Index of Governance & Management Papers by Topic

Home > Library > Library - Govce. & Mgmt.

Topics:

 -  Governance

 -  Management

 

See also:

Controls and General

Earned Value Management & Earned Schedule

Scheduling and Risk

 

Note: Academic papers published in the PGCAR are available for downloading in our Published Papers section.

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Governance

 

Multi-level governance in inter-organizational project networks, 2021,  Dr Ralf Müller 

Inter-organizational project networks are common in major programs involving governments and delivery partners working collaboratively. Management systems are typically designed as hybrid networks including hierarchical and non-hierarchical structures. This challenges traditional governance theories, which typically assume either a hierarchical or a network structure, but not a mix of it. This presentation will address the concept of MLG and provide empirical examples of its application to hybrid structures and the three organizational entities which provide the link between Type I and Type II governance in network structures.

Download the presentation.

 

Enterprise Portfolio Management: What good looks like based on TBH's cross-sector experience. 2021,
Jonathan Jacobs

This presentation aims to provide broad insights into what "good" looks like when developing and implementing an effective enterprise portfolio management solution. In so doing the following aspects will be considered:
-  Understanding organisational, senior executive and stakeholder requirements;
-  Understanding technical and structural requirements;
-  Organisational processes for project and program prioritization including alignment to strategic objectives and benefits alignment and management;
-  Organisational resource and demand management processes; Data quality and integration challenges;
-  Behavioural and process challenges; Risks and opportunities; Project and program assurance mechanisms; and
-  Integrated reporting requirements and systems..
Download the presentation.

 

2020 Webinar: A Practical Guide to implementing Complex Systems Governance Concepts on Projects, Chuck Keating.

The purpose of this presentation is to provide a hands-on experience for Project Management (PM) professionals for application of Complex System Governance (CSG) concepts. CSG is a new and novel approach to improve performance through purposeful design, execution, and evolution of essential system functions. These functions sustain project performance in the midst of external turbulence and internal flux. CSG addresses the 'messes' and 'wicked problems' that are the by-product of modern projects and continue to overwhelm PM practitioners. Application of CSG for PM is examined to:
(1) appreciate and map the complex environment faced by modern PM,
(2) discover sources of 'deep system' project failure modes that ultimately produce schedule delays, cost overruns, and missed performance targets,
(3) explore the 'systems' basis for those failure modes, and
(4) develop responsive and feasible systems-based strategies to preclude failure modes in the design, execution, and development of complex projects.
 

View the Webinar

 

For Boards and their 'Accidental Sponsors' - Guiding Questions to Implement Policy, Strategy and Create Value through Projects, 2019, Raymond Young.

This presentation will raise the question of whether there is a dysfunctional relationship between top managers and projects to implement their business strategy. Evidence will be presented to suggest that projects are not contributing much to strategy and a project governance mechanism will be presented as a possible solution. The proposed governance solution has been recognised by Wiley as leading edge and they have commissioned Dr Raymond Young (UNSW) and Dr Vedran Zerjav (UCL) to publish their ideas as a book for 'accidental project sponsors'. Attendees at the presentation will be invited to provide feedback on the solution and suggest how the book initiative might have maximal impact on project governance practice internationally.
Download the presentation

 

A Model for Organizational Project Management and its Validation, 2019, Shankar Sankaran.

It is important that an organization selects the right projects and carefully manages and governs them to deliver their intended benefits. This paper will describe a model for Organizational Project Management (OPM) to help organizations to do that. OPM is the integration of all project management-related activities of an organization linking strategic decisions (where the project management-related activities are to be carried out) with business decisions (portfolio management and benefits realization) with their management (program and project management) and their governance at both the strategic and project levels. This paper will describe a seven-layered model of OPM with its 22 elements – spanning from the organizational level to the individual project level – derived by the authors using academic literature and their own experience in managing projects.
Download the presentation

 

Infrastructure Investment Program – Overview and Governance Arrangements, 2019, Phil McClure.

