Australian Institute of Project Management

AustralianInstitute of

ProjectManagement

E X C E L L E N C E I N P R O J E C T M A N A G E M E N T 2 0 0 4 1

AIPM

Australian Institute ofProject ManagementLevel 9139 Macquarie StreetSydney NSW 2000Phone: (02) 8288 8700Fax: (02) 8288 8711Email: [email protected]

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Disclaimer. Readers are advised that TheAustralian Institute of Project Management orthe publisher cannot be held responsible forthe accuracy of statements made inadvertising and editorial, nor the quality ofthe goods or services advertised. Opinionsexpressed throughout this publication are thecontributors own and do not necessarilyreflect the views or policy of The AustralianInstitute of Project Management nor thepublisher. While every reasonable effort hasbeen taken to ensure the accuracy of theinformation contained in this publication, thepublisher takes no responsibility for thoserelying on the information. The publisherdisclaims all responsibility for all loss anddamage suffered by readers or third partiesin connection with the information containedin this publication.

PMAAPROJECT MANAGEMENT ACHIEVEMENT AWARDS

Message from thepresident of the

AIPM

Welcome to this, the fifth Commemorative Book for the Project ManagementAchievement Awards (PMAA). The awards seek to recognise those project managersand their project teams, at both the state and national levels, which excel in

delivering projects in a consistent and professional manner. They help highlight thoseprojects that were managed in accordance with the nine elements of project management.

This year saw an unprecedented number of submissions from around the country andfrom a cross section of industries. Feedback from judges showed that not only weresubmissions of the highest quality ever, but selecting the winners over the othersubmissions was a very challenging task.

The re-structure of the submission guidelines and the judging guidelines which tookplace last year which placed a greater emphasis on the management of the project,rather than the project itself was well received. This ensured that the judges are onlylooking at the ability of the team to manage the project rather than how technicallycomplex the project was. This coupled with the introduction of the six differentcategories for submissions, and allowing projects to be submitted for up to threedifferent categories, provided greater opportunity of receiving an award and ensured thatprojects are judged against ‘like’ projects.

Individual Project Management Achievement Awards were introduced in 2004 torecognise and honour outstanding individual achievements in project management at thethree levels of project director, project manager and team member.

Our student awards program which was established to recognise and honouroutstanding achievements by students enrolled in project management related courses,and their contribution to the profession of project management continued successfullythrough its second year with great interest from many academic institutions.

Congratulations to the winners and high commendation recipients in all states. Inparticular congratulations to AXA Australia winner of this year’s National award and toSuncorp for the National High Commendation.

Congratulations also to out first IPMAA winner, Merja Keppo, NSW Department ofCommerce, and to John Townsend student award winner and Joyce Adu our studentmedal winner.

I commend the Commemorative Book to you. All projects in it are testament to thefact that successful implementation of project management techniques leads to successfulproject delivery. I invite you to show case the success of your projects and demonstratethe rigour of your procedures and methodologies by putting put forward a submissionfor the 2005 Project Management Achievement Awards.

Dr Neveen MoussaNational President

2 E X C E L L E N C E I N P R O J E C T M A N A G E M E N T 2 0 0 4

AIPM

Promoting and progressingthe profession of project management

The Australian Institute of Project Management isthe peak body representing and promoting theprofession of project management in Australia

and in the Asia-Pacific region. It is the only nationalproject management institute in Australia withChapters in each state and territory.

The AIPM has played a pivotal role over the past25 years progressing the profession of projectmanagement. The Project Management AchievementAwards are an excellent forum for continuing thisrole by recognizing excellence in projectmanagement.

Over the past three years the AIPM has seen itsmembership grow by more than 10 per cent each

year. The Institute now has in excess of 5,000members from a diverse range of industries,including IT, infrastructure and transport,environment, building and construction,telecommunications, banking and finance, localgovernment and utilities.

Our goals are to:• Increase the awareness of project management as a

profession• Progress the globalisation of project management• Recognise excellence in project management• Promote continuing professional development for

project managers• Promote competency-based certification of project

managers• Improve the professionalism, skills and knowledge

of project managersTo facilitate these goals, the AIPM provides a

number of services for members including:• The Registered Project Manager (RegPM)

certification program• The Project Managed Organisation (PMO)

Accreditation program• The Project Management Achievement Awards• Interest Groups – a public conferencing facility on

our website for industry-specific discussionsbetween members to facilitate the sharing ofinformation, ideas and experiences.

