Paradigm Shift | Project Management Magazine Summer 2019 by Australian Institute of Project Management

PARADIGM SHIFT THE AIPM DIGITAL MAGAZINE

THE PROJECT REVOLUTION EDITION

SUMMER 2019

COMPETENCE SELF-ASSESSMENT The Australian Institute of Project Management has developed a competence self-assessment, PROMA3, based on the latest International Project Management competence standards for project managers. It covers project, program and portfolio domains. PEOPLE The personal and interpersonal competencies required to succeed in projects, programs and portfolios. PRACTICE The specific methods, tools and techniques for managing projects, programs and porfolios. PERSPECTIVE The contextual competencies that must be navigated within and across the broader environment of projects, programs and portfolios.

APPLICATION OF THE SELF-ASSESSMENT STEP 1: UNDERTAKE ASSESSMENT

The assessment commences with an individual's self-reflection of their strengths and weaknesses over 29 competence areas. It is approximately 60-minutes in duration and responses are submitted online.

STEP 2: REVIEW RESPONSES ALONGSIDE MANAGERS OR COLLEAGUES This allows an individual to reflect on responses through a 360 degree feedback loop with managers or colleagues to gain a shared understanding of performance against the competencies.

STEP 3: COMMENCE A TRAINING PLAN Organisations are able to review results on an individual, team or organisational level. The ability to aggregate across teams can then be used to identify areas requiring development for which a training plan can be formulated.

Results of the assessment can be aggregated and benchmarked on an individual, team and organisational level. 2

For further details email info@aipm.com.au or phone +61 2 8288 8700

MESSAGE FROM THE CEO ELIZABETH FOLEY

Welcome to the second edition of Paradigm Shift. In this edition we will delve further into this year’s National Conference theme of the Project Management Revolution. Project management is in a significant period of transition. As projects continue to change the world, project management professionals are the change agents who need to continually evolve their approaches and practices to ever changing environments and expectations. This issue looks at how we can revolutionise our thinking and prepare for a digital future. We explore the rise of AI, how a digital world will help PM’s and look at a project with purpose that delivered clean drinking water to a remote Northern Territory community through innovation. Cover image: Borroloola school students artwork is featured at the water treatment plant. Read about this project on page 14.

Paradigm Shift is published quarterly. Calls for articles for the next publication will be made approximately 45 days before publications. Please see page 24 for more details on how you can feature in our next edition.

Whilst project management is in a revolution, so too is AIPM. As we head in to 2020, we will endeavour to help members achieve their professional goals and we will focus on ensuring project management is a key enabler of sustainable economic and social outcomes for Australia. To facilitate more member engagement, we will be progressively rolling out a new online community platform that will enable us to expand our budding number of Communities of Practice to an online collaboration forum. We will also be building our advocacy platform and voice, responding to legislative, policy and industrial reforms that impact and progress our profession. We will continue to partner with credible organisations to research trends in project management and will be making submissions to government as and when the opportunities arise. I welcome any suggestions from our members on what the AIPM should be commenting on. I hope to see you all in 2020 and enjoy the read! Elizabeth Foley MAIPM MCom BBus FAICD CEO AIPM

CONTENTS MESSAGE FROM THE CEO �� 3 IN THE NEWS �� 4

WHY ADAPTABILITY, FLEXIBILITY AND CREATIVITY MAY REPLACE PROJECT MANAGEMENT CONTROLS ��10 PRAXIS FRAMEWORK™ – A NATURAL EVOLUTION FOR PROJECT AND PROGRAMME MANAGEMENT ��12 PROJECTS IN THE SPOTLIGHT

INNOVATIONS AND INSIGHTS

HOW SHIPPING CONTAINERS IMPROVED WATER QUALITY FOR A REMOTE NT COMMUNITY ��14

THE IMPACT OF AI ON THE AUSTRALIAN PROJECT MANAGEMENT INDUSTRY ��6

THE ANZSLIG PROJECT: ROCKETING AUSTRALIAN AND NEW ZEALAND LAW INTERESTS INTO SPACE ��16

IS PROJECT MANAGEMENT THE MAP TO GUIDE OUR JOURNEY THROUGH A DIGITAL WORLD? �� 8

CONNECT ��18 RESEARCH ��22

IN THE NEWS

THE FUTURE OF PROJECT AND PROGRAM MANAGEMENT IS BRIGHT The 2019 AIPM, KPMG and IPMA global survey findings provide perspectives on current trends and practices in project and program management globally, as well as insights into the challenges the project management community faces as we look to the future. The demands of connected and digital organisations operating in disrupted and rapidly changing landscapes, dominated by challenges of speed of integration, are applying new levels of challenge to project and program management across the world. The research survey reveals that the future of project management lies in how the profession responds to these challenges. Our survey results point to challenges in applying consistent governance oversight, focus on managing benefits and managing change through the project lifecycle:

44%

More needs to be done in the NSW building industry to address broader project management and certifier compliance (Source: Flickr)

of organisations are likely to deliver projects that meet original goal and business intent

DRAFT NSW ‘DESIGN BUILD PRACTITIONERS BILL’ DOES NOT EXTEND COMPLIANCE FAR ENOUGH AIPM has submitted its response to the draft legislation of the Design and Building Practitioners Bill 2019. In its submission to the NSW Government’s Better Regulation Division on 16th October 2019, AIPM noted the aims of the Bill are admirable and in line with community expectations. The obligations of building practitioners are well-defined; however, the Bill currently limits its focus on designers and constructors and ignores broader project management and certifier compliance. Obligations remain limited and not extended across the full process of building work.