The Australian Government's $100 billion investment program is primarily delivered in partnership with the states and territories. This arrangement is governed through a package of legislation and individual agreements that address how and when projects may be approved, how the scope and costs of projects are developed, and they key requirements and milestones for delivering projects. The key components of this governance arrangement are the National Land Transport Act 2014, the Federal Financial Relations Framework and the National Partnership Agreement on Land Transport Infrastructure Projects, including its attached notes and cost estimation guidance. In this presentation Phil will discuss how these governance arrangements work in practice to ensure the Australian Government's policy objectives are met.
Download the presentation.

 

Department of Infrastructure, Transport, Cities and Regional Development – Cost Estimation Policy and Implementation, 2019, Ben du Bois.

the public sector has three types of policy instruments at its disposal, which in practice means regulation, economic means, and information. It is important that these instruments, in policy form, are based on sound theory as well as be practical to implement. This presentation will discuss the key principles and implementation of the Department of Infrastructure, Transport, Cities and Regional Development's cost estimation policy. It will also provide a practical example through an explanation of development of the Department's escalation policy, the aim of which is to ensure that the Outturn costs of proposed projects being considered for Australian Government funding are defensible and estimated on a consistent basis.
Download the presentation

 

How Project Failures Threatens the Board Room. Some Prevention Strategies – An Australian Perspective, 2018, Raf Dua.

A review of the role of governance in relation to the oversight of project and program management, and the importance of good governance information at the board level.
Download the presentation

 

Optimize Project Performance with an Enterprise Portfolio Solution, 2018, Saeed Shalbafan with Mario Paglia.

Project-based organisations are able to cope with emerging properties in production and respond
flexibly to changing client needs, but the challenge for project-oriented organisations is, to lead the organisation so that the right projects are carried out, that these projects receive competent project managers and project staff. This paper defines a model for integrated PPM.
Download the presentation.

 

Project Governance by Project Micro-Milestones: Location-Based Micro-Milestones and pre-registered payment distribution, 2018, Russell Kenley.

Options to effectively manage construction industry cash flows using project banks and payments based on achieving micro-milestones.
Download the presentation.

 

Case Study in new Project Governance Quantitative Techniques, 2018, Keith Joiner.

This paper looks at why we need better quantitative test & evaluation techniques for project governance, the six-sigma test techniques used by U.S. DoD & major industries, and the building competencies in test design & analysis using the techniques.
Download the presentation.

 

Successfully Managing Sponsors, 2018, Haydn Thomas. 

The importance of sponsorship to project success is defined and a scoring system proposed.
Download the presentation.

 

A Navy Case Study – The Strategic Enterprise Approach to Combat System Development, 2018, CAPT James Nash.

Taking an enterprise approach to future naval combat systems is a demonstration of our commitment to a vibrant and innovative Australian defence industry for the long term. 
Download the presentation

 

Strategic management of the Defence S&T Portfolio: Are we there yet?, 2018, Raymond Young.

Case Study: Defence Science & Technology Group. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges. This paper looks at the next phase of the DSTO migration to an integrated portfolio management system aligned to strategy.
Download the presentation.

 

USA Program Management Improvement and Accountability Act - What it is, what it does, what it means and possible lessons for Australia,  2017, Lisa Wolf.

This presentation offers some insights into the background to the US Congress passing the Project Management Improvement Accountability Act (PMIAA).  Download the Presentation.

 

Implementing Strategy through P3M and Benefits Management:  A Case Study of the Defence Science and Technology Group,  2017,  Dr. Raymond Young.

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 has confirmed that P3M and benefits management are necessarily organisation wide initiatives, but found implementation can be demanding.  Senior management support is important, but the research is a work-in-progress and it is not yet clear what other cultural factors are important.    Download the Presentation.

 

The UK Perspective on the Approaches, Challenges, and Lessons Learned in Improving Performance of Major Projects at Individual and Portfolio Levels, 2016, Ms Geraldine Barker.

An independent and authoritative overview of the UK perspective and experience from the review of the Major Projects Authority undertaken by the presenter, on the approaches, challenges, and lessons to be learned in improving the performance of major projects at individual and portfolio levels.  Download the presentation.  