• Chapters in each state and territory conductmonthly functions for continuing professionaldevelopment and networking opportunities.

• Information Resource Centre (IRC) managed by afull-time IRC Manager with access to an excellentcollection of Australian and internationalpublications, articles, case studies and conferencepapers on project management.

• Quarterly journal The Australian Project Manager • Annual conference • Affiliations with other international project

management institutes.• A dynamic, interactive and increasingly popular

website at www.aipm.com.au

The AIPM hasplayed apivotal role foralmost 30years inprogressingthe professionof projectmanagementin Australia.


CONTENTSAIPM

IInnttrroodduuccttiioonn

Message from the President of the AIPM 1Promoting and Progressing the Profession of Project Management 2Project Management Achievement Awards (PMAA) 4Awards Sponsors 6National Judges 8State Judges 9PMAA 2004 Summary of Awards 10

NNaattiioonnaall aawwaarrddss

National Winner AXA Australia 11

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Australian Capital Territory 12-13New South Wales 14-16Queensland 17-19South Australia 20-22Tasmania 23-25Victoria 26-27Western Australia 28-29

22000055 aawwaarrddss

2005 sponsorship details 302005 sponsorship application form 31Nomination details for 2005 awards 32

CCoovveerr

GHD submitted the followingproject in the 2004 ProjectManagement AchievementAwards. GHD carried out acondition audit on 108 ofTelstra’s national networkproperties. CSIRO used thedata that was collected formathematical modelling,which formed the basis of areport addressing capitalinvestment and risk analysisin the properties wasdelivered to Telstra.


NATIONAL

Project ManagementAchievement Awards

(PMAA)

The 2004 Project Management AchievementAwards followed on from successfulprograms in 2002 and 2003. The National

winner and all state and territory winners andHigh Commendations are featured in thisCommemorative Book.

The national winner for 2004 wasannounced at a gala awards ceremony held inPerth on Monday 11th October. The winner for2004 was AXA Australia.

Congratulations are extended to the stateand territory winners and to all entrants in thisyear’s award program. The number of entrantshas doubled since the inaugural nationalawards program in 2000 and we expectcompetition to increase further in 2005.

Submissions in 2004 were varied andincluded environmental projects,infrastructure projects, IT, business projects,telecommunications, construction andeducation. This attests to the transferability ofproject management principles and skills – inno other profession do you have inter-industrycompetition with IT project mangers forexample, pitting their skills against projectmanagers from an infrastructure project orenvironmental project.

This adds an exciting dimension for judgesand sets the PMAA awards program apart fromother industry awards.

There is no doubt that Australia producesworld-class project mangers. The awardsprogram recognises their achievementswhich contribute to the overall developmentof project management in our region.

BenefitsTo receive recognition in the form of an

award from the peak body for projectmanagement significantly enhances theposition of the winner within acompetitive market place. Indirectly, allproject managers benefit from thewinners’ achievements – by furtherraising the awareness of the profession ofproject management.

EligibilityProjects with an Australian affiliation, of all

types and sizes, from anywhere in the worldare encouraged to participate. A project doesnot have to be a multi-million dollar or largeproject to be successful. Projects which haveeffectively applied project managementprinciples, are recent and essentiallycompleted are eligible for entry. Projects thatare completed as part of a larger project thatis not completed at the time of nomination andwhich has been accepted by the customerprior to nomination are also eligible.

Although the project itself can be locatedanywhere in the world and may involve thepublic or private sector, the project managerand/or project team directly responsible forthe project must be based within the Chapterwhere the project is submitted.

Projects which do not have a particularconnection with a Chapter may be enteredinto the ‘at large’ competition. Projectswhich have a connection with multipleChapters may also be entered directly to the‘at large’ competition.

Submissions must be received by theChapter PMAA Project Manager by 4:00pm on17 June 2005.

Only one winner is awarded with the overallProject of the Year award, however judges mayaward one or more High Commendations, orother special recognition awards. Winners ofeach of the state and territory awardsprograms and any ‘at-large’ submissions willbe entered in the national program with thenational Project of the Year award winner tobe announced at a gala ceremony to be held inconjunction with the national conference inOctober 2005.

Please contact your Chapter PMAA ProjectManager (details on page 32 of this Book), the AIPM National Office or the AIPM website www.aipm.com.au for a copy of the submission guidelines and conditions of entry.