19%

of organisations deliver successful projects, at least most of the time

36%

of organisations are likely to deliver projects that are on budget

30% 46%

‘We need to ensure the Bill has adequate countermeasures that would actively discourage short cuts that are currently being taken in the building industry’, says Elizabeth Foley, CEO at AIPM.

of organisations are likely to deliver projects that are on time

Read more here

of projects are delivered with stakeholder satisfaction.

VICTORIA’S BORROWING FOR BIG PROJECTS IS SET TO DRIVE UP DEBT IN THE STATE BY $30B The Victorian government may need to rethink its infrastructure agenda if it cannot curtail its spending levels or find additional income sources, according to the state’s attorney general. Debt in Victoria is expected to increase by $29.7 billion over the next four years, as the government continues to borrow cash to fund major infrastructure projects. The state’s debt burden has jumped by 26.4 per cent ($13.1 billion) in 2018/19 to $62.9 billion.

Major infrastructure projects in Victoria are affecting Premier Daniel Andrews spending (Source: Twitter: @DanielAndrewsMP)

Andrew Greaves, Auditor-General, has warned “if expected efficiency gains are not all realised, government will need to find alternative funding to deliver against its budgeted service and infrastructure commitments, or refine, rephase or cease one or more of them.“

during a renewal of light rail in Australia. The last decade has seen networks opened on the Gold Coast, Newcastle, Canberra and Adelaide has extended their system.

ICONIC CRANE TO COME DOWN AT BURNIE PORT, TASMANIA

Aerial Hackett Hall Plaza by night (Source: Western Australian Museum)

$395.9 MILLION NEW MUSEUM PROJECT TO OPEN IN WESTERN AUSTRALIA IN 2020 The New Museum for Western Australia has been one of the most significant museum redevelopments in the world and will be located in the heart of Perth’s cultural precinct. Set to open in 2020, it will reflect Western Australia’s extraordinary history, creativity and diversity.

TasPorts has commenced work to remove the iconic Portainer crane at the Port of Burnie. The crane has been key to Burnie’s skyline since it was installed in February 1994, when it was the first and largest of its kind to be built in Australia. TasPorts Chief Executive Officer Anthony Donald said the crane’s removal signifies an important step forward in realising the Port of Burnie’s growth potential, whilst improving port accessibility and safety. The crane collapse is scheduled to take place over the coming weeks to pave the path for future growth.

This project will deliver an extraordinary New Museum including: • A world-class new building that delivers exciting visitor experiences. • Revitalised heritage-listed building. • Museum content including collections, exhibitions, multimedia and artworks for gallery and activated spaces. • A Central Energy Plant delivering a sustainable and energyefficient system servicing the Perth Cultural Centre.

The Portainer crane at Port of Burnie is set to be removed in the coming weeks (Source: TasPorts).

• $17.1 million Harry Butler Research Centre, Welshpool. The project which will continue long after its opening will allow the people of WA to contribute to the way the state presents the stories of the past, present and future.

Sydney’s Light Rail plays a key role in enabling Sydney’s transport future (Source: Flickr)

INLAND RAIL | A ONCE IN A GENERATION PROJECT Inland Rail is the largest freight rail infrastructure project in Australia that will that will enhance supply chains and complete the backbone of the national freight network between Melbourne and Brisbane via regional Victoria, New South Wales and Queensland. Building the Inland Rail will reduce costs, create jobs, take trucks off our roads and make businesses and producers more competitive. Inland Rail has been divided into 13 distinct projects to deliver the 1,700km rail line: one project in Victoria, seven in NSW, and five in Queensland. The longest project is Narromine to Narrabri at 307km long, with the shortest project Gowrie to Helidon at 26km. This project will boost Australian GDP by $16 billion and will create 16 000 jobs. The first train is expected to run in 2025.

SYDNEY’S LIGHT RAIL LINE TO OPEN IN DECEMBER Sydneysiders will soon be able to ride on the city’s new $2.7 billion-plus light rail line as early as December 14. This massive NSW infrastructure project has faced many setbacks including being over budget and being delivered over a year late, as the government and builder Acciona were tied up in court. These new light rail vehicles are some of the longest in the world (67m) and have been in testing phase for many months. The opening of the Sydney CBD and South East routes comes

Trackwork near Parkes, which will form the vital link between Inland Rail and the interstate east-west line from Sydney to Perth (Source: Inland Rail)

INNOVATIONS AND INSIGHTS

THE IMPACT OF AI ON THE AUSTRALIAN PROJECT MANAGEMENT INDUSTRY (Source: iStock)

By the end of 2020, the Artificial Intelligence (AI) industry is predicted to reach $US36B globally and this figure is forecast to grow exponentially to $US127B 2025 – making AI the largest driver of tech spending in the next 5 years

Artificial Intelligence (AI) is a broad field that incorporates smart machines, machine learning and reasoning, ro/ chat/web bots, artificial neural networks and new programming parameters. But the new machines and software that we see now are only the first in what will eventually become a new industrial revolution which will fundamentally redefine global economic systems, create new labour markets, challenge our understanding of ‘personhood’ if current research is correct over one third of graduate level jobs will be replaced by some form of AI in the next decade. In fact, by the end of 2020, the Artificial Intelligence (AI) industry is predicted to reach $US36B globally and this figure is forecast to grow exponentially to $US127B 2025 – making AI the largest driver of tech spending in the next 5 years. With this new industrial revolution poised to have such a profound impact, it would seem naïve to believe that the field 6

of project management will survive this revolution unscathed. This takes a futurist perspective of the profession and looks at how it may change over the next 5 to 10 years.

