chapter infrastructure projects, IT, business projects, where the project is submitted. telecommunications, construction and Projects which do not have a particular education. This attests to the transferability of connection with a Chapter may be entered project management principles and skills – in into the ‘at large’ competition. Projects no other profession do you have inter-industry which have a connection with multiple competition with IT project mangers for Chapters may also be entered directly to the example, pitting their skills against project ‘at large’ competition. managers from an infrastructure project or Submissions must be received by the environmental project. Chapter PMAA Project Manager by 4:00pm on This adds an exciting dimension for judges and sets the PMAA awards program apart from 17 June 2005. other industry awards. Only one winner is awarded with the overall There is no doubt that Australia produces Project of the Year award, however judges may world-class project mangers. The awards award one or more High Commendations, or program recognises their achievements other special recognition awards. Winners of which contribute to the overall development each of the state and territory awards of project management in our region. programs and any ‘at-large’ submissions will be entered in the national program with the Benefits national Project of the Year award winner to To receive recognition in the form of an be announced at a gala ceremony to be held in award from the peak body for project conjunction with the national conference in management significantly enhances the October 2005. position of the winner within a Please contact your Chapter PMAA Project competitive market place. Indirectly, all Manager (details on page 32 of this Book), project managers benefit from the the AIPM National Office or the AIPM winners’ achievements – by further website www.aipm.com.au for a copy raising the awareness of the profession of of the submission guidelines and conditions project management. of entry.
4 EXCELLENCE IN PROJECT MANAGEMENT 2004 AWARDS
Proceedings get underway... Vanessa Weaver and Phil Nash (centre) from AXA Australia with the National PMAA Award.
AIPM National Executive and National Presidents. Dr Neveen Moussa and friends.
Above: Enjoying the night. Above centre: Paul Gleeson from Suncorp AXA Australia. receives the High Commendation from Dr Neveen Moussa, AIPM President.
Enjoying the night. Enjoying the night.
The combined winners of the 2004 Golf Trophy: Colin Enjoying the night. McCall-Peat, Mark Oliver, Ray Abe, Stuart Hughson and Ron Petrusma.
EXCELLENCE IN PROJECT MANAGEMENT 2004 5 SPONSORS Award sponsors 2004 Bronze Transfield Worley Services Student Award Bronze blueVisions Clexan-Peak Personnel Contact: Jill Arkell Email: [email protected] VIC Telephone: 02 9460 2222 Website: www.clexanpeak.com.au Silver BlueVisions is a thought and service leader in Clexan-Peak Personnel is an Australian owned the delivery of program and project manage- company, operating since 1993 and has proven Minter Ellison ment. We drive our clients’ success through a its ability to meet the needs of the Public and Contact: Private sectors by providing timely, cost- effec- range of Strategic, Project and Technology serv- Phillip Greenham, Partner 03 8608 2655 ices combining intuitive people management, tive and practical recruitment services. This Stewart Nankervis, Partner 03 8608 2092 unparalleled levels of transparency and leading company is recognised as a specialist provider edge methodologies and systems. We believe of Temporary and Permanent Professional, Eveline Strecker, Partner 03 8608 2953 leadership breeds leadership and sponsorship Engineering and Technical personnel. Clexan- Peter Wood, Partner 03 8608 2967 of the AIPM Student Awards is just one of the Peak Personnel holds the period contract for Matthew Osborne, Lawyer 03 8608 2144 ways blueVisions continues a trend of excel- the provision of Temporary Professional, To email these lawyers, use lence, driving innovation and performance in Technical and Industrial Staff awarded by the [email protected] NSW State Contracts Control Board (Contract the new global project driven environment. Our Construction, Engineering and 755). As a result, Clexan-Peak Personnel is Infrastructure (CE&I) team is the largest of any able to supply staff to all NSW Government Melbourne law firm, comprising 4 partners and Departments and Agencies, as well as Federal NSW over 20 lawyers. The Melbourne team is part of and Local Government Departments. Gold the Asia Pacific practice, consisting of over 100 lawyers. This depth of resources enables us to Roads & Traffic Bronze offer a comprehensive range of services, Authority backed by solid industry expertise. Department of Bronze Contact: Pat Kenny Commerce Telephone: 02 8814 2083 Contact: Francis D’Lima Email: [email protected] Telephone: 02 9372 8862 Website: www.rta.nsw.gov.au Email: [email protected] As one of its major responsibilities to the Eagle Imaging Service Government of NSW, the RTA delivers road Website: ww.commerce.nsw.gov.au infrastructure projects on highways and other The NSW Department of Commerce brings Bronze major roads across the State. Most construction together a comprehensive range of commercial works are undertaken by industry contracts services for government in property and public Planpower infrastructure. Services include State projects managed by RTA project and contract man- Contact: Ms Louise Milton (Sydney) and regional services including project, pro- agers. The RTA has a strong and mature project Telephone: 02 9251 5228 management culture with project managers in gram and contract management and independ- Sydney and Regional locations working with ent real estate valuation. Incorporates the for- Email: [email protected] clients and the community to achieve the best mer State Valuation Office. Contact: Sarina Pickering (Melbourne) outcomes for the people of NSW. WA Telephone: 03 8622 8722 Silver Email: sarina.pickering@ Silver planpower.com.au Website: www.planpower.com.au Water Planpower is a boutique, medium sized con- sulting firm with a niche in the business con- Enerserve sulting industry. We deliver business transfor- Corporation mation through our expertise in Project Contact: Ian Whitehurst Contact: David Swallow Management, Organisational and Process Telephone: 1800 804 678 Change. Our head office is in Melbourne and Email: [email protected] Telephone: 08 9420 2127 we operate two regions: one from Melbourne, the other from Sydney. Website: www.enerserve.com.au Email: david.swallow@ watercorporation.com.au Enerserve is the electrical engineering, consult- QLD ing and contracting business of EnergyAustralia. Website: www.watercorporation.com.au Our experience and expertise originate from The Water Corporation provides world class Gold almost 100 years of providing design, construc- water, wastewater and drainage services to Project Services – tion, maintenance and operation of one of the more than 1.7 million customers throughout largest electricity distribution networks in Western Australia, from the capital Perth to the Queensland Department of Australia. The size of our business and the hundreds of communities spread over 2.5 mil- Public Works skills and experience of our staff ensure that lion square kilometres. The Corporation enjoys Contact: Don Rivers we can rise to any new challenge presented by an excellent performance record, bench- a customer. marked against world standards. Telephone: 07 3224 5218
6 EXCELLENCE IN PROJECT MANAGEMENT 2004 SPONSORS
Email: don.rivers@ Bronze Bronze projectservices.qld.gov.au A commercialised business unit of the Brisbane City IPMG Queensland Department of Public Works. Council – (Major Leadership as the Queensland Government’s Infrastructure Projects) TAS expert adviser on all matters of building capital Gold works procurement and risk management; Bronze working collaboratively in partnership with Hydro Tasmania industry associations to set standards for indus- AQUA Project try performance. Innovation with the latest Contact: Jane Crosswell Consulting design technologies implemented by talented Telephone: 03 6230 5301 and creative professionals to deliver leading Contact: Brad Cowan Email: [email protected] edge solutions that have won more than 40 Telephone: 07 3851 4314 national and international design awards in Website: www.hydro.com.au recent years. Capability as the largest and most Email: brad.cowan@ Hydro Tasmania is Australia’s largest renewable comprehensive project management and build- aquaconsulting.com.au energy generator with 28 small to medium ing design consultancy in Queensland with over Website: www.aquaconsulting.com.au sized hydro electric power stations and a 130 625 staff across 19 professional disciplines AQUA Project Consulting is a “network” consul- megawatt wind farm under development. Hydro –supporting effective project integration and tancy that provides strategic Business and Tasmania also owns a large consulting business ‘value-for-money’ solutions. Project Management services to government and of engineers, scientists and technical specialists Silver private sector clients in the infrastructure and providing consulting services internationally. services industries. Our project management This business is principally focused on working Ergon Energy services include consulting, staff development with renewable energy and sustainable water and training. Our business philosophy articulat- management industries. ed in our Vision and Values is summed up by Silver the phrase. “Your success is our business” Bronze Tasmanian Government Silver Inter Agency Steering Capworks Management Committee Contact: Mitchell Knevett (Qld) Pty Ltd – A member GHD Services Pty Ltd of The Capworks Group Telephone: 03 6233 5011 Website: www.ghd.com.au Email: Mitchell.knevett@ Contact: Geoff Moore GHD is an international company providing dpac.tas.gov.au Tel: 07 3371 1401 leadership in management, engineering, envi- The Tasmanian State Government established Email: [email protected] ronmental, planning and design services with a the Inter Agency Steering Committee (IASC) in Specialising in the provision of high quality pro- commitment to balanced sustainable develop- 1998. The purpose of the IASC is to support the fessional services, Capworks Queensland under- ment. With over 2,300 staff, GHD is counted in efficient use of government resources and takes consultancies and provides project man- the world’s top 50 multidisciplinary consulting reduce the duplication in activities related to agement of planning, design, construction, com- groups. We operate in 25 countries in eGovernment, particularly where whole-of-gov- missioning and post occupancy reviews in both Australasia, the Middle East and South America. ernment projects and issues are involved and the public and private sectors. Capworks’ suc- The technical details of a project may vary, but encompassing policy principles where neces- cess and proven track record has been