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What is the Project Management Framework?

A Project Management Framework outlines the process, governance model, controls, templates and tools to manage projects.

It consists of the following:

  • Processes to step through the lifecycle of a project, including decision stage gates
  • A governance model to provide a decision making organisation structure, with clear roles and responsibilities.
  • A set of controls to manage Risks, Issues, Cost, Quality, Change
  • Templates for consistent information and approach
  • Tools to support projects
  • It is based on a well proven methodology, PRINCE2/Agile
  • It has seamless integration with other frameworks (Change, Benefits Management)

Why do we have the Project Management Framework?

The Project Management Audit (2014-15) identified a critical need for a consistent, streamlined approach to managing projects in the Department. This includes the development of a Project Management Framework that outlines project governance arrangements, offers consistent and clear templates, guidelines, and checklists, and aims to increase successful project delivery.

How was the Framework developed?

The Framework is based on an international best practice methodology (PRINCE2), and was adapted for the PMC based on project experience and stakeholder consultation. It has been applied to a number of projects during development to ensure it is ‘fit for purpose’.

Why should I use the framework?

You should use the Framework to support the Department’s structured and standardised approach for delivering successful projects. Implementing the Framework delivers a number of benefits to the Department, which include:

  • Ensuring the Department’s portfolio of projects align to strategic objectives.
  • Supporting the Capital Bid process by ensuring all proposed initiatives have a well-developed business case to justify the investment.
  • Applying strong governance to projects by incorporating key stage gates to ensure viability is continually assessed.
  • Improving the Department’s capability to deliver change initiatives through effective reporting and monitoring processes.

How do I use the Framework?

The Framework is easily applied to projects by establishing the recommended governance model, following the guidelines and using the template suite available. For advice on any aspects of the Framework, please contact the PO team. The team can advise you as yo how you can adopt the Framework at any stage of the project life cycle and will provide practical guidance.

Do I have to use the Framework?

All projects endorsed by the Operations Committee are expected to adhere to the new process and standards. If you are a Project Manager on a project endorsed by the Operations Committee, you are required to use the Framework to guide your work.

What happens if I have already started a project, do I still need to comply with the Framework?

If you have already commenced a project endorsed by the Operations Committee, you will be expected to apply the Framework. The PO can assess how the Framework can be applied moving forward.

What is defined as a Project in PMC?

A project has specific characteristics. It must have:

  • clear and agreed objective(s)
  • a defined time frame
  • specific business or technical requirements that must be met
  • a non-repetitive or unique aspect to them
  • an element of risk which requires oversight
  • a need for specific resourcing to deliver the outcome
  • a related set of activities

The PRINCE 2 definition of a project is:

A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case.”

While this remains the basis of a project definition, there are a number of factors to consider when deciding whether to apply the PM&C’s Project Management Framework to achieve business outcomes. In some cases, business as usual management is appropriate, as not all initiatives need to come under a structured project approach.

The Framework is applicable to all projects in the Department.

For more details, please visit the Project Definition and Sizing Page.

What are the Key Roles and Responsibilities?

The key roles and responsibilities for Projects are:

  • Project Board – responsible for overall direction of the project
  • Project Manager – responsible for day to day management of the project
  • Project Team – responsible for delivering the project’s products

For more details, please visit the Project Governance page.

What is a Project Governance Model?

Project Governance is establishing a temporary structure to guide and monitor the project. Project Governance sets a firm framework which guides project success, creating transparency and confidence in decision making, clarity of roles and responsibilities, and consideration of stakeholder interests.

The Governance Model will define clear roles and responsibilities for all parts of the project structure. It ensures that decision making is done at the right level.

For more details, please visit the Project Governance page.

Who do I contact if I want to know more about the Framework or require support to apply it?

If you require more information about the Framework and how you can apply it to your project, please contact:

CPO, E: Bernard.Page@pmc.gov.au

PMO: Bernard PageT: (02) 6228 6359

What is the role of the PO?

The PO is responsible for the development and implementation of the Framework and supports the delivery and reporting of projects and programmes. Support, mentoring, and guidance will be offered by the team to ensure artefacts are tested and applied to projects. Continuous improvements will be made to the Framework along with stakeholder consultation and training.

Why is there a Benefit Management Framework?

The Benefit Management Framework provides clear process, controls, and templates to manage benefits for projects and programmes.

A Benefit Management Framework will help develop a managed approach to identify and measure the benefits to the organisation, ensuring a standardised and formalised view of the benefits of any changes implemented.

Why do we need to manage Benefits at all?

Benefits represent the value, or the advantage, that the Department can expect to gain from implementing change. In short, measuring benefits is ensuring the Department obtains what it needs or desires out of implementing a changes.

Managing Benefits not only helps to ensure that value is realised, but it can also be used to inform future decisions around change (eg: Was it managed correctly? How do we manage change going forward?)

What happens at Stage Gates?