THE RISE OF THE MACHINES Perhaps the most astounding thing about the impact of AI is the speed of its adoption. The drivers behind this rapid change are the confluence of data collection and analysis, massive leaps forward in computing power and better algorithms. Together these drivers are already making inroads into the profession of project management. Within the project management space, AI has already begun to take over some of the routine administration tasks. Activities such as creation and maintenance of registers and logs, automated meetings preparation including booking rooms, emailing invitations and drafting agendas. In addition, AI is taking over paper-based communications such as minuting meetings, following up on action items via automated emails and preparing monthly reports. But this is only the start.By 2025, we can expect to see Machine Learning (ML) based platforms that can: • schedule projects • assign resources • create basic cost plans • assist with contract interpretation and administration • undertake earned value assessments • forecast completion costs, as well as • assist with identifying trends for opportunity capitalization and risk mitigation

By 2030, expect to see things like automated site inspections using LiDAR-enabled drones linked to detailed BIM and intelligent contracts and standards. Programmes will be able to identify in-situ quality errors and predict clash detection on building sites. There also will be systems which provide real-time assessment of project progress, allowing them to calculate progress claims, raise claims for extensions of time or lodge variations without human intervention. In fact, I expect that within a decade (and, yes I’m being conservative) we will see most, if not all, of the 47 processes outlined in PMBoK that relate to ‘traditional project management’ (i,e, the planning, monitoring and control of time, cost and scope) will completely be handled by AI, machine learning programs and bots. Based on this prediction it would be easy, and perhaps a little justified, to think of AI as Project Management Terminators. Machines from the future intent on destroying the profession as we know it. But nothing could be further from the truth. You see, although AI might be far better at routine, repetitious or mundane project administration tasks than any human project manager could ever be, we need to ask ourselves “What is AI not good at?” because, in that question lies the future of project management.

PROJECT MANAGEMENT IN THE FUTURE The rise of AI has the potential to do something amazing for the future of project management, and it all has to do with the three things that AI may never be good at: (i) creativity; (ii) social skills; and (iii) perceptiveness. For almost six decades, project managers have ‘defined’ their profession by the Iron Triangle of time, cost and scope. This has been our mantra for so long that we have almost forgotten the reason projects exist. Projects exist to serve human needs. This means that it is people, not tasks or processes, that are at the heart of projects. A recent global study by KPMG found that 46% of the project managers interviewed believed that ‘managing people’ was the most important factor in delivering a successful project. This was contrasted against 28% who felt that technology made all the difference and 26% who felt it was the either the processes or governance that were the critical success factors. In light of the rise of AI, this is fantastic news for our profession! By alleviating the burden of repetitive, mundane and routine process driven tasks, AI will free project managers to focus their attention on THE most critical area of project success – managing people.

You see, for all its data driven learning, AI cannot to do things like create a project vision, build a team, create a culture and develop camaraderie. AI might never be able to discern hidden agendas and drivers that cause stakeholders to make seemingly irrational decisions. AI might be able to forecast when we are diverting from the program schedule, but that doesn’t mean it has the ability to find a creative solution to the problem, resolve the conflicts created by that deviation and then garner the consensus needed to get the project back on track. These ‘human-centred’ skills are the grease that keeps the machinery of every project running smoothly – and right now, and for the foreseeable future, they are outside the realm of plausibility for AI.

SO WHAT NEXT? There’s is no point in denying it. AI is here, and it’s here to stay. What’s more is that it will impact on the practice of project management. But perhaps that is not a bad thing, after all creative destruction is one of the fundamental tenets of Schumpeterian economics – the old must be destroyed in order make way for something better. This shift in the way project management will be ‘done’ shouldn’t alarm anyone, provided you are making yourself ready for coming changes and not just sticking your head in the sand. So what can you do to future proof yourself as a project manager: (i) educate yourself on AI and what it can do,

“What is AI not good at?” because, in that question lies the future of project management. (ii) engage with AI so that you are keeping pace with the changes in our industry, (iii) start to hone your project management ‘soft skills’, things like leadership, emotional intelligence, personal communication (conflict resolution, consensus building and persuasion) and creative problem solving. The field of AI is both fascinating and frightening, but we must always keep in mind that AI is just a tool. The quicker we learn to use that tool the faster it can begin to make our jobs easier. Author: Dr Greg Usher PhD, RPS

Source: iStock

INNOVATIONS AND INSIGHTS

IS PROJECT MANAGEMENT THE MAP TO GUIDE OUR JOURNEY THROUGH A DIGITAL WORLD? The Australian Institute of Project Management and Aurecon recently interviewed a range of industry strategic thinkers to get their pulse on the role project and portfolio management is currently having in guiding the digital transformations.