achieved there is always a need for completion on time, sary. The IASC aims at consistency of approach through its creative and innovative approach to within budget and performance to specification within government, provides high-level gover- the management and delivery of projects, its after commissioning. nance for projects, identifies whole-of-govern- client focus and ability to work with a multiplic- ment issues and activities and encourages col- ity of stakeholders. The value of projects laboration, innovation and flexibility across undertaken ranges from $5m to $515m. SA State Government Agencies. Silver Bronze Bronze SA Water Corporation Transend QLD Rail Contact: Milind Kumar Networks Contact: Ross Telephone: 08 8204 2104 Contact : McGuckin Email: milind.kumar@ Telephone: 1300 361 811 Phone: 07 3235 3390 sawater.com.au Email: [email protected] Email: [email protected] Website: www.sawater.com.au Transend Networks Pty Ltd owns and operates Web: www.iqr.com.au SA Water is an internationally recognised water the electricity transmission system in Tasmania. iQR, a specialist division of QR, provides com- utility wholly owned by the Government of Transend transmits electricity from 29 power plete rail solutions to the global market. From South Australia that provides water and waste- stations to substations around the State. The rail management systems through to major water services to about 1.4 million people. company owns 3500 circuit kilometres of infrastructure development, iQR has the experi- Incorporated in 1995, SA Water employs more transmission lines, 45 substations and eight ence and expertise to deliver a variety of inte- than 1100 people and can trace its history back switching stations.” grated products and services across the full to 1856. SA Water is charged with the responsi- life-cycle of rail projects and systems. bility of developing the South Australian water ACT iQR has successfully managed hundreds of industry – as well as owning, managing and Gold projects internationally as is regarded as a operating the State’s water supply and waste- ‘World’s Best Practice Rail Organisation’. water treatment systems. EDS
EXCELLENCE IN PROJECT MANAGEMENT 2004 7 JUDGES National judges
Peter single point of contact for Nortel services. Heinz Dechaineux He is accountable for: Customer Haselroither relationship management; Customer Peter Dechaineux Received Degree in advocacy into Nortel; End-to-end process joined the Royal Mechanical management; Project and Program Australian Navy in Engineering in Management; Issue/escalation management. 1953 and retired in Vienna in 1961 and He also contributes to the planning, 1993 with the rank after completing development and implementation of Nortel’s of Commodore. For compulsory Army Global Operations support strategies. most of the last service in Austria, Craig’s previous role at Nortel Networks twenty years of his naval career he was moved to Australia in 1963. was to manage the Asiapac Project Office. engaged in major capital equipment For the next twenty years he held various He was responsible for leading management roles. He was appointed as a engineering and project management improvements in the consistency and Member of the Order of Australia for his positions in the timber and mining industry quality of Nortel’s Project Management work as Project Director for the Navy’s throughout Australia. services. These efforts were instrumental in Inshore Minehunter Project between 1981 From 1984 to 2001 he held the position attaining Nortel’s PMO award in May, 2003. and 1985. From 1986 to 1991, he was of Manager Contract for Lurgi (Australia) Director General of Naval Production, and Stuart Pty Ltd and with the aid of up to 12 Project as such was responsible for the oversight Hughson Managers was responsible for execution of and direction of Navy’s shipbuilding all Lurgi’s contracts which included the Stuart Hughson is projects. construction of major chemical, employed as a His principal areas of interest include: environmental, metallurgical and Project manager • project management concepts, strategies petrochemical plants in Australia and New with Hydro and organisation; Zealand with a current day value in excess Tasmania. Hydro • project management competencies; and of A$2.0 billion. Tasmania is an • tender evaluation strategies and In October 2001 Lurgi (Australia) Pty Ltd electricity procedures. was taken over by Outokumpu and he was generation utility. Stuart’s main role is In 1987, Peter founded the ACT Chapter of appointed Operations Manager for management of civil engineering projects the Project Managers’ Forum and was the Outokumpu Technology Australasia Pty Ltd including major maintenance and National President of the Australian Institute of with responsibility for all project execution upgrades of tunnels, penstocks and dams. Project Management from 1991 to 1993. He and engineering. Prior to this Stuart worked with Sinclair was the co-author of the National Competency In July 2004, after 25 years of service, Knight Merz (SKM) for 8 years. His largest Standards for Project Management and was retired from full time employment. project during his time with SKM was the the ACT Project Manager for the Project Currently he is providing services through a Management Achievement Awards program for Southern Tasmanian Long Term Road private consulting company HASCON. several years. Maintenance contract with the Department He is a “Fellow” of the AIPM, registered Peter Dechaineux is now a Life Fellow of of Infrastructure, Energy & Resources and as “Master Project Director’ by the AIPM the AIPM. CSR Emoleum. The main activities under and currently is the Immediate Past Stuart’s control on this contract were: President of the Victorian Chapter of Craig Lewis • Client liaison Management and Contract the AIPM. Craig Lewis, Customer Operations Leader - Administration of sub-contractors Nortel Networks. Craig has qualifications in • Overseeing all asset management Civil Engineering, Project Management, and programs Business Administration. His 14 years in • Budget control project management has included • Public and Local Government liaison assignments in England, Japan, India and Stuart was the main force behind the PRC covering telecommunications, water establishment of the Tasmanian Chapter of supply, and roads and transport projects for AIPM, which was officially launched by the both government and private enterprise. Hon Paul Lennon MHA, Deputy Premier of As Ops Leader, Craig is the first and Tasmania, in January 2002.
8 EXCELLENCE IN PROJECT MANAGEMENT 2004 JUDGES State and territory judges
SA NT VIC David Farwell, John Emslie, Professor Chandra Bhuta , Managing Director, Lecturer in Project Management, Victoria University Panurgem Pty Ltd Charles Darwin University Paul Steinfort , Judith Carr, Paul Towers, Paul Steinfort & Associates Director Project Services, Immediate Past President, Robert Robson , Department for Administrative & Engineers Australia (NT Division) Arup information Services NSW Kenn Dolan, TAS Diane Dromgold, Managing Director, Gordon Clarke, 20/99 Walker Street, FMPS Pty Ltd Job Manager and Senior North Sydney, NSW 2060 Electrical Engineer, Steve Beaty, David Issa, GHD Managing Director, Chief Information Officer, IPMG (SA) Pty Ltd Liz Marchant, IAG Project Manager, WA John Maher, Department of Premier and Cabinet David Baccarini, L13, 60 Valentine St, David Bradshaw, WA President Parramatta, NSW 2150 President, Australian Computer Phil Harlow, Graham Miller, Society Tasmania Former WA President Blacktown Campus Building Professor Frank Bullen, Gervase Haimes , U2, School Property Planning & Head of School of Engineering, WA PMAA Project Manager and Construction University of Tasmania WA chapter committee member Ted Tooher, L23/201 Kent Street, Sydney, NSW 2000 QLD Sonja Bernhardt, ACT CEO, Peter Dechaineux, ThoughtWare Australia P/L Life Fellow – AIPM Marjo Timson, Michael Young, Executive Director, Consulting Project Manager Capital Works Branch – Queensland Health Peter McDermott, Peter Scuderi, Adjunct Professor of Defence Management , CRC-CI University of Canberra David Hudson, Nigel Huckstep, CPMG Project Management consultant
EXCELLENCE IN PROJECT MANAGEMENT 2004 9 WINNERS Project Management Achievement Awards Summary of winners 2004
National Winner National & QLD Student Award Winner AXA Australia for Campaign Automation John Townsend National High Commendation National & NSW Student Medal Winner Suncorp for General Insurance Pricing Joyce Adu Engine Program National & NSW IPMAA Winner Merja Keppo
State/Territory Winner Category Winners NSW NSW Department of Commerce High Commendation for NSW Lithgow Government Office Building TAFE Hunter Institute for Aboriginal Youth Suicide Prevention Project Construction – Category winner APP Corporation for TAB Harris Street Refurbishment Project Small Projects – Category winner Corporate Program Management Solutions for Nokia Australia – Channel Reporting System
VIC AXA Australia Construction – Category winner for Campaign Automation Department of Primary Industry for Modernisation of the Department of Primary Industries’ Regional Research Institutes
ACT Joint EDS Australia Ltd and ATO Organisational/Change Management – Category winner for Exchange 2003 Project ACT Dept of Disability, Housing & Community Services for Housing & Community Services Integration Program Construction – Category winner GHD & Lockhart River Aerodrome Company for Lockhart River Airport Upgrade Project ACT Community Benefit Award ACT Inter-Agency Coordinating Committee for Family Violence Intervention Program in the ACT
QLD Suncorp Regional – Category Winner for General Insurance Pricing Engine Program Arup Project Management for Cloncurry Heritage Project Information Technology – Category winner Queensland Rail for LEAPS Project Construction – Category winner Project Services (Department of Public Works) for Kelvin Grove Urban Village Project YBE Award Winner – Built Environment Brisbane City Council for Rocks Riverside Park President’s Award Winner Capworks Management (QLD) Pty Ltd for Glengallan Hornestead Restoration
SA South Australian Water Corporation Student Award for Kalangadoo Iron Removal Plant (IRP) Dr Ian Pant
WA Joint Water Corporation, John Holland & Burns Information Technology and Roe Worley Telstra Corporation Limited for Subiaco Odour Control & Plant Upgrade Project Alliance for Data Communications Carrier Services for the Department of Education and Training
TAS Local Government Association of Tasmania High Commendation for CouncilConnect Hydro Tasmania for King Island Renewable Energy Expansion Project
NT Department of Infrastructure, Planning and Environment for Leanter Recreation Park Redevelopment Project
10 EXCELLENCE IN PROJECT MANAGEMENT 2004 NATIONAL WINNER AXA Australia Campaign Automation