 

The Finance Transformation Program,  2016,  Ms Jane Halton.

Speech to the Project Governance and Controls Symposium, by the Secretary of the Department of Finance, Ms Jane Halton AO PSM, Canberra, 12 May 2016. Download the speech

 

A Best Practices Project Governance and Controls Framework Using Joint Strike Fighter as the Case Study, 2015, Air Vice Marshal Chris Deeble.

This presentation discusses the project governance and controls framework for the Joint Strike Fighter (JSF). The importance of the framework in enabling the achievement of successful outcomes from the strategic level down and the relevance of the governance and control considerations for projects and programs of all sizes and complexity is highlighted.  Download the presentation 

 

Stepping up to Governance, the development of ISO 21503,  2015,  Patrick Weaver.

The Governance of projects and programs to create value requires a holistic, integrated approach. This paper looks at the management challenges involved in moving from traditional ‘project management’ to the effective ‘management of projects’ and shows how the Draft International Standard ISO2503 can help achieve these objectives. Download the presentation

 

The Case for Governance and Controls,  2015,  Raphael M. Düa.

The effect of statutory provisions mandating continuous disclosure by listed companies and recent enforcement activity on the governance of projects, programs and portfolios.  Download the presentation, or download the full paper.

 

The Project Governance Model,   2015,   John Smyrk. 

Effective project governance models support project success and enhanced organizational performance. This presentation introduces a project governance model with a particular focus on the role of the project owner.  Download the presentation.  

 

Project Governance and Controls, The UK Perspective, Challenges and Initiatives, 2015, Steve Wake.

Project and program management improvements initiatives being undertaken by the UK Government in which the APM is a major contributor and the ability of APM to confer chartered professional project management qualifications Download the presentation

 

Project Governance and Controls - The Australian Perspective, Challenges Initiatives and Opportunities,  2015,  Ms. Yvonne Butler.

Project and program management improvement initiatives supported by the PMI. Download the presentation

 

Project Governance and Controls - The PMI Perspective, Challenges, Initiatives and Opportunities,   2015,   Sean Whitaker.

Project and program management improvement initiatives supported by the AIPM. Download the presentation

 

Project Governance and Controls - the ANAO Perspective,  2014,  Dr. Tom Ioannou.

This presentation covers an outline of the ANAO’s role, structure and audit approach; a discussion of their general perspective on policy and project implementation, and includs lessons learned from some recent audits. Download the presentation.

 

A Failure of Governance: InterCity West Coast Franchise (UK),  2014,  Louise Hart.

In 2012 the UK Government announced that it would award £5.5 billion InterCity West Coast passenger rail services franchise to First West Coast Limited. Virgin Trains, the ousted incumbent, successfully challenged the decision. This presentation explains what went wrong and the lessons that can be learned in the context of project governance and control. Download the presentation

 

Governing project / programme / portfolio performance and ROI,  2014,  Harold Petersen.

Designing a blueprint Portfolio, Programme, Project Management Office structure and implementing the blueprint into your organisation, resulting in greater programme, project success and measurable ROI. Download the presentation

 

Blue Poles: The Science and Art of Project Governance,  2014,  Brad Grey.

Using the painting as an analogy, this presentation explores the science behind project governance that turns chaos theory into control theory. Download the presentation.

  

The Customer’s Perspective,     2013,     DCN, RADM van Balen.

The importance of effective project Governance and Controls in meeting the needs of the ‘customer’.
Download the presentation.

 

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Management

 

Walt Lipke Finalist: The role of benefits owner in effective Benefits Management. 2021, Munir Ahmad Saeed

This paper  looks at the role of the benefits owner in the PM literature, PM methodologies, impressions and observations of the PM practitioners in the PSOs and how this role can enhance benefits realization in the public sector.
Download the presentation.

 

Operational issues in workforce management and their fit within the broader strategies in light of new challenges in internal and external labour markets. 2021, Dr Jan Drienko.