NAVIGATING THE DIGITAL LANDSCAPE According to recent research by Aurecon, 83% of surveyed businesses believe change will be considerable in the next 2-5 years and a majority feel their organisations are not properly prepared to handle it. While most agree significant strategic initiatives will be needed to improve, transform and

develop organisations. Many grapple with pinpointing where to start and what specific steps to take. Connecting and navigating the digital landscape is a common challenge. For centuries, humans have relied on maps to guide them through unfamiliar landscapes, and this new digital terrain should be no different. As change permeates more deeply into our everyday lives and organisations look for better ways to navigate the ever-transforming world, is project management the map we need?

THRIVING IN THE FUTURE Our industry insights reveal that although the role of project management in digital transformation is well understood, the extent to which it is embraced across an entire organisation greatly varies depending on business maturity and the size and scale of projects being implemented.

“There’s a whole bunch of projects that kick off when your competitor has done something, so you have to now do it as well – or else you get a massive draining of business. The ROI of staying in the game is pretty clear.” Ian Sharpe, Associate Director Business Transformations, Western Sydney University

However, the role of program and portfolio management for the many smaller to medium sized projects is not always clearly, or uniformly defined. This subset of projects often lacks structure and investment for how they are approached and collectively managed – not realising value for the organisation. In isolation, success or failure of smaller projects may not have a huge impact, but collectively the impact can be significant.

LINK TO STRATEGY Large and highly complex projects driven by strategic intent apply this same approach to digital — a business case is created, and a governance process undertaken to launch the project. However, for a significant number of projects the strategy is less clearly defined, and businesses are keeping pace either with competitors, regulatory changes, customer expectations or with technology.

Aurecon research shows businesses believe that change will be considerable in the next 2-5 years (Source: Aurecon)

Source: iStock

CENTRALISED CONTROL Our interviews revealed most large projects driven by strategy were also collectively managed and tracked by a centralised business function. Again, however, the subset of smaller to medium projects are not managed in this same fashion. Tamara Mirkovic, the Program Manager for the Queensland Government’s Accelerating Science Delivery Innovation (ASDI) Program, shared her thoughts on what best practice PMOs look like for digital transformations: “To be successful, PMOs need to be an enabler and not a blocker. PMOs need to have a supportive and scalable mindset, because heavy, traditional governance doesn’t work well in the digital space.”

TRACKING AND MEASURING BENEFITS Organisations are under pressure to demonstrate financial return on digital investment. Measuring and tracking value is something everyone understands the need for and is trying to do. Many are unclear how to monitor and track a program of multiple, concurrent projects of varying sizes and complexities which touch every aspect of a business. Knowing which part of an integrated strategy moves that performance needle, and therefore knowing if individual investments are sound, is an ongoing challenge.

Interviewees confirmed that the link between digital transformation project success and formal change management processes is essential. However, a strategic approach to managing change is often the missing piece for many small to medium sized projects, which are less funded and less structured from a management perspective. Advancing people’s skills for ‘what’s next’ is a business imperative for any digital transformation journey. Unfortunately, confusion around best practice and timing causes upskilling to be pushed to the back of the ‘to do’ list.

“It’s not just about all the efficiencies, it’s about saying what’s the organisation that’s going to be created.” David Counsell, Gas Asset Strategy and Planning Manager, AusNet Services

WE NEED MORE THAN A MAP

HUMAN CHANGE AND UPSKILLING

Just as navigation systems have evolved to guide future explorers, so must project management. Rather than framing our professional offerings as a map with defined steps, they need to be capable of sensing, analysing and communicating the full gamut of the environmental influences on a project and of the project on the environment in real time.

A common theme throughout our interviews was that digital is not solely about technology, it is also about workforce transformation. It is about leaving a legacy and creating depth of skills so when the next project arrives, everyone is progressively getting better, faster, smarter and more efficient.

This is not a new theory of project management. However taking these well-established ideas and adapting and modifying them to cope with emerging digital transformation activities in a continually changing business and regulatory environment is new.

“It’s clear that this is an essential part of program delivery to our customers – not just a nice to have add-on. It’s being increasingly recognised as the key element of successful adoption of digital changes in their organisations.”

This article is an excerpt from research conducted by Aurecon in conjunction with the Australian Institute of Project Management. Read the full article here: https://www.aurecongroup.com/ thinking/thinking-papers/digital-project-management To learn more about Aurecon’s Our Digital Futures study, visit: https://www.aurecongroup.com/expertise/digitalengineering-and-advisory/digital-futures Author: Lachlan Waite is a project leadership professional within Aurecon's Program Advisory team with over 15 years experience.