he Campaign Automation project was a part-time resource form each key In phase 3 the objective was to refine the the major project for AXA’s Customer stakeholder group participated in all team business requirements specification (BRS) TRelationship Management (CRM) meetings. This allowed the key stakeholders down to a subset that could be workstream in 2003/2004. The project to maintain a close track on progress, risks implemented immediately and to identify involved the delivery of execution capability and issues. It also signified to the client and the compromises between what was wanted in the form of a campaign management project team a commitment from the and what could be delivered. system (CMS) to enable the business to stakeholder to the project success. design, build and execute marketing Conflicts Between Key campaigns in an automated fashion. The Meeting the Clients Needs Stakeholders’ Goals and project needed to integrate the CMS into a and Expectations Objectives complex technical infrastructure as well as The client is instrumental in designing Some of the conflicts experienced were: facilitating business change to ensure a and signing off the measures on the quality • Communicate to clients using multiple successful implementation. The strategic plan. Using this approach the quality plan channels vs traditional direct mail driver for the project was to: becomes a proxy of the clients needs and • Select the vendor with the global “Retain and improve the value of expectations. The client is the prime relationship vs select the vendor with the customers through campaigns aimed at signatory on the Quality plan thus they give best solution for AXAs requirements retention, cross sell and up-sell and meet direct feedback about the project meeting • Start small and grow through fast tactical our financial targets.” their needs and expectations. initiatives vs Big Bang (implement The project commenced on the 19th In the AXA methodology, meeting all everything now with no additional February 2003 and was completed on the aspects of the quality plan is considered projects). 14th April 2004. to have met the business plan and is awarded a score of 6 out of 8. The extra 2 Changes in Environment Background points are only achievable if the project There were a number of events that At the beginning of the project AXA was has delivered “significant, measurable occurred during the course of the project in the second year of a three year CRM extra value to the client”. that required the project team to adapt to a initiative focusing on improving customer The project managed to deliver changing environment. retention utilising marketing, distribution significant, measurable extra value, within Examples of a changing environment: and contact centre initiatives. In the first the project budget and time frames. These • A new key stakeholder employed after the two years a number of the opportunities extra items, in conjunction with the client scope and business requirements had that represented “low hanging fruit” had scores on the quality plan, represented an been signed off been captured using manual or one-off 8 out of 8. In other words, the clients’ • Vendor delays in delivering the latest marketing campaign initiatives – these needs and expectations were not only met release of software initiatives represented the retention of but also exceeded. • New business resources in Marketing $170m of funds under management in Y1 commencing mid project meant retracing and $435m in Y2. The next challenge for Significant Changes to the steps required to communicate key AXA was to address the more complex Purpose, Goals and project drivers, objectives and outcomes opportunities and hence meet the corporate Objectives • Key business resources re-deployed objective of increasing retention by 50% to Overall the purpose, goals and objectives within AXA mid project with minimal $650m in the following 12 months. of the project remained reasonably stable, notice to provide specialist skills for Needs and Expectations – the major exception being the requirement other projects. Client and Stakeholder to build a data increment for the new Project team’s response corporate data store / warehouse (CDS). The client and key stakeholders needs This requirement was removed, as The project team used fundamental and expectations regarding scope are specialist resources were already engaged project management methods to manage captured in the project quality plan. The in another project and tasked with the changes in environment. business requirements are used to outline populating the CDS. The project manager had also fostered a the detail of each major deliverable in the In Phase 2 the objective was to develop cohesive team culture based on mutual quality plan. an optimal vendor selection and hence the respect, regardless of seniority, the The client’s expectations for reporting focus was on defining all the business project team was able to overcome and and engagement were determined at the requirements (current and future) to meet perform under very trying situations with preliminary stakeholder one to one the goal of flexibility and scalability to little impact to the overall cost, delivery meetings. In the later phases of the project, support increased customer retention. or quality.
EXCELLENCE IN PROJECT MANAGEMENT 2004 11 WINNER ACT Joint EDS Australia Ltd and ATO Exchange 2003 Project
003 saw Electronic Data Systems, version; Root cause analysis revealed that only three Australia (EDS), and the Australian • meet contractual obligations in terms of end-user problems from 30,000 migrations 2Taxation Office (ATO) jointly undertook software currency; were attributable to the Project, resulting in a Project to refresh the ATO’s email systems • integrate the new email infrastructure a truly seamless Project implementation. as part of an ongoing commitment to with the ATO MS Active Directory The Project used the existing maintain the most efficient and effective IT environment. infrastructure to best advantage, without capability possible, to support ATO’s The expectations of the ATO of EDS were: incurring SLA penalties, throughout the business operations. • achieve migration with as little disruption migrations. In 1999, the ATO outsourced the to ATO’s business as possible; The Project maintained schedule provision and management of its • leverage the existing infrastructure throughout. Variations, mostly occasioned Information Technology infrastructure to without adversely impacting SLAs; by factors outside the Project’s control, EDS. In fulfilment of its obligation to reduce administrative overheads. were managed to the satisfaction of the maintain currency of the IT infrastructure, Steering Committee. EDS initiated this project to refresh the Were the ATO’s needs The budget made no specific provision for ATO’s email systems. and expectations met? contingency as the risk of significant The ATO’s email systems provide: At the conclusion of the Execution Phase budget overrun was assessed as low to • over 30,000 ‘email boxes’ and of the Project, it was evident that not only medium. Overall the Project was delivered collaboration tools were the ATO’s needs met but their at 90% of its original Budget because of • access for 93 national metropolitan and expectations were exceeded. efficiencies realised during the Execution regional sites All mail servers were upgraded to the Phase. • dial-up-services for a mobile workforce specified version, in compliance with of some 3,000 laptop-equipped staff software currency requirements, and Conflict resolution • linkage to the internet to provide ATO integrated with the ATO MS Active Directory The adoption of a joint management staff and clients greater communication environment. All mailbox and Public Folder model for the Project, coupled with a flexibility. migrations were completed successfully. In clear scope and agreed objectives, The intention of the Exchange Project fact, the planned number of migrations resulted in very little conflict to resolve. was to migrate the MS Exchange 5.5 based were exceeded due to expansion within the One instance of conflict concerned the email systems to MS Exchange 2000. ATO’s personal base. initial schedule estimates to complete the During the course of the Project, MS While it was expected that there was Deployment Phase. Exchange 2003 was released and so Key stakeholders after a technical and commercial thought the scheduled review the scope was amended to completion date of embrace MS Exchange 2003. November 2004 was too late. The Project Complexities of Managers reviewed the project timings, hardware Much of the complexity of this acquisition implications Project stemmed from business and resources costs for sensitivities to the reliable availability the Deployment Phase of access to email because of its with a view to reducing importance to business the deployment time. communication. Therefore, changes It was determined that to the email infrastructure had to be purchasing extra servers as transparent as possible to the for concurrent deployment could ATO’s business operations. Serving up email faster and better than before. . . At the same time, EDS sought to advance the completion deliver a cost-effective, world-class date by three months. solution to the ATO, while complying with going to be some disruption to the ATO The reduced resources offset the cost of the contracted Service Level Agreements during migrations of this complexity and additional servers, thereby resulting in a (SLAs). magnitude, the aim was to minimise the cost-neutral trade-off. Clients needs and expectations degree of this disruption. During the course The changes resolved the conflict to the The needs identified by the ATO were: of this Project’s migrations there were less satisfaction of the key stakeholders and • upgrade all mail services to the new than 100 end-user calls to the Help Desk. improved the deployment solution.
12 EXCELLENCE IN PROJECT MANAGEMENT 2004 ACT AWARDS NIGHT
Peter Shears – AIPM CEO. Paul Black – Act Chapter President, Senator Kate Lundy, Alan Hunter – ACT Chapter Councillor, John Lundy - Office of the ACT DPP.
Michael Smith – EDS Australia CEO, Joshua Rynehart, Matt McMahon, Andrew Roylance, Margeurite Michael Smith – EDS Australia CEO, Greg White – Batman, Jean Thompson, Scott Sutherland from ACT GHD, winners of Construction/Engineering/Aerospace Department of Disability, Housing & Community category, Senator Kate Lundy. Services, winners of the Change Management category, Senator Kate Lundy.
Michael Smith – EDS Australia CEO, Robyn Holder (ACT Victims of Crime Coordinator), Sgt Sue Eggers (AFP), John Lundy (Office of the ACT DPP), Senator Lundy, Linda Crebbin (Legal Aid Office ACT), Nicole Michael Smith – EDS Australia CEO, Dave Robson Mayo (Dept of Justice & Community Safety), Dennise (EDS), Mark Markeviz (EDS), Ashley Bryce (EDS), Simpson (Domestic Violence Crisis Service), David Maginnity (EDS & PM), Kate Lundy, Steve Constable Petra Schroder (AFP), Ken Archer Warren-Wilson (EDS), Steve Hamilton (ATO), Colin (previously ODPP), Detective Superintendant Chris McLean (ATO), joint winners of the Information Lines (AFP). Technology category, and overall ACT winners.
