Case Studies
Case
Study 1 - Changing the way work is managed
Department
of Public Works and Services - Management by Projects |
Issue
The Department of Public Works and Services (DPWS) engaged
AGS, in 1997, to advance their Management by Projects (MbP)
initiative, started one year previously. There was an identified
need to achieve a common understanding and approach to MbP as
well as eliminate barriers to its implementation across DPWS.
Results
Achievements included building support for the MbP approach,
clarifying the nature and benefits of MbP and providing project
management services to initiate the 'MbP Implementation Project'
Key outputs from the DPWS engagements were:
- a Management by Projects Guide for use by all
managers and staff
- a Strategy to Advance the Implementation of Management
by Projects
- a Project Plan to initiate the implementation
of selected initiatives
- an MbP Intranet Web Site
In 1999, DPWS engaged AGS to project manage it's 'Project
Management Centre of Excellence Project'. Outputs have included:
- a Project Management Guideline
- a training & development strategy
- a culture change plan
Case Study
2 - Building a team and its capability
Australian
War Memorial - Gallery Development Project |
Issue
The Australian War Memorial (AWM) needed project managing
staff on the Gallery Development Project. Staff were seconded
from different parts of the AWM to join the Gallery Development
team. The majority of team members, whilst specialists in their
own right, had little previous exposure to project management.
Results
Despite the cynicism of a number of team members, the initiative
was successful in building the team and its capability. Concerns
regarding losses in 'work time' whilst participating in a course
were overcome when participants recognised both time savings
as a result of applying techniques as well as opportunities
to improve results immediately through the application of principles
being covered.
A number of contentious issues which had prevented the team
from achieving a high level of performance were resolved in
workshops. 'Sub-project' team coordination and task implementation
improvements were significant. Participants were also equipped
with tools for application to future initiatives.
Case Study
3 - Developing material for an accredited course
Australian Institute of Management - Advanced Project
Management |
Issue
The Australian Institute of Management (AIM)
engaged AGS in 2000, to develop a core module 'Advanced Project
Management' for its Diploma in Project Management course. The
module was a key part of a course accreditation submission to
the NSW Vocational Education & Training Accreditation Board
(VETAB).
Alan Schwartz was invited to develop the course due to his
longstanding relationship with AIM. He regularly delivers
both public and corporate learning programs, in Project Management,
on behalf of AIM.
Results
AGS developed the course from its own Australian
Institute of Project Management endorsed course material. Alan
Schwartz was also invited to participate in the 'External Review
Panel' for the Diploma of Project Management, being an important
element in the VETAB course accreditation process.
Key outputs from the engagement were:
- a leaders guide
- a participant workbook
- presentation aids
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