Clinton Temple, Head of Program Execution, Leidos Australia

INNOVATIONS AND INSIGHTS

WHY ADAPTABILITY, FLEXIBILITY AND CREATIVITY MAY REPLACE PROJECT MANAGEMENT CONTROLS

(Source: Coast Photography)

Modern workplaces are now so often filled with disruption that yields uncertainty, unpredictability and risk like never before. This emerging disruption is aided by fast moving changes that transmit unchallenged through the internet, social media and other interconnectivity that is associated with globalisation. The unpredictable fast paced nature of change can turn a project from profitable into a close project overnight if fundamentals are radically changed by presidential announcements that announce tariff changes or trade wars without notice. Project management is no longer an activity to achieve a single goal, nor can it be performed in isolation away from connections with the wider disruptions occurring in the world, be they technology, Brexit, climate change or a whole host of others.

PROJECT MANAGEMENT PREVIOUSLYâ&#x20AC;Ś

This is not to say that project management is no longer useful, rather it is an indication that new methods are required for it to cope with in a constantly changing, unpredictable and risky broader environment. 10

Based on a premise of managers being in control since at least the 1940s, project management has devised systems and structures that have been aimed at producing deliverables to a set time at a set cost. The deliverables of the project managers have for so long been the output of project managers that set out milestones, resources, times and costs with sequences of activities. The rigid processes of the project manager are usually set with consultation and expectations of a broad range of stakeholders, Project Management Office and investors. The whole notion of project so often assumed that the project was discrete and often separate to any broader business, where direct control was the corner stone of achieving the goals. Whilst some creativity may have existed in project management of the past it may have so often been limited to achieving milestones or if the project plan steps were thought to have

been compromised, creativity applied in order to get projects back on track towards their agreed plans. Another foundation of the project management success in the past was its written procedures, structures, meeting schedules and other formalities. These formalities provided the project manager with quality control and set an understanding of expectations within the teams, so when disruption is present in this new age many of the trusted and relied upon operations within projects may be challenged, or even fail. The sheer time and effort to re-write all of the project requirements constantly in an ever-changing world may be expensive and time consuming, yet if the structures and processes are not up to date staff may feel unsupported, unstructured and stressed. This is not to say that project management is no longer useful, rather it is an indication that new methods are required for it to cope with in a constantly changing, unpredictable and risky broader environment.

WHAT COMES AFTER THE TRADITIONAL TOOLS OF PROJECT MANAGEMENT? Project management of the future will need to adapt to almost constant change from a broad range or sources, be it the internet, social media or new technology. The broader world is likely to invade, inhibit and limit many projects in this new age, a set and forget structure culture within projects will not be appropriate for this changing environment. The need to operate differently will not merely affect project staff, as the project managers and leaders will have to champion changes to the project operating model, where some of the changes may at first seem counter to the notion of management control.

SO WHAT IS NEXT FOR PROJECT MANAGEMENT? Identifying changes outside of projects will be a critical skill in this new age, as identifying and reacting late may cause immense issues to project schedule, cost and resources. Whilst project managers may have adaptation skills as they seek to meet schedule issues, it will be the speed and constant nature of change that will be new and challenging, where the notion of manager knowing all the answers may no longer be possible. In so much change, the project manager may need assistance and inputs in devising the new solutions, where staff may even have to operate without written structures and processes. A more open, closer relationship between staff and project management is required if new solutions are to be offered and discussed. Yet new solutions will not emerge without a level of creativity and critical thinking to seek and propose alternate methods and ways of thinking. The project manager of the future will need to build an environment of trust and inclusion if new ideas are to be fostered and assessed as the creativity of the team may be the difference to success or failure of projects in the future. Author: Dr Mathew Donald is a leadership, management and organisational change specialist with over 35 years’ experience. As the principal of Dr Mat – The organisational Health Doctor ™ his global consulting services include mentoring, presentations and advice. He is also the author of “Leading and managing change in the age of disruption and artificial intelligence” (Emerald $USD 100.00). For information visit www.drmat.online 11

INNOVATIONS AND INSIGHTS

PRAXIS FRAMEWORK™ – A NATURAL EVOLUTION FOR PROJECT AND PROGRAMME MANAGEMENT

Adrian Dooley is the creator and lead author of the Praxis Framework. He sat down with the AIPM to explain what the framework is and where it is moving. The content for the AIPM body of knowledge, that will be launched with our community portal, is based on the Praxis Framework.

WHY DID YOU DEVELOP THE PRAXIS FRAMEWORK? I have spent a lifetime in project management as a project manager, consultant and trainer. The more I worked with companies and individuals, the more two things became clear about the evolution of project and programme management. Firstly, none of the good practice guides (PMBoK Guide, PRINCE2, ISO21500 etc) give the full picture. They tend to focus on either knowledge or process but not both. I would often hear people say “You need the PMBoK Guide and PRINCE2 to fully understand how to manage a project”. I also believe that you need to understand individual competency and organisational capability maturity to truly embed good practice – and that’s before we get into all the detailed tools and techniques. Secondly, people have a real problem implementing the good practice they glean from these guides. Typically, they will go on a course; learn a lot of good stuff and then go back to doing the same old things when they get back to work. My extensive studies of ‘Lessons Learned’ reports from many companies show that the most common reasons for project failure are simply not applying the good practice that we learn on every project management course.