AWARDS

Enjoying the night.Enjoying the night.

Enjoying the night.The combined winners of the 2004 Golf Trophy: ColinMcCall-Peat, Mark Oliver, Ray Abe, Stuart Hughsonand Ron Petrusma.

Dr Neveen Moussa and friends.AIPM National Executive and National Presidents.

Vanessa Weaver and Phil Nash (centre) from AXAAustralia with the National PMAA Award.

Proceedings get underway...

Above: Enjoying the night. Above centre: Paul Gleeson from Suncorpreceives the High Commendation from Dr Neveen Moussa, AIPM President.

AXA Australia.


SPONSORS

Award sponsors 2004

Student AwardblueVisionsContact: Jill ArkellTelephone: 02 9460 2222BlueVisions is a thought and service leader inthe delivery of program and project manage-ment. We drive our clients’ success through arange of Strategic, Project and Technology serv-ices combining intuitive people management,unparalleled levels of transparency and leadingedge methodologies and systems. We believeleadership breeds leadership and sponsorshipof the AIPM Student Awards is just one of theways blueVisions continues a trend of excel-lence, driving innovation and performance inthe new global project driven environment.

NSWGoldRoads & TrafficAuthorityContact: Pat KennyTelephone: 02 8814 2083Email: [email protected]: www.rta.nsw.gov.auAs one of its major responsibilities to theGovernment of NSW, the RTA delivers roadinfrastructure projects on highways and othermajor roads across the State. Most constructionworks are undertaken by industry contractsmanaged by RTA project and contract man-agers. The RTA has a strong and mature projectmanagement culture with project managers inSydney and Regional locations working withclients and the community to achieve the bestoutcomes for the people of NSW.

Silver

EnerserveContact: Ian WhitehurstTelephone: 1800 804 678Email: [email protected]: www.enerserve.com.auEnerserve is the electrical engineering, consult-ing and contracting business of EnergyAustralia.Our experience and expertise originate fromalmost 100 years of providing design, construc-tion, maintenance and operation of one of thelargest electricity distribution networks inAustralia. The size of our business and theskills and experience of our staff ensure thatwe can rise to any new challenge presented bya customer.

BronzeClexan-Peak PersonnelEmail: [email protected]: www.clexanpeak.com.auClexan-Peak Personnel is an Australian ownedcompany, operating since 1993 and has provenits ability to meet the needs of the Public andPrivate sectors by providing timely, cost- effec-tive and practical recruitment services. Thiscompany is recognised as a specialist providerof Temporary and Permanent Professional,Engineering and Technical personnel. Clexan-Peak Personnel holds the period contract forthe provision of Temporary Professional,Technical and Industrial Staff awarded by theNSW State Contracts Control Board (Contract755). As a result, Clexan-Peak Personnel isable to supply staff to all NSW GovernmentDepartments and Agencies, as well as Federaland Local Government Departments.

BronzeDepartment ofCommerceContact: Francis D’LimaTelephone: 02 9372 8862Email: [email protected]: ww.commerce.nsw.gov.auThe NSW Department of Commerce bringstogether a comprehensive range of commercialservices for government in property and publicinfrastructure. Services include State projectsand regional services including project, pro-gram and contract management and independ-ent real estate valuation. Incorporates the for-mer State Valuation Office.

WASilverWater

CorporationContact: David SwallowTelephone: 08 9420 2127Email: david.swallow@

watercorporation.com.auWebsite: www.watercorporation.com.auThe Water Corporation provides world classwater, wastewater and drainage services tomore than 1.7 million customers throughoutWestern Australia, from the capital Perth to thehundreds of communities spread over 2.5 mil-lion square kilometres. The Corporation enjoysan excellent performance record, bench-marked against world standards.

BronzeTransfield Worley Services

VICSilverMinter EllisonContact:Phillip Greenham, Partner 03 8608 2655Stewart Nankervis, Partner 03 8608 2092Eveline Strecker, Partner 03 8608 2953Peter Wood, Partner 03 8608 2967Matthew Osborne, Lawyer 03 8608 2144To email these lawyers, [email protected] Construction, Engineering andInfrastructure (CE&I) team is the largest of anyMelbourne law firm, comprising 4 partners andover 20 lawyers. The Melbourne team is part ofthe Asia Pacific practice, consisting of over 100lawyers. This depth of resources enables us tooffer a comprehensive range of services,backed by solid industry expertise.