John Jacobi (ACT Councillor), Michael Smith, Pal Sadasivian, Meg Smith (ACT Councillor), Paul Black (ACT Chapter President), Senator Kate Lundy, Peter Shears (AIPM CEO), Michael Young (ACT Councillor), Garth Chamberlain (ACT Secretary), Sylvia Boyle (ACT Councillor), Alan Hunter (ACT Councillor), David Senator Kate Lundy. Rod Quantock – Celebrity Dawson (ACT Treasurer), Helen Briggs (ACT Guest Speaker. Administrator).
Paul Black, Peter Dechaineux – Chief Judge, Nigel Huckstep, Michael Young, Air Commodore Peter Peter Dechaineux, Rod Quantock, Maureen McDermott. Dechaineux, Meg Smith – MC, Paul Black, Sue Barlen.
EXCELLENCE IN PROJECT MANAGEMENT 2004 13 WINNER NSW NSW Department of Commerce NSW Lithgow Government Office Building
his project evolved from the press building in the Lithgow city centre to delayed start to the fit-out works due to release on the 6th December 2001, in stimulate local growth. delays in base building construction works. Twhich Premier Bob Carr announced the The GOB represents a state of the art Negotiation was used to facilitate prompt proposed relocation of the State Debt facility that was delivered on budget and on resolution of conflict and provided Recovery Office (SDRO) to Lithgow. This time, despite having to be procured in a opportunities for mutual gains. At times, the would result in the transfer of 132 volatile construction industry marketplace. negotiation processes involved all key permanent jobs from Sydney to Lithgow. Specialised teams, with experience in stakeholders and was based on the interests The project was driven by the vision and energy efficiency and sustainable design, of all parties. The C21 contract primary objective outlined in the client brief: managed the project, challenging methodology of collaborative contracting ‘The Lithgow GOB will be developed as a traditional thinking and extending the and the commitment of senior executives benchmark office development capabilities of design and construction to from Commerce and each client agency incorporating initiative and standards create a new benchmark in sustainable ensured timely resolution of all conflicts. established by the NSW Government development. Project changes were largely anticipated, through the Office Accommodation Reform The new benchmark development and a range of strategies devised and Program, the Energy Management Policy project was completed on time and within implemented to predict them and prevent and Sustainable Development Guidelines’. budget, achieving and often exceeding all or minimise associated problems. Project ‘The primary project objective is to its set performance establish a benchmark call centre criteria. A more net development for the NSW Government lettable area was Office Building in Lithgow’. provided and the final The new Government Office Building (GOB) result was a CBD A development comprised three flors with a grade building, rather 1,094 sqm footprint (2,976 sqm net floor than B grade. The area) and a secure under croft car park. The delivery of the Lithgow building quality was determined by the GOB met all Property Council of Australia’s Classification stakeholders’ needs as Grade B+, and achieved a 4½ star rating and requirements. using the Building Greenhouse Rating The clients were Scheme endorsed by SEDA. involved in all facets of This development is a catalyst for this project. As their changing the way we procure sustainable businesses evolved, so Railway parade elevation. developments. The GOB is designed to did their needs in minimise the consumption of non- relation to the GOB. For instance, changes were anticipated at the risk renewable resources, therefore softening additional workstations and partitioning assessment stage, providing risk the environment impact and future costs to were requested and door and window management strategies early in the project the environment, the taxpayer and future locations were altered after the design to allow for a flexible approach in all generations. Through reduced energy use stage. These changes were made possible aspects of the project. For example, part of in the building, savings of approximately by the inbuilt flexibility in the design, the development approval conditions for $50,000 a year in power are anticipated. construction and project management the base building required the intersection The project has also encouraged Lithgow process. near the building to be redesigned. Council city renewal by providing ‘smart growth’ All changes were proactively managed was responsible for the design brief and within the original provided a sketch design. Prior to tender project time and the Commerce project team complied as project budget through much information as possible relating to an extensive ongoing the redesign of the intersection to ensure communication price estimates were correct. process and by holding Changes were managed by facilitating weekly meetings with communication with and between all the client and builders stakeholders. Timely distribution of and daily informal information ensured changes were foreseen meetings with the and addressed as they emerged. As the project team. clients requested changes, they were Several conflicts evaluated, processed, logged and emerged during the progressively tracked through RFIs, project, such as a progress reports and at weekly meetings. SDRO community space.
14 EXCELLENCE IN PROJECT MANAGEMENT 2004 NSW SMALL PROJECTS – CATEGORY WINNER Corporate Program Management Solutions: Channel Reporting System for Nokia Australia
he Channel Reporting System project undertaken by Corporate Program TManagement Solutions (CPMS) for Nokia Australia successfully achieved its groundbreaking objective of providing Nokia with visibility of its external distribution channel activity. Prior to this project, knowledge of where and when Nokia’s products were absorbed into the Australian marketplace at a retailer level was not readily available because only Nokia’s distributors had visibility of sales they each made to retailers, and the stock they each held. This project has built an expandable flexible platform which automatically collects and makes available to Nokia the latest information regarding product movements “Small players can offer services that are of quality and high-end value for and storage within its distribution channels, the big end of town by being very customer focussed,” said Nigel O’Neill, and at the most granular level in terms of Managing Director of CPMS. “Small companies can also bring a fresh products purchased per retailer per day. perspective to the solving of problems and have great capability to build The Channel Reporting System provides innovative solutions.” Nokia with a tool that facilitates a more scientific approach toward its sales & Nokia serve it distributors and key retailers in Australia continues to be expanded and marketing programs. The system also helps better because of the timely advice they can now includes many of Nokia’s major retailers offer those customers. throughout the country. CPMS is proud of this Australian achievement and of the satisfaction which Nokia has expressed as a result of this project. Other Nokia markets have since observed this Australian-made system and with the help Members of the team meet to discuss their of knowledge gained requirements. “Identifying stakeholders and gathering Working closely with Nokia’s through this project have all requirements was only the first step to success - channel partners required close co- the bigger picture is simply about making the already adopted it in operation and a willingness by all to customer very happy at the end of the day. A happy see the project succeed. Indonesia. The platform customer is a successful project,” said Nigel O’Neill.
The complexities of an ever-changing sales & distribution channel presented unique challenges which were all Team members meet to discuss the expansion of successfully overcome by the project and its team. the system to major retailers across Australia. EXCELLENCE IN PROJECT MANAGEMENT 2004 15 AWARDS NIGHT NSW
MC Graeme Bowman. Address by RTA’s Rod Carter.
Deputy Lord Mayor John McInverney presents Deputy Lord Mayor John McInverney presents Small Construction award to APP Corporation representative Projects award to Corporate Management Solutions Paul Spinolo. representative Nigel O’Neill.
Deputy Lord Mayor John McInverney presents Regional Blue Vision’s Adel Hreich and Student Medal winner Development award to NSW Department of Commerce Joyce Adu. representatives Mark Urizar and Laura Gerrie.
Deputy Lord Mayor John McInverney presents High NSW Department of Commerce’s Mark Urizar and Commendation award to TAFE Hunter Region Institute Laura Gerrie pose with the NSW Project of the Year representative Paul Callaghan. Award Trophy, RTA’s Rod Carter and Deputy Lord Mayor John McInverney.
NSW Department of Commerce Team with trophy. AAP Team – Andrew Caseyl, Paul Christopher, Chris Stanley, Corey Dickens, Paul and Terry Spinolo.
16 EXCELLENCE IN PROJECT MANAGEMENT 2004 Winner of the first President’s Award in Queensland Capworks Management (Qld) Pty Ltd A member of The Capworks Group Conservation/Restoration of Glengallan Homestead, Warwick
Glengallan Homestead, built on the Glengallan Station during a boom period early in the project with the stakeholders to discuss the challenges and in 1867-68 by John Deucher, was part of the first run taken up in Queensland opportunities, compliance with the Burra Charter and BCA. Arising from this in 1840 and played an important role in the development of the pastoral workshop were agreed goals and objectives, management and industry in both the Darling Downs and Queensland. Several years later, communication strategies and the foundation for teamwork. following a period of prolonged drought and falling prices, John Deucher was As the project progressed regular stakeholder meetings and forced to sell. The Homestead has been unoccupied since 1927. communication strategies maintained a high degree of team motivation and In 1993 a volunteer Trust was formed to restore the Homestead that was in heightened public awareness and enthusiasm. a serious state of decay. In 1999 a grant was made available under the As the Trust would receive no operational funding, the end product required Commonwealth Celebration of Federation monies and the project was placed constant detailed analysis throughout the project to ensure integration with under the control of the Queensland Heritage Trails Network. both the Burra Charter requirements and the Trust’s requirement for Complexity of the project commercial viability. As a heritage listed building, work on Glengallan Homestead required strict Key success factors – compliance with the Burra Charter ie conservation/restoration can only be • All agreed activities and milestones were achieved. carried out where photographic or visual evidence exists. That, together with – • The project, including buyback of the Homestead lease by the Trust from • Compliance with Environmental Protection Agency (Queensland Heritage Warwick Shire Council, was successfully undertaken within the $2m Council) and Building Code of Australia (BCA) requirements; Government grant. • Within the $2m grant, deliver a unique “product” with broad appeal to • The project created employment opportunities for local tradespersons and stimulate the development of new markets and deliver economic and labourers. employment benefits within the local community and region; • The integration of people external to the project – • The number and diversity of stakeholders; – Volunteers from the general public – children to adults – worked on the • The multiplicity of approvals required; “site digs” with the project Archaeologist to locate the base of the original • The identification of skilled trades persons cognisant of gates as well as various artefacts that are now on display in Heritage conservation/restoration requirements; (Visitors) Centre. • The sourcing of materials to match the existing and comply with – The return of items removed from the Homestead during its years of conservation/restoration requirements; neglect. Items such as door push plates and the flushing toilet • The harnessing of community awareness in a positive manner to achieve (Queensland’s first), have been returned to their original position in the involvement and ownership of the project; Homestead. all contributed to a challenging, interesting and rewarding project. – Female prisoners have periodically carried out mowing, clearing and Project management and performance internal cleaning. • The wood polishing was undertaken by a member of the Trust. Essential for sequencing and interface programming the project was • Opportunities for the transference of skills were provided – undertaken in two stages to allow time to source and obtain required – Students from the TAFE received instruction in plaster restoration elements. Such elements included locating a foundry to replicate the missing techniques; Russell Columns for the verandah, a quarry to provide sandstone to match – The contractor’s apprentices were instructed in wood polishing. the existing and sourcing suitable kiln dried timber. Microscopic analysis of the • Community awareness, involvement and ownership of the project occurred. exterior painted timber was also required to determine the age, composition • A valuable district and regional asset providing economic benefit has been and colour of the paints to be used for the restoration. created for future generations. Project management processes implemented included a workshop held • Part of Australia’s heritage has been saved from total decay.