WHAT ARE THE AIMS OF THE PRAXIS FRAMEWORK AND WHY IS IT A REVOLUTIONARY CONCEPT? Ultimately, the aim is to help individuals and organisations embed tried and trusted good practice. To do this Praxis does several things: Firstly, it integrates Knowledge, Method, Competence and Capability Maturity into an integrated framework with 12

As the information and tools in the framework have grown with contributions from more and more users worldwide, we felt there was a need to provide a simple front end. We created Praxis Local as a simple window on the full web site that could be downloaded (as a PowerPoint file) and tailored to any individual project or organisation. All these initiatives are free to use because accessibility is key to removing any barriers to their use. Project managers are busy people. They need the information and tools to be readily accessible 24/7 with no restrictions.

WHAT DOES THE FUTURE HOLD FOR THE PRAXIS FRAMEWORK? Given that Praxis is community driven, it’s always difficult to predict where our volunteers will take us next. So far, we are in seven languages with another translation project underway. Hopefully, we will add more translations and be accessible to more people in their native language. The fact that the translations have been done by volunteers illustrates the global appetite for this new community driven approach.

…the most revolutionary part is that we constantly add content that is about using and embedding good practice rather than just accumulating it.

consistent terminology throughout. Secondly, it removes barriers to day-to-day usage by making it all freely available, on-line with no copyright restrictions. But that’s only the start. For me, the most revolutionary part is that we constantly add content that is about using and embedding good practice rather than just accumulating it. There are three areas that epitomise this approach. The assessment tool provides tailorable checklists that are inspired by the surgical checklists developed by the World Health Organisation. These reduced surgical mortality around the world by 40% so there must be something we can learn from that approach. We combined the checklists with the Capability Maturity Model to provide a real-time dashboard for organisational improvement – a vital tool for PMOs. The result is an approach which very simply helps people to develop the right habits and improve organisational effectiveness as a result. It’s not rocket science. iMA (identify Modify Adapt) Praxis is our approach to recognising that everyone on a team sees good practice from a different personal perspective. Other guides state what good practice looks like in a one size fits all approach but, for example, if you are naturally risk averse you won’t apply risk management in the same way as someone who is a natural risk taker. We all need to understand how these practices are seen differently by other members of our team – and that is built into the framework.

Our main focus at the moment though, is to burst the Agile vs. Waterfall myth. All aspects of project management lie on a spectrum. Praxis already treats projects, programmes and portfolios as points on a spectrum. This makes skills far more transferable between the three. We now plan to do the same thing with the Agile vs Waterfall dichotomy, which we believe is counterproductive. Future iterations of Praxis will identify the way tools, techniques and processes can accommodate different levels of agility. Skilled project managers need to be able to “play what is in front of them” as the sports pundits love to say. That means getting away from the idea that projects are either Agile or they are not, and project managers are either Agile Project Managers or not. In the future, good project managers will be able to apply the relevant levels of agility to suit the context of their project. As a final thought, we are delighted to be working with the AIPM on bringing the Praxis principles and ideals to the profession in Australia. Using the Praxis Framework as the basis of a body of knowledge for AIPM members’ ensures they are provided with a new core of information that is free, contemporary and has no IP restrictions. We have also had great support from the Association of Project Management in the UK and SMaP (the professional body for Project Management in France). In the future we hope to work with more and more professional bodies to herald a new open and collaborative era for the global discipline and profession of project management. The Praxis Framework Bridging Course is an endorsed AIPM course. For further details contact Adrian Dooley, adrian.dooley@praxisframework.org or Lawrie Kirk, APMG International, lawrie.kirk@apmg-international.com

In the future, good project managers will be able to apply the relevant levels of agility to suit the context of their project. 13

PROJECTS IN THE SPOTLIGHT

HOW A MODULAR WATER TREATMENT PLANT USING SHIPPING CONTAINERS IMPROVED WATER QUALITY FOR A REMOTE NT COMMUNITY A complex problem presented itself to Eric Vanweydeveld, a senior project manager at Power and Water Corporation, when he was asked to deliver a water treatment solution for one of Australiaâ&#x20AC;&#x2122;s most remote communities. Through creativity and innovation, this engineer and his project team solved this complex problem.

Borroloola School children helped decorate the water treatment plant with their paintings of culturally significant animals (Source: Power and Water)

Borroloola is located on the McArthur River in the Gulf of Carpentaria, about an eight-hour drive from the nearest major centre and has a permanent population of around 1,000. The potable water supply is sourced from underground and therefore had corrosive tendencies associated with low pH, low alkalinity and high concentration of carbon dioxide. Without appropriate water treatment in place, the aggressive water had damaging effects on the distribution infrastructure such as pipes, fittings and tanks. The low pH and corrosive tendency of the source water also had the capacity to affect chlorine efficacy, further impacting the delivery of safe drinking water to the community. Due to these factors, the water treatment system required extensive repairs or replacement.

In Darwin, we duplicated the Borroloola site precisely to enable testing of the system. By doing this we were able to correct a lot of the problems before the equipment was transported to Borroloola, which saved both time and money and reduced the risk profile of the project.

The community of Borroloola were engaged in the project (Source: Power and Water)

COMMUNITY ENGAGEMENT WAS KEY The project dealt with various levels of complexity (technical, social, geographical and logistical). In addition, there were a wide range of challenges including a project team spread across five locations, the remoteness of the site, long distances, a high level of political and social influence and a large number of stakeholders involved in different phases of the project with various interests. To overcome geographical, climatic and logistical challenges and to reduce time, costs and risks associated with the delivery of a complex system in such a remote location, the new water treatment plant was delivered through a unique containerised solution.