Bronze

Eagle Imaging Service

BronzePlanpowerContact: Ms Louise Milton (Sydney)Telephone: 02 9251 5228Email: [email protected]: Sarina Pickering (Melbourne)Telephone: 03 8622 8722Email: sarina.pickering@

planpower.com.auWebsite: www.planpower.com.auPlanpower is a boutique, medium sized con-sulting firm with a niche in the business con-sulting industry. We deliver business transfor-mation through our expertise in ProjectManagement, Organisational and ProcessChange. Our head office is in Melbourne andwe operate two regions: one from Melbourne,the other from Sydney.

QLDGoldProject Services –Queensland Department ofPublic WorksContact: Don RiversTelephone: 07 3224 5218


SPONSORSEmail: don.rivers@

projectservices.qld.gov.auA commercialised business unit of theQueensland Department of Public Works.Leadership as the Queensland Government’sexpert adviser on all matters of building capitalworks procurement and risk management;working collaboratively in partnership withindustry associations to set standards for indus-try performance. Innovation with the latestdesign technologies implemented by talentedand creative professionals to deliver leadingedge solutions that have won more than 40national and international design awards inrecent years. Capability as the largest and mostcomprehensive project management and build-ing design consultancy in Queensland with over625 staff across 19 professional disciplines–supporting effective project integration and‘value-for-money’ solutions.

SilverErgon Energy

SilverCapworks Management(Qld) Pty Ltd – A memberof The Capworks GroupContact: Geoff MooreTel: 07 3371 1401Email: [email protected] in the provision of high quality pro-fessional services, Capworks Queensland under-takes consultancies and provides project man-agement of planning, design, construction, com-missioning and post occupancy reviews in boththe public and private sectors. Capworks’ suc-cess and proven track record has been achievedthrough its creative and innovative approach tothe management and delivery of projects, itsclient focus and ability to work with a multiplic-ity of stakeholders. The value of projectsundertaken ranges from $5m to $515m.

BronzeQLD RailContact: RossMcGuckinPhone: 07 3235 3390Email: [email protected]: www.iqr.com.auiQR, a specialist division of QR, provides com-plete rail solutions to the global market. Fromrail management systems through to majorinfrastructure development, iQR has the experi-ence and expertise to deliver a variety of inte-grated products and services across the fulllife-cycle of rail projects and systems. iQR has successfully managed hundreds ofprojects internationally as is regarded as a‘World’s Best Practice Rail Organisation’.

BronzeBrisbane CityCouncil – (MajorInfrastructure Projects)

BronzeAQUA ProjectConsultingContact: Brad CowanTelephone: 07 3851 4314Email: brad.cowan@

aquaconsulting.com.auWebsite: www.aquaconsulting.com.auAQUA Project Consulting is a “network” consul-tancy that provides strategic Business andProject Management services to government andprivate sector clients in the infrastructure andservices industries. Our project managementservices include consulting, staff developmentand training. Our business philosophy articulat-ed in our Vision and Values is summed up bythe phrase. “Your success is our business”

Bronze

GHD Services Pty LtdWebsite: www.ghd.com.auGHD is an international company providingleadership in management, engineering, envi-ronmental, planning and design services with acommitment to balanced sustainable develop-ment. With over 2,300 staff, GHD is counted inthe world’s top 50 multidisciplinary consultinggroups. We operate in 25 countries inAustralasia, the Middle East and South America. The technical details of a project may vary, butthere is always a need for completion on time,within budget and performance to specificationafter commissioning.

SASilverSA Water CorporationContact: Milind KumarTelephone: 08 8204 2104Email: milind.kumar@

sawater.com.auWebsite: www.sawater.com.auSA Water is an internationally recognised waterutility wholly owned by the Government ofSouth Australia that provides water and waste-water services to about 1.4 million people.Incorporated in 1995, SA Water employs morethan 1100 people and can trace its history backto 1856. SA Water is charged with the responsi-bility of developing the South Australian waterindustry – as well as owning, managing andoperating the State’s water supply and waste-water treatment systems.

BronzeIPMG

TASGoldHydro TasmaniaContact: Jane CrosswellTelephone: 03 6230 5301Email: [email protected]: www.hydro.com.auHydro Tasmania is Australia’s largest renewableenergy generator with 28 small to mediumsized hydro electric power stations and a 130megawatt wind farm under development. HydroTasmania also owns a large consulting businessof engineers, scientists and technical specialistsproviding consulting services internationally.This business is principally focused on workingwith renewable energy and sustainable watermanagement industries.