This presentation uncovers some of the most pressing operational issues in workforce management and their fit within the broader strategies in light of new challenges in internal and external labour markets. Based on an approach that is not only targeted at investigating impacts of policy changes (including current and future impacts of COVID), evaluating regional labour markets and their limitations, internal workforce structures and designing transition plans to address functional changes but also testing various models of engaging Australian industry and internal communications to support workers through future changes as well as implementing innovative approaches impacting social behaviours and improving workforce motivation. 
Download the presentation.

 

Integrating capability development: alignment of staff and organisational goals using software. 2021, Mr Danny Carroll & Dr Darral Thompson 

Many industries and government organisations face significant challenges in both recruitment and internal processes for integrating capability development. The benefits of aligning staff development and organisational goals require the ongoing application of assessment criteria that span both internal and external training, workshops and educational contexts.

ReViewTM software used at several large educational institutions applies capability-based frameworks at scale for educational assessment and capability development over time. Developed at the University of Technology Sydney the software has now become available to business and government for workforce capability development. This presentation will explore examples from high school and university contexts together with the methods for successful business and government implementation.

Download the presentation.

 

Knowing how and when to apply an Agile approach. 2021, Mandy Hill.

This presentation outlines a road map for navigating the complex decisions needed to balance a fully agile approach with the need to work within prescribed budgets. These insights are based on successfully delivering many projects across government navigating between a prescribed agile approach to project delivery, and the Government's push for the delivery of value.. 
Download the presentation.

 

2020 Webinar: Increasing the Probability of Program Success, Glen Aleman. 

This presentation provides a rare opportunity to learn from the latest United States research on the primary causes and contributors to project stress and failure and the latest strategies and tools and techniques which can be implemented to prevent and correct these issues, significantly improving the probability of successful project delivery outcomes.

View the Webinar.

 

The Extreme Cost of Technical Debt, 2019, Patrick Weaver. 

Technical debt refers to the costs of having to go back and resolve problems that arise because an earlier decision was made to take an easy option, instead of the best one. Based on two major rail projects in London. The £14.8bn Crossrail project will finish more than 2 years late and 20% over budget. The £7.bn Thameslink project is running to plan and nearing completion. This paper will look at three factors causing the difference:

1. The physical structure of the projects and their relative complexity.
2. The insidious effect of Technical Debt on the delayed opening of Crossrail.
3. The governance factors leading to the 'Crossrial disaster' and how Crossrail messaging largely caused the 'disaster'.

There are powerful lessons to learn particularly when scoping major projects.
Download the presentation.

 

A Framework to Manage Uncertainty in Early Planning of Projects, an ICT Project, 2019, Saeed Shalbafan.

Identifying sources of uncertainty and tailoring decision-making approaches to meet specific contexts, creates opportunities to reduce effort expended in the early planning phases of project planning. Practical application of these approaches in not yet being widely reported in research on Business Case and Decision-making Frameworks, so this paper seeks to fill the gap by describing an approach based on the Cynefin Framework which distinguishes between complicated and complex decision contexts based on the types of operational constraints (governing and enabling) and nature of practices involved (good and emergent), and ensures effective calibration of plans to meet required outcomes.
Download the presentation.

 

Designing for Project Success - The Power of Many and the Undoing by Multitudes, 2019, Professor Kerry London. 

Much of the research in relation to major capital acquisition projects or mega projects in recent years has tended to focus on the theme that we have such massive time and cost overruns because we don't spend enough time in the beginning of a project to develop realistic planning schedules and realistic budgets. Realisation of this in Australia has resulted in the development of targeted approaches to the pre-planning budgeting. What is the next step then in designing for project success?
Download the presentation to find out

 

Competing Definitions and Differing Understandings: E-Procurement, A Physicist's Perspective, 2019, Melinda Swift. 

