The Project Governance and Control Walt Lipke Award is designed to encourage practitioners, academics, and students to creatively think about the challenges our profession faces, suggest innovative solutions and offer a platform for disseminating your ideas to a wide audience.
Winners receive The Walt Lipke Project Governance and Control Excellence Award (Perpetual Trophy), a cash prize, and free attendance at that years PGCS symposium to present their paper. Specific arrangements for each year are contained in the competition rules (see more on the award).
Walt Lipke is the creator of Earned Schedule, which extracts reliable schedule information from earned value data (resolving the long-standing error in the calculation of SPI and SV). He retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base in the United States where he specialised in the development, maintenance, and management of software for the automated testing of avionics. Mr. Lipke has published articles, and presented at conferences around the world, on the benefits of software process improvement and the application of earned value management, earned schedule, and statistical methods in the management of projects and programs. His contribution to project controls has been recognised by, among other, PMI, The College of Performance Management, and the EVM Europe Conference.
Winner: Mr. Peter Slay - The Walt Lipke Project Governance and Control Excellence Award, plus $1000 prize
Public sector programs are commonly criticised for having poor outcomes. One reason may be that such programs have multiple key stakeholders each with differing opinions regarding what would represent a successful outcome. This paper presents a framework to assist project managers to develop a broad-based success criteria review in consultation with key stakeholders and to manage perceptions of program success throughout the implementation period.
- Click to download Peter's Essay: Failure of Public Sector Programs - A Framework to Manage Success Criteria
Peter Slay is studying a PhD in Project Management at the School of Engineering and Information Technology, UNSW Canberra. He holds an M.Sc (Research) 2003 (with 2 associated publications), Grad Dip (Business Admin) 1996 and B.Sc (Civil Engineering) 1975. He has approximately 38 years of professional experience working for Consultants and Government Agencies in a broad range of Civil Engineering disciplines in four continents with the last 20 years specializing increasing in project management roles.
Runner-up: Dr. Raymond Young, $300 prize.
The Australian Defence Science and Technology Group (DSTG) is implementing a project, program and portfolio management (P3M) approach for investment prioritisation based on strategic alignment and delivery of benefit (outcome, value or impact) to Defence research goals or needs. As part of this approach an action-research case study is exploring the barriers to the uptake of benefits management. It has confirmed that P3M and benefits management are necessarily organisation wide initiatives and found implementation can be demanding. Difficulties include: inconsistencies between strategy documents; the need for insider knowledge; a lack of organisational understanding; a requirement to undertake extensive communication and technical training; and the need to reuse and integrate existing data. Senior management support was also found to be important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important.
- Click to download Raymond's essay: Implementing Strategy through P3M and Benefits Management
Raymond Young is an international authority in the area of project governance. My research has been published by Standards Australia as HB280 a handbook explaining how boards and top managers influence business projects to succeed. My career objective is to help clients realise strategic business benefits from their projects rather than to simply come in on-time and on-budget. His career alternates between consulting, industry and academia. He is currently a Senior Lecturer at the University of NSW - Canberra. He has a decade of management consulting experience culminating in a CIO role within Fujitsu Australia. Significant clients have included Colgate-Palmolive, BHP, Commonwealth Bank of Australia, Telstra, Department of Health, Electricity Trust of South Australia and Prospect Electricity. Most recently he has been advising Federal Government agencies on how to improve their project, programme and portfolio management practices. I worked closely with both DEEWR and the Department of Social Services to improve their PMOs and I am preparing case studies of how ComSuper and the Australian Tax Office achieved the highest levels of portfolio management maturity in the public sector.