SilverTasmanianGovernmentInter Agency SteeringCommitteeContact: Mitchell KnevettTelephone: 03 6233 5011Email: Mitchell.knevett@

dpac.tas.gov.auThe Tasmanian State Government establishedthe Inter Agency Steering Committee (IASC) in1998. The purpose of the IASC is to support theefficient use of government resources andreduce the duplication in activities related toeGovernment, particularly where whole-of-gov-ernment projects and issues are involved andencompassing policy principles where neces-sary. The IASC aims at consistency of approachwithin government, provides high-level gover-nance for projects, identifies whole-of-govern-ment issues and activities and encourages col-laboration, innovation and flexibility acrossState Government Agencies.

BronzeTransendNetworksContact :Telephone: 1300 361 811Email: [email protected] Networks Pty Ltd owns and operatesthe electricity transmission system in Tasmania.Transend transmits electricity from 29 powerstations to substations around the State. Thecompany owns 3500 circuit kilometres oftransmission lines, 45 substations and eightswitching stations.”

ACTGoldEDS


JUDGES

National judges

PeterDechaineux Peter Dechaineuxjoined the RoyalAustralian Navy in1953 and retired in1993 with the rankof Commodore. Formost of the lasttwenty years of his naval career he wasengaged in major capital equipmentmanagement roles. He was appointed as aMember of the Order of Australia for hiswork as Project Director for the Navy’sInshore Minehunter Project between 1981and 1985. From 1986 to 1991, he wasDirector General of Naval Production, andas such was responsible for the oversightand direction of Navy’s shipbuildingprojects.

His principal areas of interest include:• project management concepts, strategies

and organisation;• project management competencies; and • tender evaluation strategies and

procedures.In 1987, Peter founded the ACT Chapter of

the Project Managers’ Forum and was theNational President of the Australian Institute ofProject Management from 1991 to 1993. Hewas the co-author of the National CompetencyStandards for Project Management and wasthe ACT Project Manager for the ProjectManagement Achievement Awards program forseveral years.

Peter Dechaineux is now a Life Fellow ofthe AIPM.

Craig LewisCraig Lewis, Customer Operations Leader -Nortel Networks. Craig has qualifications inCivil Engineering, Project Management, andBusiness Administration. His 14 years inproject management has includedassignments in England, Japan, India andPRC covering telecommunications, watersupply, and roads and transport projects forboth government and private enterprise.

As Ops Leader, Craig is the first and

single point of contact for Nortel services.He is accountable for: Customerrelationship management; Customeradvocacy into Nortel; End-to-end processmanagement; Project and ProgramManagement; Issue/escalation management.He also contributes to the planning,development and implementation of Nortel’sGlobal Operations support strategies.

Craig’s previous role at Nortel Networkswas to manage the Asiapac Project Office.He was responsible for leadingimprovements in the consistency andquality of Nortel’s Project Managementservices. These efforts were instrumental inattaining Nortel’s PMO award in May, 2003.

StuartHughson

Stuart Hughson isemployed as aProject managerwith HydroTasmania. HydroTasmania is anelectricitygeneration utility. Stuart’s main role ismanagement of civil engineering projectsincluding major maintenance andupgrades of tunnels, penstocks and dams.

Prior to this Stuart worked with SinclairKnight Merz (SKM) for 8 years. His largestproject during his time with SKM was theSouthern Tasmanian Long Term RoadMaintenance contract with the Departmentof Infrastructure, Energy & Resources andCSR Emoleum. The main activities underStuart’s control on this contract were:• Client liaison Management and Contract

Administration of sub-contractors • Overseeing all asset management

programs • Budget control • Public and Local Government liaison

Stuart was the main force behind theestablishment of the Tasmanian Chapter ofAIPM, which was officially launched by theHon Paul Lennon MHA, Deputy Premier ofTasmania, in January 2002.

HeinzHaselroitherReceived Degree inMechanicalEngineering inVienna in 1961 andafter completingcompulsory Armyservice in Austria,moved to Australia in 1963.

For the next twenty years he held variousengineering and project managementpositions in the timber and mining industrythroughout Australia.