Stage Gates act as points of approval for project managers to proceed to the next stage of the project management life cycle. Project Boards will determine and authorise if a project meets requirements to proceed. It provides an additional project management role to ensure project consistency and compliance.

Stage Gate Definitions:

To approve a Business Case for a new initiative and commence a formal project -> Gate 0: Approval to Proceed to Initiation/Plan

To authorise the project to allocate resources and funds and commence delivering the agreed products -> Gate 1: Approval to Execute

 To ensure ongoing viability of proceeding and to authorise the project to release/deliver its projects -> Gate 2: Deployment / Readiness Review

To ensure the project is formally closed and to authorise acceptance of products delivered and to evaluate and review whether the expected benefits/outcomes were achieved-> Gate 3: Benefits Review and Closure End

How do I print a project plan

“Navigate to P3M > Portfolio Implementation > Projects and select the desired project. Then click on ‘More actions’ button and select ‘Print’ to generate the Project Plan report.

The report can be downloaded in different formats such as Word, PDF etc by clicking on the download icon on the report preview header”

How do I find my project

StrategyDotZero (SDZ) tool is PM&C’s organisational platform to monitor projects. Based on your user role you will be able to view your projects in the homepage or going into P3M > Portfolio Implementation > Projects

Can I download reports in different formats

Yes, once you generate the report you have the ability to download the report in various formats such as Word, PDF etc by clicking on the download icon on the top report header

Can I attach documents in SDZ?

SDZ is not a document management system. However all the relevant document links related to concepts, business case, projects can be linked in the ‘Related Links’ tab by navigating into the concept, business case or project plan record.

What is a portfolio?

A portfolio is a collection of Project, programs, subportfolios, and operations managed as a group to achieve strategic objectives.

What is a program?

A program is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

What is Capex and Opex?

CAPEX are used to acquire or upgrade physical assets such as equipment, property, or industrial buildings. An operating expense, operating expenditure, operational expense, operational expenditure or OPEX is an on-going cost for running a product, business, or system.

How can I add a trigger for a change request?

A trigger to a project change request is usually linked to scope, schedule and budget. If you are unable to link the trigger to these, please contact EPS.

Email: eps@pmc.gov.au

Phone:  02 6179 3739

Where does the project code come from?

Project code comes from the finance system and only the PMO or the Admin of SDZ can enter the code in Project Plan. If you have any issues/concerns/questions please contact EPS.

Email: eps@pmc.gov.au
Phone:  02 6179 3739

I cannot find the stakeholders that I want in the list?

If you are unable to find the impacted stakeholder(s) please contact EPS.

Email: eps@pmc.gov.au

Phone:  02 6179 3739

Who is a change manager?

A change manager guides, communicates, documents and implements strategies to effectively manage changes that assist company leadership, employees and other stakeholders transition better during times of change. They aid in the process adoption and buy-in, reducing resistance when changes occur, and in essence play the role of liaison and advocate for the business activities. They also maintain a strong focus on the people and how changes impact them to ensure business risks are mitigated and the impact to people within the organisation is minimized.

What are benefits?

Benefits are measurable improvements, which are perceived as positive by one or more stakeholders, that arise from the utilisation of the project’s products (outputs).

Benefits should be measurable and therefore will use the terms “increase” or “decrease” or “reduce”. Since they are usually realised after a project is complete, it is important to track and maintain the progress to ensure realisation.

For more information go to – http://kb.strategydotzero.com/sdo/what-are-benefits/

How do I add documents to related link?

SDZ is not a document management system. However all the relevant document links related to concepts, business case, projects can be linked in the ‘Related Link’ tab by navigating into the concept, business case or project plan record and clicking ‘Add Related Link’. Use is then required to give a name to the link e.g. Solution Design Document, Test Plan etc and then the link to the document which could be SharePoint link.

What is Change Management?

Change management is the strategic and structure approach for transitioning individuals, teams and organisations from a current state to a desired future state.

Why do organisations change?

To derive a business benefit. For example to increase efficiency and/or effectiveness of an organisation.

Why use a Change Management methodology?

Change management is used to assist with overcoming of change resistance to enable impacted staff to accept and adopt the change/s and the organisation to realise the benefits of making the change.

What is the goal of Change management?

To increase awareness and understanding of proposed changes across an organisation and ensure that all changes are made in a way that enhances acceptance and adoption of the new capability.

What does Change Management seek to do?

Ultimately change management seeks to answer the question: what will people be doing differently after the change?

What are the types of change that are covered by the Change Management Framework?

Managing Successful Projects™ describes organisational change through its POTI model:

P: Changes to processes, business models of operation and functions
O: Changes to organisation structure, staffing levels, roles, skills, requirements, organisational culture
T: Changes to technology, buildings, IT systems and tools, equipment, machinery and accommodation
 I: Changes to information and data requirements for future business operations and performance measurement