Many authors have examined e-procurement processes and attempted to define their applications within discrete categories and formulate precise definitions. This presentation outlines some problematic issues and addresses some perennial difficulties which inhibit the formulation of a holistic definition of e-procurement and e-commerce and considers the linguistic, temporal, societal, aspirational and philosophical dimensions of the problem in proposing a working solution.  It poses the question "does a reliance on an ill-defined notion of what constitutes procurement and moreover e-procurement promote a false sense of security and/or foreseeable common misunderstandings?"
Download the presentation

 

Exploring Project Teams' Collaborative Behaviour in Hong Kong's Relational Contracting Projects, 2019, Shoeb Ahmed Memon. 

This study aims to explore project teams' collaborative behaviour in Hong Kong's relational contracting projects. A qualitative approach was employed using interviews, which were guided by the theory of planned behaviour (Ajzen, 1991). Participants included ten mid-senior level professionals with active involvement in Hong Kong relational contracting projects. Later, the interviews were analysed using thematic analysis procedures suggested by Braun and Clarke (2006).
Download the presentation

 

Information is Subjective. Knowledge is Creative (is KM really a thing?), 2018, Lynda Bourne.

This presentation looks at the role of communication in the transforming of data into information and then information into knowledge.  Knowledge Management’ is the link between ‘what people know’ and how that knowledge is made available to others using effective communication.
Download the presentation.

 

Managing Developmental Projects for National Security: A Case Study of Israel’s Arrow Missile Defence Program, 2018, Uzi Rubin.

Following the Iraqi missile attack on Israel during the 1991 Gulf War, the IMoD established a missile defense program office (IMDO) and authorized the development of an early warning/fire control radar. This presentation looks at the challenges of developing the Arrow Missile System.
Download the presentation.
 

Managing Projects for Innovation: A competency perspective, 2018, Bob Wylie.

This paper uses military technological innovation to illustrate how a competence perspective
can inform efforts to improve the capacity of project oriented organisations to handle the
uncertainty that characterises the innovation process. Incorporating innovation-related competencies in project management practice has significant implications for the project management body of knowledge.
Download the paper.

 

The Challenges of Big Infrastructure, 2018, Damon Hancock.

Personal insights and reflections on why so many major projects fail to achieve their core objectives of: on time delivery, within agreed budget, and meeting their stated purpose - at least initially so. Lessons and pitfalls!
Download the presentation.
 

Educating your Project Management Staff, 2018, Kaye Remington.

How do we better educate and prepare project managers, team members, sponsors, and others, to more effectively deliver complex projects within acceptable bounds of stakeholder requirements?
Download the presentation.

 

Implementing Effective Project Management Systems and Tools, 2018, Loretta Bayliss

For this type of project, execution is a discipline, and methodologies provides a clear structure and framework – use it well. Agility and problem solving are key requirements for any project management implementation team. Testing of process and technology together is mandatory. Governance is mandatory for effective decision making. It supports key stakeholder involvement & support as well as injecting clear risk mitigation into your project, schedule, and implementation ecosystem.
Download the presentation
 

The ATO experience and lessons learned from improving project, program and portfolio performance,  2017, Daniel Bamford. 

The ATO perspective on Professor Shergold’s “Learning from failure report …” and the ATO’s experiences and lessons learned from its P3M3 improvement and the Reinventing Tax organisational transformation program.  Download the Presentation.

 

Should I buy that Ferrari?  The difficulties of cost-benefit analysis,  2017, Perry Oren.

With a light-hearted example, this presentation illustrates why it is so difficult to determine the value of a project at initiation or determine whether it will be a success, taking the audience through the conception of the project, the analysis of the costs, the estimate of the benefits, and the possible outcomes.  This example explores why standard financial analysis techniques do not always assist us in getting the best outcome from a project investment decsion, and why benefits realisation is often so difficult to accurately forecast.    Download the Presentation

 

Realising Value from IT Governance: Issues and Solutions,  2017, Amit. Ghidyal.