From 1984 to 2001 he held the positionof Manager Contract for Lurgi (Australia)Pty Ltd and with the aid of up to 12 ProjectManagers was responsible for execution ofall Lurgi’s contracts which included theconstruction of major chemical,environmental, metallurgical andpetrochemical plants in Australia and NewZealand with a current day value in excessof A$2.0 billion.

In October 2001 Lurgi (Australia) Pty Ltdwas taken over by Outokumpu and he wasappointed Operations Manager forOutokumpu Technology Australasia Pty Ltdwith responsibility for all project executionand engineering.

In July 2004, after 25 years of service,retired from full time employment.Currently he is providing services through aprivate consulting company HASCON.

He is a “Fellow” of the AIPM, registeredas “Master Project Director’ by the AIPMand currently is the Immediate PastPresident of the Victorian Chapter of the AIPM.


JUDGES

State and territory judges

SADavid Farwell, Managing Director, Panurgem Pty Ltd

Judith Carr, Director Project Services, Department for Administrative &information Services

Kenn Dolan, Managing Director, FMPS Pty Ltd

Steve Beaty, Managing Director, IPMG (SA) Pty Ltd

WADavid Baccarini, WA President

Phil Harlow, Former WA President

Gervase Haimes , WA PMAA Project Manager and WA chapter committee member

QLDSonja Bernhardt,CEO, ThoughtWare Australia P/L

Marjo Timson, Executive Director, Capital Works Branch – Queensland Health

Peter Scuderi, CRC-CI

David Hudson, CPMG

NTJohn Emslie, Lecturer in Project Management, Charles Darwin University

Paul Towers, Immediate Past President, Engineers Australia (NT Division)

NSWDiane Dromgold, 20/99 Walker Street, North Sydney, NSW 2060

David Issa, Chief Information Officer,IAG

John Maher, L13, 60 Valentine St, Parramatta, NSW 2150

Graham Miller, Blacktown Campus Building U2, School Property Planning &Construction

Ted Tooher, L23/201 Kent Street, Sydney, NSW 2000

ACTPeter Dechaineux, Life Fellow – AIPM

Michael Young, Consulting Project Manager

Peter McDermott, Adjunct Professor of Defence Management , University of Canberra

Nigel Huckstep, Project Management consultant

VICProfessor Chandra Bhuta ,Victoria UniversityPaul Steinfort , Paul Steinfort & Associates

Robert Robson ,Arup

TASGordon Clarke, Job Manager and Senior Electrical Engineer, GHD

Liz Marchant, Project Manager, Department of Premier and Cabinet

David Bradshaw, President, Australian Computer Society Tasmania

Professor Frank Bullen, Head of School of Engineering, University of Tasmania


WINNERS

Project Management AchievementAwards Summary of winners 2004

National WinnerAXA Australia for Campaign AutomationNational High CommendationSuncorp for General Insurance PricingEngine Program

National & QLD Student Award WinnerJohn TownsendNational & NSW Student Medal WinnerJoyce AduNational & NSW IPMAA WinnerMerja Keppo

SSttaattee//TTeerrrriittoorryy WWiinnnneerr CCaatteeggoorryy WWiinnnneerrssNNSSWW NSW Department of Commerce High Commendation

for NSW Lithgow Government Office Building TAFE Hunter Institutefor Aboriginal Youth Suicide Prevention ProjectConstruction – Category winnerAPP Corporationfor TAB Harris Street Refurbishment ProjectSmall Projects – Category winnerCorporate Program Management Solutionsfor Nokia Australia – Channel Reporting System

VVIICC AXA Australia Construction – Category winnerfor Campaign Automation Department of Primary Industry

for Modernisation of the Department of Primary Industries’Regional Research Institutes

AACCTT Joint EDS Australia Ltd and ATO Organisational/Change Management – Category winnerfor Exchange 2003 Project ACT Dept of Disability, Housing & Community Services

for Housing & Community Services Integration ProgramConstruction – Category winnerGHD & Lockhart River Aerodrome Companyfor Lockhart River Airport Upgrade ProjectACT Community Benefit AwardACT Inter-Agency Coordinating Committeefor Family Violence Intervention Program in the ACT

QQLLDD Suncorp Regional – Category Winnerfor General Insurance Pricing Engine Program Arup Project Management

for Cloncurry Heritage ProjectInformation Technology – Category winnerQueensland Railfor LEAPS ProjectConstruction – Category winnerProject Services (Department of Public Works)for Kelvin Grove Urban Village ProjectYBE Award Winner – Built EnvironmentBrisbane City Councilfor Rocks Riverside ParkPresident’s Award WinnerCapworks Management (QLD) Pty Ltdfor Glengallan Hornestead Restoration