Aerial image of Borroloola Water Treatment Plant (Source: Power and Water)

To increase community understanding of the benefits of the project, Eric had to get creative. Borroloola School, Waralungki Arts Centre and Mabunji radio all were invited to participate in community engagement programs and advise on how the project was delivered. The school children were asked to create the artwork to adorn the water treatment plant. “We wanted to involve as many local people and businesses as possible,’’ said Eric. He believed with a supportive community the project would deliver many positive outcomes for the town. The community benefited not only with safe drinking water but also from learning more about the importance of water, its health benefits and the need to conserve it. Maria Pyro, Deputy Principal of Borroloola School said “It’s very important for the future of our children that we teach them to care for water. Being involved in the creating artwork for the water treatment plant gives us ownership of this project.”

SUEZ (water treatment solution provider) and Goodline (Darwin based construction company) to deliver a solution for Borroloola. This allowed for many Territory businesses to be involved in the project, including Borroloola firms and Aboriginal providers. Community engagement was key to the success in project delivery, so Power and Water sponsored the annual Borroloola rodeo. Power and Water had a stall at the rodeo where staff were able to brief residents on the project’s progress and expected results once completed.

CHALLENGES LED TO INNOVATION This complex project faced many logistical issues firstly having a project team spanning across five locations: Borroloola, Sydney, Katherine, Darwin and Alice Springs. In person meetings had to be kept to a minimum to save on time and resources. The structurally modified containers came from Brisbane and Melbourne, the chlorination system from Sydney, filter skid from Melbourne, degassing tower from France and calcite filters from India. Following the 3D modelling of the facility, all the parts were built into modular sections and assembled in Darwin. The execution had to have minimal disruption to the onsite system therefore installation was rapid after it was fully tested in Darwin. “In Darwin, we duplicated the Borroloola site precisely to enable testing of the system. By doing this we were able to correct a lot of the problems before the equipment was transported to Borroloola, which saved both time and money and reduced the risk profile of the project,” Eric explained. After completing the commissioning tests, the entire plant was disassembled and transported 1000kms to Borroloola by road trains and rebuilt on the edge of the township. The system was tested for 16 weeks through a validation process to confirm it met the specifications of design. This project demonstrated that through extensive planning, local engagement and innovation that the most precious resource could be provided to a remove community – safe drinking water. Eric says it best when he notes ‘At the end of the day, it is all about Power and Water improving people’s lives by delivering quality water. That’s what is important.” Author: Power and Water Corporation, (NT)

WATER QUALITY WAS PARAMOUNT Borroloola, previously, had three basic water treatment systems. Whilst these met drinking water standards, they were not able to effectively address the corrosive issues with source water that was leading to damaged pipes and storage infrastructure issues that reduced water quality. From conception to tap turning took 6 years to deliver the $6.4 million fully automated water treatment plant. Eric noted that “it was a very complex project and we had to think outside the box and be innovative.” With agreement given to use Aboriginal owned land, contractors were invited to the site to witness the logistical difficulties firsthand. A joint venture was created between

Eric Vanweydeveld involved as many locals as possible to ensure project success (Source: Power and Water)

PROJECTS IN THE SPOTLIGHT

THE ANZSLIG PROJECT: ROCKETING AUSTRALIAN AND NEW ZEALAND LAW INTERESTS INTO SPACE (Source: iStock)

“In Australia there are a lot of space startups. As the space industry develops it can then hire and engage with professional services. There is not a large demand for professional services now, but this will develop as the industry grows and matures.” Duncan Blake, Chair ANZSLIG

THE PROBLEM: SPACE LAW PROFESSIONALS ARE DISPERSED AND INDEPENDENT LIKE SCATTERED SPACE DEBRIS The subject of space law is a relatively new and fastgrowing area of professional interest in Australia. Previously, only government funded projects of major space-faring nations could access space; the recent revolution in the commercialisation of space launches and space missions has proliferated the interests present in space; many new actors who previously couldn’t afford space launches or missions are now wanting to access and occupy space with not just single unit missions, but with multiple-missions to grow into mega-constellations. Accordingly, Australian interests in governance, rules, and ‘appropriate behaviours’ for the controlled and sustainable uses of space have similarly been rocketed to new heights. The need for a body such as the Australia New Zealand Space Law Interest Group (ANZSLIG) was recognised after two connected events that were significant to relaunching Australian professional interests and projects for space activities. First, the International Astronomical Congress (IAC) 2017 was hosted in Adelaide and provided an ideal opportunity to realise the need to raise the profile of space law in Australia and New Zealand. Second, the Australian Space Agency was established in July 2018, which called for public consultations on the priorities and suggestions to update the Space Activities Act 1998.