Today, the two storey sandstone homestead (right) is a potent symbol of the power and prestige of the Darling Downs squatters in the 19th century. It also symbolises the “boom” and bust” eras that was a significant part of this industry. New South Wales Queensland Victoria 1 Roseville Avenue 84 Birdwood Terrace Suite 1A, 899 Whitehorse Road Roseville, NSW 2069 Toowong, Qld 4066 Box Hill, Vic 3128 Telephone: 02 9416 6977 Telephone: 07 3371 1401 Telephone: 03 9484 7740 Email: [email protected] E-mail:[email protected] Web: www.capworks.com.au WINNER QUEENSLAND Suncorp General Insurance Pricing Engine Program
uncorp is a top 25 Australian company, initiatives to invest in while ensuring The Corporate Projects Division (CPD) providing a complete suite of banking, appropriate diligence, visibility, and was established in 2002 with the goal of Sinsurance and wealth management predictability of program outcomes. becoming the Centre of Excellence for products and services. It is the third largest The program was successfully delivered program and project management within the general insurer in Australia and the sixth during a company-wide restructure, which Suncorp group. largest bank with a market capitalisation of saw multiple changes in key stakeholders. Its CPD works with its internal customers to over $10 billion. Suncorp operates under the sheer scale and organisational impact meant successfully deliver programs and projects Suncorp, GIO and RACTI brands. that change management and communication and the associated business benefits. Suncorp has more than 3.8 million were critical. Extensive consultation and customers and employ’s over 8,500 staff, disciplined project management meant that with approximately 50% of its people the program was implemented with minimal supporting its general insurance business business interruption. across Australia. Program Concept and Program Overview Key Objectives The general insurance industry in Australia The concept was to implement a single has undergone radical change. It has seen central pricing capability across all personal high profile corporate collapses, followed by insurance products. This capability provides industry rationalisation and reform. a far greater level of sophistication and Customers are demanding better service, control over the pricing for Suncorp, GIO, greater choice and guaranteed peace of mind. and AMP personal insurance brands. It is a Critical to meeting these demands is an key enabler in realising Suncorp’s goal of The Division employs approximately 90 insurance company’s ability to accurately Pricing Excellence. people in specific project delivery roles price the risks they take on. The key objectives are to deliver improved including Program/Project Managers, Suncorp’s General Insurance Pricing customer service, increased profitability and a Project Officers, Implementation Leaders, Engine is a world-first, using multiple risk competitive leap forward for Suncorp. Six Sigma Black Belts, Organisational factors in complex Program Performance Change Specialists, Business Analysts, and formulas to allow much more To date, the program has been an Acceptance Testing Specialists. It also has accurate pricing outstanding success. According to the dedicated central services teams who Sponsor, General Manager, Daniel Fogarty, based on individual provide specialist support for resource “The Pricing Engine Program has delivered customer needs. It management, professional development, a more competitive approach to pricing helps ensure that project management methods and tools, personal insurance, improved customer over 1.3 million portfolio reporting, and benefits tracking. satisfaction and increase revenue. At the Australians have the CPD manages a wide variety of business same time, we have maintained prudent right insurance change, premises, compliance, and IT governance and a high degree of cover in times of projects. The portfolio typically contains transparency. It has been a highly trouble. approximately 50 active projects concurrently successful implementation - as much for The Pricing ranging in size from several hundreds of the outcome - as for the collaboration Engine Program thousands to multi–million dollar projects. between diverse departments right across The General Insurance Pricing Engine was represented a Suncorp”. one of over 20 major initiatives successfully significant The business outcomes have been organisational change initiative for Suncorp. favourable with solid improvements in sales delivered in 2003/04. The project teams comprised more than 120 strike rates and customer retention. The Suncorp continues to refine its project people from ten departments and an team’s ability to plan for and manage change management capability via: international vendor. It involved over 25,000 also meant that any disruption to business was • ongoing improvement of its project person-days of effort, included fundamental minimised. management methods and tools changes to eight core computer systems and • professional development of staff including affected over 2,500 employees and 3,000 Suncorp’s Project annual professional development conference external insurance intermediaries. The Management Capability and an AIPM accreditation program program resulted in new structures and roles Suncorp is committed to project • regular external benchmarking and within the organisation. management excellence and has a dedicated involvement in industry forums. Suncorp’s Corporate Projects Division led projects division with a strong track record The CPD team is recognised throughout the delivery of the program in accordance for delivery. Suncorp considers its Project Suncorp as being a key enabler for the with its Project Governance Framework. This Management capability to be a key competitive company’s strategic goal of Execution methodology enables Suncorp to select which advantage. Excellence.
18 EXCELLENCE IN PROJECT MANAGEMENT 2004 QUEENSLAND AWARDS NIGHT
Enjoying PMAA. Judging Panel 2004.
Farewell to outgoing President - Darryl Gomersall. PMO awarded to Ergon Energy.
Brisbane City Council – Qld gold sponsor, Project Qld Rail – sponsor. Student winner – John sponsor. Services, Qld Dept of Townsend. Public Works.
Regional Celebrations – Arup. Winning Celebrations.
Construction Category – PMO awarded to YBE celebrations – Brisbane City Council. Project Services. Ergon Energy.
EXCELLENCE IN PROJECT MANAGEMENT 2004 19 WINNER SOUTH AUSTRALIA South Australian Water Corporation: Kalangadoo Iron Removal Plant
A Water is a government business enterprise, wholly owned by the Project Scope Management Government of South Australia; providing water, wastewater and In 2001, the iron removal project was identified by SA Water as Srelated services throughout the State to approximately 1.4 million necessary under the Country Water Quality Improvement Program and people. A significant aspect of the business is managing water, funding was allocated to implement this project. The project scope wastewater, infrastructure assets and contracts. SA Water owns over included project management, design, supply and installation. Plant 25,000km of water mains and over 8,000km of sewer mains, 20 water and equipment installed were: treatment plants and 24 wastewater treatment plants. • Potable water filtration system and ancillaries (12 litres/sec) Summary of project • Waste management system • Pumps, piping, electrical instrumentation and controls, interfaced Kalangadoo is located about 30km north of Mount Gambier in the south-east of South Australia. The township’s bore water supplies almost 150 homes and businesses within the area. The bore water at Kalangadoo contains naturally occurring iron at levels that exceed the Australian Drinking Water Guidelines (ADWG). Iron is present predominantly in the soluble form. Prior to construction of the IRP, the water supply system consisted of two bores, an elevated storage tank and a small chlorination facility. Water pumped from the bores was chlorinated with sodium hypochlorite for disinfection purposes before being supplied directly to Kalangadoo Award Presentation. consumers or into the elevated storage tank. The chlorine applied for disinfection purposes oxidized any soluble iron with the existing Control and Amenities Building. which resulted in insoluble iron precipitate that remained in the water The project management process included planning, value delivered. Consumers may have observed its presence either by an management and engineering, risk assessment, benefit/cost analysis, aesthetically displeasing colour, taste or odour depending on the levels environmental management and contracts and procurement planning. of iron present in the groundwater at the time. Project Complexity and Innovation Since the completion of the IRP, the township of Kalangadoo has enjoyed the benefits of improved water quality due to the successful The installation of the new IRP required it to be carried out in reduction of iron levels in the borewater supply from levels slightly parallel with continued operation of the existing water reticulation above 1.0 mg/L down to levels often below the limit of detection infrastructure. The primary challenge with the new installation was to (<0.030 mg/L). incorporate the existing elevated storage tank to provide water for backwashing while continuing to provide uninterrupted water supply to Project Performance the township. In addition, the existing chlorination facility was to be The key success factors for the IRP project were: incorporated into the new design. • Completion of the project on time and under budget The IRP automatically initiates a backwash cycle that removes the • Progressive design, construction and commissioning of new iron floc from within the media layers by high velocity water scouring. infrastructure with minimal disruption to the community The backwash water is then collected into a backwash tank where the • Early indications that the project is achieving or exceeding key water is allowed to settle. The supernatant is returned to the inlet of objectives the filters thus minimising water usage during backwash cycles. The • Sound communication and relationships with all the project supernatant return system reclaims up to 96% of backwash water. The stakeholders resulting in ease of delivery of this project. concentrated sludge that collects at the base of the backwash tank is The project met the following Key Performance Indicators: discharged periodically into concrete sludge drying beds. • Iron levels below the recommendations of the ADWG The IRP is automatically controlled by a Programmable Logic • Turbidity levels < 0.5 NTU Controller (PLC) on site. The system can be run in both fully • Supernatant return system to reclaim automatic or manual modes. The operating backwash water values are also communicated to a remote • Use of existing infrastructure on site location via SCADA Network. • Operation of the plant in both fully The success of the project was largely automatic or manual mode. attributed to many factors such high degree The project met the stakeholders’ of: expectations in that the new IRP • technical knowledge should have performance that equals • project management procedures or exceeds any comparable plant in • innovation the State. • sound communication.