SSAA South Australian Water Corporation Student Awardfor Kalangadoo Iron Removal Plant (IRP) Dr Ian Pant

WWAA Joint Water Corporation, John Holland & Burns Information Technologyand Roe Worley Telstra Corporation Limited

for Subiaco Odour Control & Plant Upgrade Project Alliance for Data Communications Carrier Services for the Department of Education and Training

TTAASS Local Government Association of Tasmania High Commendationfor CouncilConnect Hydro Tasmania

for King Island Renewable Energy Expansion Project

NNTT Department of Infrastructure, Planning and Environmentfor Leanter Recreation Park Redevelopment Project


WINNERNATIONAL

The Campaign Automation project wasthe major project for AXA’s CustomerRelationship Management (CRM)

workstream in 2003/2004. The projectinvolved the delivery of execution capabilityin the form of a campaign managementsystem (CMS) to enable the business todesign, build and execute marketingcampaigns in an automated fashion. Theproject needed to integrate the CMS into acomplex technical infrastructure as well asfacilitating business change to ensure asuccessful implementation. The strategicdriver for the project was to:

“Retain and improve the value ofcustomers through campaigns aimed atretention, cross sell and up-sell and meetour financial targets.”

The project commenced on the 19thFebruary 2003 and was completed on the14th April 2004.

BackgroundAt the beginning of the project AXA was

in the second year of a three year CRMinitiative focusing on improving customerretention utilising marketing, distributionand contact centre initiatives. In the firsttwo years a number of the opportunitiesthat represented “low hanging fruit” hadbeen captured using manual or one-offmarketing campaign initiatives – theseinitiatives represented the retention of$170m of funds under management in Y1and $435m in Y2. The next challenge forAXA was to address the more complexopportunities and hence meet the corporateobjective of increasing retention by 50% to$650m in the following 12 months.

Needs and Expectations –Client and Stakeholder

The client and key stakeholders needsand expectations regarding scope arecaptured in the project quality plan. Thebusiness requirements are used to outlinethe detail of each major deliverable in thequality plan.

The client’s expectations for reportingand engagement were determined at thepreliminary stakeholder one to onemeetings. In the later phases of the project,

a part-time resource form each keystakeholder group participated in all teammeetings. This allowed the key stakeholdersto maintain a close track on progress, risksand issues. It also signified to the client andproject team a commitment from thestakeholder to the project success.

Meeting the Clients Needsand Expectations

The client is instrumental in designingand signing off the measures on the qualityplan. Using this approach the quality planbecomes a proxy of the clients needs andexpectations. The client is the primesignatory on the Quality plan thus they givedirect feedback about the project meetingtheir needs and expectations.In the AXA methodology, meeting allaspects of the quality plan is consideredto have met the business plan and isawarded a score of 6 out of 8. The extra 2points are only achievable if the projecthas delivered “significant, measurableextra value to the client”.The project managed to deliversignificant, measurable extra value, withinthe project budget and time frames. Theseextra items, in conjunction with the clientscores on the quality plan, represented an8 out of 8. In other words, the clients’needs and expectations were not only metbut also exceeded.

Significant Changes toPurpose, Goals andObjectives

Overall the purpose, goals and objectivesof the project remained reasonably stable,the major exception being the requirementto build a data increment for the newcorporate data store / warehouse (CDS).This requirement was removed, asspecialist resources were already engagedin another project and tasked withpopulating the CDS.

In Phase 2 the objective was to developan optimal vendor selection and hence thefocus was on defining all the businessrequirements (current and future) to meetthe goal of flexibility and scalability tosupport increased customer retention.

In phase 3 the objective was to refine thebusiness requirements specification (BRS)down to a subset that could beimplemented immediately and to identifythe compromises between what was wantedand what could be delivered.

Conflicts Between KeyStakeholders’ Goals andObjectives

Some of the conflicts experienced were:• Communicate to clients using multiple

channels vs traditional direct mail• Select the vendor with the global

relationship vs select the vendor with thebest solution for AXAs requirements

• Start small and grow through fast tacticalinitiatives vs Big Bang (implementeverything now with no additionalprojects).