As part of its Enterprise Information Management (EIM) 2015-2025 Strategy, Defence has embarked on a journey to implement an Enterprise Resource Planning (ERP) system. The key challenges with IT governance implementation are the IT risks, which hinder enterprise performance. The strategy for IT Governance through EIM using benefit realisation models is sound at the policy and process level, however, there is a need to build an implementation and evaluation framework to help ensure realisation of the benefits and the vision. This paper presents a practical implementation and evaluation framework for IT governance and benefits realization.  

-  Download the Presentation.  

-  Download Amit's full paper.

 

Failure of Public Sector Programs: A Framework to Manage Success Criteria,  2017, Peter Slay.

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.    Download the Presentation.

 

Stacking the Odds for Project Success,  2017, Haydn Thomas.

Projects are successful, challenged or failed and dependant on where you are sitting, they can be all three at the same time. As Project Professionals we are constantly striving for that elusive successful project and in this presentation we will discover the thoughts, stages, roles, concerns and tricks/actions that will assist you on the way to Project Immortality.  Learning Objectives

-  Learn why organisations don’t care what role you are playing
-  Pre-Determine the definitions of successful projects
-  Increase your Tool Kit to effect successful and sustainable change

  Download the Presentation

 

Project Management: Performance is mostly about people and culture,  2017, Alicia Aitken.

This presentation takes you on her journey to the top of project management in Telstra, explaining why her role was created and what it does for her organisation.   It outlines Telstra’s view on critical factors in delivering project success and how they are helping Telstra deliver better project outcomes.  Download the Presentation.

 

Exploiting Project Knowledge to Enhance Project Governance and Control,  2016,  Dr. Chivonne Algero.

Managing intrinsic project knowledge has the potential to enhance project governance, and consequently the predictability of project outcomes. These control mechanisms can be mapped according to how knowledge is acquired and exchanged. Developing this map can minimise the potential for an overreliance on accidental opportunities to gather project intelligence, and deliver predictable project outcomes. However, an over-reliance on this systematic approach could drive mediocrity through conformity.  Download the presentation.

 

Going the extra mile.....,  2016,  Mr Kim Terrell.

This presentation looks at the department’s approach to programme and project management, focusing on how the department manages its portfolio of programmes and projects in a large, complex and fast moving environment, and the controls and approaches that lead to the successful delivery of new services for Australians. It also covers some of the lessons the department has learned over the past five years in tackling large business and ICT transformational programmes.. Download the presentation.

 

Benefits Linkages - Creating connection between purpose, governance and controls,  2016,  Mark Dickson.

Insights as to why benefits realisation should become a cultural movement within organisations and why linkages to Governance and Controls may hold the key to increasing successful project, program and strategic outcomes based on PMI’s 2016 Global Project Management Survey, the Pulse of the Profession®.  Download the presentation.

 

ICT Project Success and the suitability of key persons,  2016,   David Bryant.

This presentation highlights the results of David's research. It seeks to answer questions such as: What are the behavioural roles of key members of successful ICT project teams?  Are these behavioural roles a cause of improved team effectiveness?  Is team effectiveness a cause of project success?  David draws on academic research, cases studies of PM Achievement Award finalists and personal experience to highlight opportunities for improvement in project team selection and developmentDownload the presentation

 

Best Practices in Capability Delivery - Test and Evaluation,  2015,  Dr Keith Joiner.

The Australian Senate Inquiry into Defence Procurement found that over the decade from 2000 to 2010 that some ten percent of projects by value ($7.6 billion) had failed to deliver the capability sought and that inadequate test and evaluation was a significant factor in the risks not being determined early enough for them to be mitigated. This presentation describes the new T&E policy, gives examples of how and when it has been applied.  Download the presentation

 

Harnessing the Power of Diversity,  2014,   Elissa Farrow.

This presentation covers: What are the benefits of diversity? How significant are diversity differences e.g. ethnicity, gender, age, location? How do we build project teams that bring out the strengths of our diverse workforce? How do you create a ‘rich communication’ environment and break down barriers? What is the role of a leader in diverse project teams? Download the presentation.

 

Reinventing Project Communication: How to Design, Lead and Manage High Performing Projects.   2014,  Mark Phillips.  

Book review.  Download the presentation.

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