20 EXCELLENCE IN PROJECT MANAGEMENT 2004 SOUTH AUSTRALIA ENTRANT South Australian Water Corporation: Modification to River Murray Lock and Weir No.8
Summary of Project throughout all stages of the project. The project met the following KPIs: he Murray-Darling Basin Commission (MDBC) and SA Water have • to substantially reduce the operational risks associated with recently commissioned the modification to River Murray Lock and operating the navigable pass, TWeir No.8. The modification had two components namely the • to achieve a reduced level of maintenance demand on the navigable upgrade of the weir and the construction of a fishway. pass and to enhance the integrity of the structure, In the 1920s and 1930s, between Blanchetown and Torrumbarry, 13 • to facilitate the passage of fish (ranging is size from 60mm to 1m) locks and weirs were constructed to maintain pool levels along the under the full range of river flows. Murray-Darling Basin to facilitate river transport. The existing locks The success of the project was attributed to the project team’s; and weirs have a typical arrangement made up of the following parts; • local knowledge - understanding of the sensitivities of the local • Lock Chamber – allows vessels to navigate past the weir during environment and needs of the normal river flows. stakeholders, • Navigable Pass – functions as • responsiveness to changing part of the weir wall and is circumstances, removed during flood events to • rigorous approach to planning, allow passage of river vessels. • “Partnering” attitude through all • Sluice Pass – is made up of the project steps, concrete piers and stoplogs and • commitment to a high level of used to control river levels. achievement in the areas of To improve operational safety quality, safety and the and enhance structural integrity environment. the MDBC initiated a program to upgrade the navigable pass at Project Complexity Locks and Weirs No. 1 to 10. and Innovation The locks and weirs have also provided a barrier to the natural Navigable Pass movement of native fish resulting Installation of deck unit, Lock 8. The design and construction in a severe population decline. In used in the navigable pass is unique response to this, the MDBC initiated a separate program to construct in that there are no other structures that have been upgraded using the new fishways from the Murray mouth barrages up to the Hume Dam. chosen system of removable deck units and reduced height piers. This As a means of achieving a cost effective upgrade program, MDBC posed a challenge from early in the project to develop the concept, combined the upgrade of the weir with the construction of fishways for gain stakeholder agreement and ensure the system would work as Locks and Weirs Nos 1 to 10. designed. Lock and Weir No. 7 and 8 were chosen to be constructed first. The The use of physical and mathematical modelling was critical in projects were managed concurrently. ensuring that the new structure did not adversely affect river flows. A prototype deck unit was constructed and tested to gain operator Project Scope Management acceptance of the new concept. In 2001 the program to modify the locks and weirs was identified Fishway and approved by MDBC and SA Water and funding was allocated to The design requirement set by MDBC was to provide passage for fish implement the program. The project scope comprised the project ranging in length from 60mm to 1m over the full range of river flows management, design and construction of the: up to floods and including for future proposed environmental flows. • modification to the navigable pass and, This requirement was unique for the Murray-Darling Basin. The • new vertical slot fishway. establishment of a dedicated group of fish biologists and dam The project management process included planning, value engineers that had extensive experience with fishways from Australia management and engineering, community consultation, risk and around the world contributed to the success of the fishway by the assessment, benefit/cost analysis, environmental management, site provision of their specialist advice. assessments and procurement planning. Project Stakeholders Project Performance The project was funded by the MDBC. SA Water conducted the The key success factors for the project at Lock and Weir No.8 were; project management. URS Australia conducted the weir upgrade • meeting the client’s and other stakeholder’s expectations for the weir design. Dept of Commerce – NSW conducted the fishway design. QED upgrade and the fishway performance and conducted the site assessments for planning approval. York Civil was • conducting relevant stakeholder and community involvement the main construction contractor.
EXCELLENCE IN PROJECT MANAGEMENT 2004 21 AWARDS NIGHT SOUTH AUSTRALIA
Stephen Beaty with John Ringham (SA Water). Julie Young, SA Water, Chris Pyne, Sami Abou- Hamdan and John Ringham.
Chris Pyne MP, Federal Minister for Left and above: Dr Ira Pant, Student Sturt. Award winner and head of UNISA, Prof. Patrick James.
Alan Hardy and Stephen Beaty (IPMG) Chris Pyne, Sami Abou-Hamdan (SA Water) and Stephen Beaty.
Chris Pyne and Sami Abou-Hamdan (SA Water). David Farwell, Head Judge.
Winning team, SA Water (L-R) John Ringham, Milind Angelo Rossi and Chris Pyne. Kumar, Chris Pyne, Sami Abou-Hamdan, Stephen Beaty, Glen Campbell, John Williams and Neville Haar.
22 EXCELLENCE IN PROJECT MANAGEMENT 2004 TASMANIA AWARDS NIGHT
Maria Skillern, Adrian Stephenson, Stuart Hughson, Brian Oliver, Andrew Koerbin and Sharon Koerbin. Elisabeth Hock and Dave Mounter.
James Weller, Fraser White, David Shields, Andrew Vanessa Cini, Michael Knevett and Amanda Diggles. Pattle and Stuart Hughson.
Adrian Stephenson (RegPM & Elisabeth Hock (RegPM &MPD Stuart Hughson (RegPM & MPD MPD recipient) and Maria Skillern. recipient) and Maria Skillern. recipient) and Maria Skillern.
Donald Anderson, Andrew Koerbin and Brian Oliver. Maria Skillern, Alistair Andrews and Stuart Hughson
David Mounter (RegPM & MPD Ralph Zenke (RegPM & MPD David Bradshaw and Stuart recipient) and Maria Skillern. recipient) and Maria Skillern. Hughson.
EXCELLENCE IN PROJECT MANAGEMENT 2004 23 WINNER TASMANIA Local Government Association of Tasmania CouncilConnect Project
n 1999 the federal government PROJECT CONCEPT announced its Local Government Fund AND OBJECTIVES I(LGF) through Networking the Nation to The Online Service Delivery Strategy support regional and rural local Paper developed in March 2000 agreed that government authorities use advanced all Tasmanian Councils and the State telecommunications infrastructure to Government would take a common enhance service delivery to the approach to online services for the local communities they serve. Each state was government sector. The objectives of the eligible to apply for $6m. $6m was Local Government Entry Point were based provided for the Territories and $3m was on the presumption that people are both allocated for national local government customers and members of communities. projects. The key features of the Entry Point were that: The Local Government Association of • Local government as a whole would be Tasmania (LGAT) is the peak body given a specific focus; representing interests of councils across • It would allow for users of multiple Tasmania. The Association commissioned CouncilConnect was launched in Council services across many Councils to the Online Service Delivery Strategy Paper November 2003 with an initial 10 online complete those transactions in one place; to determine the most appropriate manner services, and with 100% of Tasmanian • One build for services would occur, and in which Tasmanian councils should Councils participating. This marked the not twenty-nine; approach the introduction of online first time a whole of government approach • Many Councils could not afford to services. had been taken with Councils in the develop their services online or create A major feature of the Strategy was the information technology arena. homepages with sophisticated links to development of a single online entry point To date over 21,000 Tasmanians have other services and jurisdictions; for Local Government in Tasmania. The visited the site with the Dog Information, • Users would “complete” transactions service now known as CouncilConnect is Permit to Remove a Tree, Jobs and Tender regardless of the back-end capability of the first local government-specific portal services being the most popular. Councils as the transactions would work site offering transactional services for all with the existing methods of Councils in any State or Territory. As such SCOPE OF THE PROJECT importing/exporting data without forcing it required a project management Following the announcement of the Councils into one particular path; methodology that was robust, could establishment of the Local Government • Those Councils with limited websites manage leading edge elements, and Fund, the Local Government Association would be able to offer a range of services deliver practical outputs. commissioned a strategy to determine the to their communities without the need to most appropriate manner in provide the services themselves (transfer which Tasmanian Councils should of infrastructure cost from Council to approach the introduction of Entry Point); online services. • Whole of local government services and Consultants working closely applications would be offered on a site with LGAT management and the that is representative of all Councils in General Management Council Tasmania; (GMC) developed the Online • The “look and feel” and navigation Service Delivery Strategy Paper through the services offered by each and outputs from the Strategy Council would be consistent whilst assisted in identifying and scoping retaining individual presence and subsequent initial projects. identity; Following the delivery of Part of the LOGONS Project Team at the launch, • The other States and Territories initiated November 2003. outputs from the scoping projects, projects that would use some of their the project applied for a number Grant allocations to provide static portals, The project had to win and keep the of implementation projects to develop and these would chiefly display trust of 29 Councils and to maintain a CouncilConnect and the Ten Initial services. information about Councils. Tasmania common goal when the LGAT was unable to This also required that an Extension was in the unique position of being able dictate to councils. It had to sell a complex Strategy be written, confirming the to provide a portal that could allow for vision and a unique idea to a wide variety approach from the Initial Strategy was still many transactions and whole of local of decision-makers across a whole sector valid as well as linking to the future government initiatives being undertaken of government. implementation projects. by Councils, all accessed from one site.
