#1 : Up skilled project managers deliver projects the way that the funding organisation demands
The company developed and prepared a series of training workshops and familiarisation packages for local government in the western region of New South Wales.
There was one key component of the assignment to up skill the project managers. This key component was the package to explain to managers how they should task their project managers, and what to expect from their project managers.
A theme for the training workshops was the development of a template for the project plan. The project plan template that was developed over the period of the assignment was acceptable to the funding organisation and the local government organisations.
#2 : Working with the development managers
The company developed the procedures manual, and a training program to implement the new procedures manual, for Landcom of NSW.
Landcom of NSW is the largest land developer in New South Wales.
The procedures incorporate key elements that focus on the people side of management. They include extensive use of flowcharts, checklists, meeting agenda, and responsibility statements.
#3 : Developing the project managers for delivery of infrastructure projects in Papua New Guinea
David Poole worked closely with a team of project managers in Papua New Guinea to develop their skills, and put in place agreed systems and procedures for delivery of infrastructure projects. These include hospitals, schools, roads, bridges.
Awareness of cultural issues and the diverse nature of the geography and customs of the people are a key part of the procedures and systems.
#4 : Ensuring continuity where there were continual staff changes.
The company worked with the Defence Facilities Organisation in Sydney to solve the problem of project continuity.
Projects managed by the organisation often spanned more than two years, and project managers changed on average every two years because of the Defence posting cycle. The assignment solved these problems, as well as problems associated with complex issues such as Treasury guidelines.
#5 : Making “lessons learned” work to build the RTA’s effectiveness
The workshop to review, and put in place the plan to implement changes, because of the review of lessons learned takes a value management approach. The facilitation and the results implemented at the RTA to ensure that lessons learned from design alliances became part of the RTA approach to business.