ABOUT US
Making your ideas work.
Coming up with good ideas in government is only step one of a process; making those ideas work is often far more difficult.
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That’s where we can help.
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We specialise in helping government clients successfully implement and direct change, with experience in high exposure, multi-agency or multi-jurisdiction projects and programs, troubled project turn-around and sensitive implementations that are too important to fail. We can apply the benefit of that experience to help you successfully deliver the outcomes you need.
SERVICES
PROJECT
MANAGEMENT
Agile is a powerful tool for effective delivery, but we integrate it with project planning, risk and issue management, stakeholder management and benefits management to deliver real success.
PROGRAM
MANAGEMENT
Coordinating a program of work requires a different skill set and approach compared with project management. We also offer specialised support roles that are essential for program success, such as benefits management and PMO management.
MENTORING AND COACHING
We offer an accredited organisation coaching service to help grow the skills of your staff, either individually or in teams.
CASE STUDIES
COMPLEX, MULTI-AGENCY COMMONWEALTH GOVERNMENT IT IMPLEMENTATION
Our Role: Manage the client’s participation in the program and drive the adoption of Agile within the delivery team to improve delivery.
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Our Results: Our consultant controlled the delivery of the client’s project and led the adoption of the Scrum delivery methodology. This required the integration of agile delivery with project management skills such as planning, risk and stakeholder management. The project was successfully launched by Commonwealth and state Ministers.
TROUBLED PROJECT TURN-AROUND
Our Role: Turn around critical reform projects and ensure successful delivery in the face of collapsing stakeholder confidence.
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Our results: Our consultant worked across internal delivery teams, vendor teams and executive stakeholders, to clarify the projects’ position and identify key issues. These were lack of clear direction, lack of effective monitoring and control, and lack of clear communication. Acting quickly to resolve these regained the trust of the Board and provided a road-map for the projects to follow to ultimately successful delivery.
COAG PROJECT IMPLEMENTATION
Our Role: Take over delivery of a complex program that was failing to meet milestones, unable to provide accurate forecasts and losing the support of critical stakeholders.
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Our Results: Our consultant identified key deficiencies and acted to repair, replace or introduce processes to meet short-term interim milestones while building a stable platform for future delivery. Major achievements included successfully meeting interim milestones, identifying and repairing gaps at the program management level, and re-planning of future delivery to better align with program benefits. This led ultimately to successful delivery against the revised plan across three separate work streams over the course of three years to address COAG partner delivery priorities.
PMO IMPLEMENTATION
Our Role: Implement a project management framework and program management office for a Commonwealth government IT branch executive who had lost confidence in her team’s delivery ability.
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Our Results: Our consultant worked with project and line managers across the branch to identify causes of project failure and developed a pragmatic project management framework tailored to the level of experience of branch personnel. The framework addressed weaknesses such as management reporting, stakeholder communications and benefits management. A program management office was then implemented to improve coordination, monitor adherence to the new framework and offer support to project managers where necessary. A key task was to monitor the portfolio of projects and alert the executive to emerging issues, providing improved confidence in project delivery. Following success within the branch, the Head of Division asked us to extend the approach across the whole ICT Services Division.
IMPLEMENTATION OF BENEFITS MANAGEMENT METHODOLOGY FOR A LARGE REFORM PROGRAM AT A COMMONWEALTH AGENCY
Our Role: Evaluate and track the success of key project initiatives which had commenced without thought being given to accounting for the successful realisation of project outcomes and benefits.
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Our Results: Our consultant was responsible for implementing a benefits management methodology across the entire scope of the program, including developing the benefit management strategy, creating a benefit map for the program and accompanying benefit profiles with clear definitions, baselines and targets, and conducting benefit reviews to ensure transparency of progress for all benefits.
CONTACT US