24 EXCELLENCE IN PROJECT MANAGEMENT 2004 TASMANIA ENTRANT Performance Measurement Online: Councils@Work
PROJECT SUMMARY council-centric approach to the development of online services. To ensure levels of equity and access to resources, councils agreed in he Local Government Association of Tasmania (LGAT) is the peak March 2000 to adopt the strategy and make applications for funding body representing interests of councils across Tasmania. In to the grant program, Networking the Nation made available from the TMarch 2000, councils agreed that a centralised approach to the sale of the second tranche of Telstra. development of online services was required. The strategy proposed the funding of ten initial projects, nine of Around the same time, the Local Government Division (LGD) of which were of a scoping nature and set the direction for the the Department of Premier and Cabinet in conjunction with the LGAT, development of the CouncilConnect website which is currently active set up a Key Performance Indicator (KPI) Steering Committee to at www.councilconnect.tas.gov.au. The tenth project funded was the oversee the collection of yearly statistics. The councils were required Performance Measurement Online project, which is the subject of to supply statistics each year to the Australian Bureau of Statistics this submission. (ABS), the Grants Commission and the LGD. This lead to the rationalisation of the collection of the three sets of statistics through PROJECT SCOPE the completion of one spreadsheet. The Grant application to NTN proposed that The KPIs collected for the LGD were an online system would be built, however then published in hardcopy format many of the details were yet to be fleshed out. for the first time in 2000. A list of fixed KPIs for a number of NSW A decision was made to develop councils had been developed several years an online system to display the KPIs previously, but there had been no capacity for over the Internet. Allowing the flexible comparisons and it did not have a public access to these KPIs would web interface. Technical consultants were encourage greater levels of employed to determine if there was a suitable accountability and transparency off-the-shelf system that could be used instead between the local government sector of building the system from scratch. The and the public. report indicated that tools did exist however The result is the first web-based LGAT’s Executive Director Allan Garcia, Senator their cost was many times that of the total system in Australia displaying KPIs Williams, and General Manager of Devonport City project budget and they were over-engineered for the local government sector in a Council David Sales at the Launch. for our requirements. format that is both easy for the public to access and use. Methods of presentation include graphs, PROJECT COMPLEXITY AND tables and raw data in spreadsheets. INNOVATION The agreement by councils to have this data displayed publicly in This project represents a high degree of complexity in the this manner demonstrates high levels of cooperation, a forward- collection and management of data, the generation of reliable and thinking sector and one that promotes transparency and authoritative key performance indicators and in meeting the accountability to the local communities it serves. informational requirements of the various consumers of the data The website Councils@Work can be accessed at produced by the system. www.councilsatwork.tas.gov.au. The project was responsible for providing mathematical analysis of PROJECT INITIATION a broad range of key performance indicators of financial, integer and percentile nature. To manage the mathematical complexity the In 1999, the Association commissioned a strategy to determine the project team developed a range of mathematical modelling tools to most appropriate manner in which Tasmanian councils should allow independent analysis of the data for comparison with the approach the introduction of online services. This paper, the Online resulting information produced by the system and the print-media Service Delivery Strategy, proposed a citizen-centric rather than published information from the Local Government Division. Where variation was detected the formulae that produced the data (in all three result sets) were further analysed to determine the correct formula. The Local Government Division was consulted in all cases where the system produced values that disagreed with the print- media publication and the final correct formulae were agreed through this consultative process. The system developed is highly innovative, as for the first time in Australia, ratepayers can access an easy to use web-based system that allows them to see how their council is performing both over a period of time and also against other councils. The facility to mix and match councils for comparison at will, as well as the ability to download the raw data for further analysis, makes this system highly advanced and in a unique position to be a tool that encourages greater levels of accountability and transparency in the local government sector.
EXCELLENCE IN PROJECT MANAGEMENT 2004 25 WINNER VICTORIA AXA Australia Campaign Automation
The project objectives infancy at AXA and had involved a narrow implementation that delivered on what was focus on retention initiatives to date. promised, and left the business with a clear he aim of the Campaign Automation Compounding this challenge the project set of performance measures to ensure ROI project is to implement a campaign was extremely high profile with the CEO could be measured and tracked as the Tautomation system that will provide the business moved forward. capability to: Challenge #3 – The existing IT Increase campaign effectiveness via: infrastructure at AXA was particularly 1. The capability to deliver campaigns complex, ie: a combination of existing across multiple channels; package and custom built applications, 2. Reducing the need to rely on legacy systems and databases. “singleshot” one off marketing Outcome: the implementation of a campaigns; system providing the business the ability to Execute dynamic event driven campaigns to: achieve clear business objectives while 1. Proactively exploit client leads / using a robust, scalable and flexible opportunities in a timely manner; platform that would allow the business to Develop a closed loop campaign system to: scale fast as CRM maturity increased. 1. Effectively deliver campaign leads to Challenge #4 – At the time the project advisers i.e. the right lead relating to the commenced, a global CRM vendor, with a right customer at the right time; strong presence in Australia, was making 2. Effectively deliver campaign information every effort to pitch for work at AXA to AXA parities involved in the campaign taking a close personal interest in its Australia. This vendor has an existing process; success and the cost to deliver. The project relationship with AXA in Europe after having 3. Capture campaign lead outcomes from was considered a major risk because it was been involved in a contact centre software advisers; potentially too early, complex, high profile implementation. The vendor attempted to 4. Capture lead outcomes from internal AXA and expensive given AXAs experience. intercede at senior executive level in groups including A&CA; Outcome: the project delivered the CMS Australia to seek affirmation that they would 5. Provide effective operational reporting on time and budget while exceeding defined by the prime vendor for this project thus capability to measure campaign success quality criteria. The business is now in the significantly complicating the vendor and to support evaluation of campaign position where it can “scale fast” and selection process and bringing the process effectiveness. realise the benefit of its investment in CRM and decision to the authority of the global Project scope capability. AXA group. At project initiation there was a varied Challenge #2 – Recent history in the Outcome: the subsequent Request For level and disparate understanding of the financial services marketplace (both locally Proposal (RFP) process involved the project’s scope amongst the key and globally) had shown the CRM projects vendor mentioned above and highlighted stakeholders and project team. While the were generally not successful. Project the imperative for the process to be business owner and business sponsor were objectives and outcomes were often not handled with professionalism and required well aligned on the basic strategic objective aligned, projects tended to “over promise due diligence. The result was that the RFP – to provide the capability to execute and under deliver” and return on process is recognised as AXA best practice marketing campaigns on an automated investment (ROI) was either very poor or and the vendor selected will potentially system across a number of channels – it very difficult to measure at best. become AXA’s global standard for campaign was necessary to follow a clear process to Outcome: the project team managed to automation. Senior executives both in define the scope early on. clearly define the scope, business objectives Australia and Europe were given briefings and desired business outcomes early on by the project team on the RFP Challenges which made and then proceeded to manage stakeholder methodology and results to ensure their this a standout project expectations throughout the course of the support of the final decision. Challenge #1 – CRM was in its relative project. The end result was a system
26 EXCELLENCE IN PROJECT MANAGEMENT 2004 VICTORIA AWARDS NIGHT
AXA Australia, winner of the 2004 Victorian Project of AXA Australia with guest speaker, shadow spokesman the Year award. for Finance, The Hon. Chris Strong, MLC.
Paul Steinfort, Chandra Bhuta, Bill Young and Leh Simonelli, Bill Young, Chandra Bhuta, Compere Trevor Alex. for the evening, and Trevor Alex.
Heinz Haselroither and Loy Fan Choi from Eagle Heinz Haselroither and guest. Imaging.
AXA Australia. Phil Nash, winning project manager from AXA Australia.
AXA Australia. Guest with Heinz Haselroither.