THE PROJECT: SYNERGISE AUSTRALIAN AND NEW ZEALAND SPACE LAW INTERESTS Mr Duncan Blake, space advocate and lawyer, is one of a group of like-minded space law professionals who recognised the gap in the bodies of knowledge available for consultation by government, industry or other interested parties and an absence of easily accessible, diverse and comprehensive space law knowledge they could consult. He invited a volunteer group of like-minded legal experts and space professionals from throughout Australia and New Zealand to gravitate together and establish a knowledge resource. The Rocket Lab company had only recently succeeded in launching its first space mission, making New Zealand a proven space-faring nation. The process of bringing a focused new organisation out of previous chaos evolved steadily: each step built on the lessons learned from the previous step, on the trajectory to a networked organisation of like-minded professionals. The Australia New Zealand Space Law Interest Group (ANZSLIG) was established in early-2018 as a coordinating body of professionals from very diverse backgrounds including law, strategy, research, academia, industry, and others including from across various government departments – but all with a common interest in space law. The group’s knowledge base would build upon existing international, Australian and New Zealand laws but also recognise the rapidly growing interests and influences creating pressure to ‘re-shape’ those legal frameworks. Although it took over 50 years after Australia’s first space event with the 1967 launch of WRESAT (first Australian satellite) from Woomera for Australia to establish its own space agency, it took less than one year after establishment of the Australian Space Agency for ANZSLIG to join the space community in supporting the Australian Space Agency to make much needed improvements to Australian domestic legislation for space activities.

THE FUTURE CHALLENGES FOR THE ANZSLIG PROJECT: IT’S ALL ABOUT SUSTAINABILITY Whilst the sustainability of ANZSLIG is one key focus of the group, this reflects on the newest global focus area of space sustainability – having knowledge, skills and experience to contribute on the sustainable use of space for both current and future generations. ANZSLIG has identified three major areas in space law that challenge space sustainability: 1. Regulating the military uses of outer space, in case such military uses escalate to a point at which space activities become unsustainable; 2. Space Traffic Management in order that all current and prospective space activities (ie including commercial, civil, and military) can be managed in a way so that the activities of one user does not make space unsustainable for other users; and 3. An international regime for space resource utilisation, so that the extraction and exploitation of off-world resources can proceed in a sustainable way, potentially for the benefit of all people. Space sustainability is a new driver for guiding choices and options, in space systems and space activities, which require new rules to assure that space can continue to be useful today and accessible into the future. ANZSLIG will seek to provide a sustainable and living knowledge resource to better inform current and future project managers to deliver better outcomes that contribute to realising this sustainable future. For further details please visit the ‘Space Law Interest Group (ANZ)’ page on Facebook or use the webform on the ANSZLIG webpage at https://anzslig.hom.blog/. Authors: Duncan Blake, LLM & Chair; William Gloster, LLB & Secretary; Michael Spencer, CPPM & Member

ANZSLIG project challenges and lessons learned • Clear leadership and direction in the void • Early recognition of a need for diversity • Connecting participants digitally • Networked participants engagements • Building a space law knowledge resource • Focus and expand the reputations of Australian and New Zealand space law • Motivating professional development and engagement • Inspiring the next generations Australia has space-related dependencies throughout our society and ANZSLIG has been established to provide advice on the risks and laws associated with the uses of the space domain which continues to be increasingly congested, contested, and competed.(Source: CSmonitor)

• The importance of simple administration to allow participants to continue to connect

CONNECT

2019 NATIONAL CONFERENCE (R)EVOLUTION 20 – 22 OCTOBER MELBOURNE

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With close to 600 project leaders converging in Melbourne for 40 sessions across two and a half jammed packed days, our 2019 National Conference provided an amazing opportunity to participate in thought-provoking discussions and to connect with industry leaders. Highest rated speakers included Todd Sampson and Allan Sparkes in the plenary and Dr Nathalie Collins, Richard Hughes, Jeff Volkheimer and Darryl Reichelt in the concurrent sessions. They covered a range of topics from training your brain to leveraging opposing forces when leading projects.

of delegates rated the overall conference as very good / excellent

“Great conference! The program was jam packed with interesting and informative sessions” 2019 Delegate

Highlights from the 2019 National Conference (Source: Coast Photography)

2019 NATIONAL PROJECT MANAGEMENT ACHIEVEMENT AWARDS The 2019 National Conference finished with a bang as over 500 project managers met at the Crown Palladium for a night of celebration honouring those who took out the National Project Management Achievement Awards. Congratulations to all the Award winners, and to the 2019 Project of the Year Sir John Monash Centre by Global Project Solutions Pty Ltd.

Paradigm Shift | Project Management Magazine Summer 2019

Articles inside

THE ANZSLIG PROJECT: ROCKETING AUSTRALIAN AND NEW ZEALAND LAW INTERESTS INTO SPACE

HOW A MODULAR WATER TREATMENT PLANT USING SHIPPING CONTAINERS IMPROVED WATER QUALITY FOR A REMOTE NT COMMUNITY

PRAXIS FRAMEWORK™ – A NATURAL EVOLUTION FOR PROJECT AND PROGRAMME MANAGEMENT

IS PROJECT MANAGEMENT THE MAP TO GUIDE OUR JOURNEY THROUGH A DIGITAL WORLD?

WHY ADAPTABILITY, FLEXIBILITY AND CREATIVITY MAY REPLACE PROJECT MANAGEMENT CONTROLS

THE IMPACT OF AI ON THE AUSTRALIAN PROJECT MANAGEMENT INDUSTRY