EXCELLENCE IN PROJECT MANAGEMENT 2004 27 WINNER WA Joint Water Corporation, John Holland & Burns and Roe Worley Subiaco Odour Control and Plant Upgrade Project Alliance
ubiaco is the oldest wastewater months. and the delivery team was essential. This treatment plant in the Perth • Key sub contractors were engaged as sub was achieved by: Smetropolitan scheme still in operation. alliances to focus them on completing • High level of planning at the design stage, It was constructed in 1927 and has had a their works within the shortened project • Use of HAZID workshops to identify series of upgrades over the ensuring years. schedule. issues with proposed design, The process units and much of the • Using a best person for project approach, • Having weekly interface meetings to plan equipment was not providing the irrespective of the parent organization. and track delivery of new assets and performance and reliability expected from a • Employing stretch targets and processes, major wastewater treatment plant. All breakthrough thinking throughout the • Having several workshops towards end of process tanks were open to the atmosphere project. project to ascertain required “finishing and gave rise to significant odour emission; • Challenging the conventional project touches” on the project, this created an unpleasant working delivery methods used in a D&C approach • Regular surveys to identify areas of environment and unacceptable odour to realise project cost and time savings. improvement that would be beneficial for release to the neighbouring community. • Involving operators and maintenance future operation, In 2001 the Water Corporation made a personnel in all phases of project delivery • Transferring models used to design the decision to maintain Subiaco as one of its so that the upgrade strategic wastewater treatment plants but plant met all of their undertake a comprehensive upgrade and expectations. create a facility that meets world best As a result of the practice for both treatment performance above initiatives the and odour emission. project was delivered The contract was undertaken by an within the shortened Alliance that involved the Water Corporation timeframe and and a 50/50 joint venture comprising of considerably under the John Holland and Burns and Roe Worley. original $30m project Notable features of the project and the target cost. manner in which it was managed by the The Water Alliance were: Corporation Works • Purchase of the original contractor Approval required the Ed Wykman (SRD), Keith Cadee (WC), Mal Shepherd Transfield by John Holland within the odour control work to (JHG) and Mark Herbert (WC) inspect Primary Tank term of the project. This involved reduce the odour Odour Control Covers. considerable changes to project contour to Underwood management systems which had to be Avenue to the north of the plant. This was process so that they could be used as a implemented without affecting project some 600 metres from the plant boundary. powerful operating tool to predict and schedule. The undertaking by Government was that optimise plant performance. • The scope involved replacing or residents to the north of Underwood Avenue The project invested significant resources rebuilding many of the process would no longer be affected by odour. in the design phase to ensure maintenance operations whilst keeping the overall To meet Ministerial undertakings the efficiency and effectiveness was achieved. plant operating and meeting all main driver for the project was that all This was further enhanced during the environmental licence conditions. operational plant had to be covered and the construction and commissioning phases of • External factors reduced the overall odorous off gases scrubbed by 31st the project. project schedule form 18 months to 14 December 2003. It was also a requirement As an Alliance, all parties were provided that the upgraded plant with clear lines of empowerment. This incorporated best meant that that decision-making was passed practice operation to the lowest denominator in the group features that would through empowerment principles. The enable favourable Alliance agreement carried a no dispute benchmarking with any clause. This effectively meant that conflict similar plant in the should be resolved at the level that it world. occurs, but should that not be possible then Subiaco remained an it would be referred to the Alliance Board operating plant for a determination. This principle worked throughout this project extremely well on this project. Almost all and a high level of issues were resolved at the source and interface between those that could not were determined by The 50m stack discharging treated odour at Subiaco. operational personnel the Alliance board. 28 EXCELLENCE IN PROJECT MANAGEMENT 2004 WA AWARDS NIGHT
L to R: Les Green (BRW), Mal Shepherd (JHG), Bruce Greg Martin and Joe Dettlinger (Telstra). Franklin (WC) and Greg Martin
Joe Dettlinger (Telstra) and friends enjoying the L to R : Les Green (BRW), Dougal White (JHG), Mal festivities. Shepherd (JHG).
Dr Neveen Moussa, AIPM National President, spoke to award guests and made the presentations.
David Swallow (WC), Margaret Dimurad & Bruce Greg Martin and Bruce Franklin (WC). Franklin (WC),
EXCELLENCE IN PROJECT MANAGEMENT 2004 29 SPONSORS 2005 Project Management Achievement Awards Sponsorship 2005
he Project Management winner’s certificate and any high winner’s certificate and any high Achievement Awards are an commendation recipients). commendation recipients). Texcellent opportunity for you to • Gold sponsor’s logo to appear on all • Silver sponsor’s logo to appear on all associate your organisation with the static pages of audio-visual static pages of audio-visual program that honours and recognises presentation. presentation. excellence in project management. • Gold sponsor’s logo on AIPM website • Silver sponsor’s logo on AIPM Our 2004 sponsors are featured on website in PMAA section for 12 page 6 and 7 of this book and on the in PMAA section for 12 months months following awards ceremony. AIPM website at http://www.aipm.com. following awards ceremony. au/html/sponsors_2004.cfm . We thank • Link from the AIPM website to gold • Silver sponsor’s logo to appear on them for their support of the awards sponsor’s website for 12 months. invitations, tickets and table menus. program, the AIPM, and of project • Gold sponsor’s logo to appear on • Opportunity to feature in 2005 management. invitations, tickets and table menus. commemorative book. Sponsorship opportunities for the • Opportunity to provide • Feature in March 2006 issue of the 2005 awards program are available at merchandising material on all tables. AIPM quarterly journal Australian both state/territory and national levels. Project Manager. Details of sponsorship packages are • Opportunity to feature in 2005 • Complimentary tickets for five people available from your Chapter PMAA commemorative book. to attend the awards dinner. Project Manager, AIPM National Office, • Feature in March 2006 issue of the or the AIPM website at AIPM quarterly journal Australian • Framed certificate of appreciation http://www.aipm.com.au/html/pmaa_sp Project Manager. presented on stage. onsorship.cfm • Corporate table at awards dinner (10 • Mention in the PMM 2005 We invite your participation in the people). sponsorship brochure. 2005 awards program to be held in each state and territory during August • Framed certificates of appreciation BRONZE and September 2005. Sponsorship presented on stage. • Acknowledgement of bronze sponsor opportunities also exist for the National • Photographs taken of gold sponsor throughout the awards ceremony. Awards ceremony to be held between with winner and any dignitaries • Bronze sponsor’s name & logo on all 9th – 11th October 2005 in present. certificates (certificates of Melbourne, in conjunction with the • Group photograph taken of gold appreciation for all entrants plus AIPM national conference. • Photographs featured on the AIPM winner’s certificate and any high The cost of sponsorship varies in website for 12 months following commendation recipients). each Chapter, so please contact your awards ceremony. • Bronze sponsor’s logo to appear on Chapter PMAA Project Manager or all static pages of audio-visual National Office for sponsorship levels • Mention in the PMAA 2005 presentation. in your Chapter. sponsorship brochure. • Bronze sponsor’s logo on AIPM GOLD • (Only one gold sponsorship is available in Each State/ Territory/ website in PMAA section for 12 • Acknowledgement of gold sponsor National.) months following awards ceremony. throughout the awards ceremony. Bronze sponsor’s logo to appear on • The opportunity for gold sponsor’s SILVER invitations, tickets and table menus. representative to deliver a 10 minute • Acknowledgment of silver • Opportunity to feature in 2005 speech. sponsorship throughout the awards commemorative book. • Gold sponsor’s banner on stage with ceremony. • Feature in March 2006 issue of the AIPM banners. • Opportunity for silver sponsor’s AIPM quarterly journal Australian • Gold sponsor’s signage at entrance to representative to welcome/guests at Project Manager. awards’ ceremony. pre-dinner cocktail session. • Complimentary tickets for two people • Gold sponsor’s name and logo on • Silver sponsor’s signage at entrance to attend the awards dinner. trophy. to awards ceremony. • Framed certificate of appreciation • Gold sponsor’s name & logo on all • Silver sponsor’s name & logo on all presented on stage. certificates (certificates of certificates (certificates of • Mention in the PMAA 2005 appreciation for all entrants plus appreciation for all entrants plus sponsorship brochure.
30 EXCELLENCE IN PROJECT MANAGEMENT 2004 SPONSORS 2005
SPONSORSHIP APPLICATION FORM
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EXCELLENCE IN PROJECT MANAGEMENT 2004 31 SPONSORS 2005
Nominate for Project Management Achievements Awards 2005
IPM has established an awards CHAPTER COMPETITION conjunction with the AIPM 2005 program that recognises and Submissions must be prepared in National conference. Ahonours examples of exemplary accordance with the PMAA Submissions GENERAL TERMS AND project management. Guidelines and received by the Chapter CONDITIONS ELIGIBILITY PMAA Project Manager in the respective State/Territory Chapter Each submission must acknowledge Projects with an Australian affiliation, of offices by 4:00pm, the following conditions: all types and sizes, from anywhere in the 17 June 2005. • conformance with the Submissions world are encouraged to participate. A The winner(s) will be declared at an Guidelines project does not have to be a multi- awards ceremony held in each State/ • all necessary clearances, releases million dollar and/or large project to Territory before October 2005. Only and permissions required for public demonstrate excellence in project one Project of the Year award is made release of all submitted materials management. AIPM affiliation is not a in each Chapter. However, High must be obtained by the nominee prerequisite. The project should, Commendations may be awarded at the including liaison with the media however, have effectively applied project discretion of the judges for projects of • all expenses relating to the management principles, be recent and significant merit and/or which display nomination are the responsibility of essentially completed. Projects that are innovation in the application of project the nominee completed as part of a larger project that management. • all submissions become the property is not completed at the time of The judges may also nominate nomination and which had been projects for special recognition that, of the AIPM and will not be returned accepted by the customer prior to for example, make an outstanding to the nominees. nomination are also eligible. contribution to the community. For a copy of the Submissions Although the project itself can be Guidelines, please contact the PMAA located anywhere in the world and may NATIONAL COMPETITION contacts or visit our website at involve the private and public sector, Winners of each Chapter competition www.aipm.com.au. the project manager and/or team are considered for the National Award directly responsible for the project which is announced at an awards must be based within the Chapter to ceremony to be held between 9th – which the nomination is submitted. 11th October 2005 in Melbourne, in
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32 EXCELLENCE IN PROJECT MANAGEMENT 2004