Changes in EnvironmentThere were a number of events that

occurred during the course of the projectthat required the project team to adapt to achanging environment.

Examples of a changing environment:• A new key stakeholder employed after the

scope and business requirements hadbeen signed off

• Vendor delays in delivering the latestrelease of software

• New business resources in Marketingcommencing mid project meant retracingthe steps required to communicate keyproject drivers, objectives and outcomes

• Key business resources re-deployedwithin AXA mid project with minimalnotice to provide specialist skills forother projects.

Project team’s responseThe project team used fundamental

project management methods to managethe changes in environment. The project manager had also fostered acohesive team culture based on mutualrespect, regardless of seniority, theproject team was able to overcome andperform under very trying situations withlittle impact to the overall cost, deliveryor quality.

AXA AustraliaCampaign Automation


ACTWINNER

2003 saw Electronic Data Systems,Australia (EDS), and the AustralianTaxation Office (ATO) jointly undertook

a Project to refresh the ATO’s email systemsas part of an ongoing commitment tomaintain the most efficient and effective ITcapability possible, to support ATO’sbusiness operations.

In 1999, the ATO outsourced theprovision and management of itsInformation Technology infrastructure toEDS. In fulfilment of its obligation tomaintain currency of the IT infrastructure,EDS initiated this project to refresh theATO’s email systems.

The ATO’s email systems provide:• over 30,000 ‘email boxes’ and

collaboration tools• access for 93 national metropolitan and

regional sites• dial-up-services for a mobile workforce

of some 3,000 laptop-equipped staff• linkage to the internet to provide ATO

staff and clients greater communicationflexibility.The intention of the Exchange Project

was to migrate the MS Exchange 5.5 basedemail systems to MS Exchange 2000.During the course of the Project, MSExchange 2003 was released and soafter a technical and commercialreview the scope was amended toembrace MS Exchange 2003.

Complexities of the project

Much of the complexity of thisProject stemmed from businesssensitivities to the reliable availabilityof access to email because of itsimportance to businesscommunication. Therefore, changesto the email infrastructure had to beas transparent as possible to theATO’s business operations.At the same time, EDS sought todeliver a cost-effective, world-classsolution to the ATO, while complying withcontracted Service Level Agreements(SLAs).

Clients needs and expectationsThe needs identified by the ATO were:

• upgrade all mail services to the new

version;• meet contractual obligations in terms of

software currency;• integrate the new email infrastructure

with the ATO MS Active Directoryenvironment.The expectations of the ATO of EDS were:

• achieve migration with as little disruptionto ATO’s business as possible;

• leverage the existing infrastructurewithout adversely impacting SLAs;reduce administrative overheads.

Were the ATO’s needs and expectations met?

At the conclusion of the Execution Phaseof the Project, it was evident that not onlywere the ATO’s needs met but theirexpectations were exceeded.

All mail servers were upgraded to thespecified version, in compliance withsoftware currency requirements, andintegrated with the ATO MS Active Directoryenvironment. All mailbox and Public Foldermigrations were completed successfully. Infact, the planned number of migrationswere exceeded due to expansion within theATO’s personal base.

While it was expected that there was

going to be some disruption to the ATOduring migrations of this complexity andmagnitude, the aim was to minimise thedegree of this disruption. During the courseof this Project’s migrations there were lessthan 100 end-user calls to the Help Desk.

Root cause analysis revealed that only threeend-user problems from 30,000 migrationswere attributable to the Project, resulting ina truly seamless Project implementation.

The Project used the existinginfrastructure to best advantage, withoutincurring SLA penalties, throughout themigrations.

The Project maintained schedulethroughout. Variations, mostly occasionedby factors outside the Project’s control,were managed to the satisfaction of theSteering Committee.The budget made no specific provision forcontingency as the risk of significantbudget overrun was assessed as low tomedium. Overall the Project was deliveredat 90% of its original Budget because ofefficiencies realised during the ExecutionPhase.

Conflict resolutionThe adoption of a joint managementmodel for the Project, coupled with aclear scope and agreed objectives,resulted in very little conflict to resolve.One instance of conflict concerned theinitial schedule estimates to complete theDeployment Phase.

Key stakeholdersthought the scheduledcompletion date ofNovember 2004 was toolate. The ProjectManagers reviewedtimings, hardwareacquisition implicationsand resources costs forthe Deployment Phasewith a view to reducingthe deployment time.

It was determined thatpurchasing extra serversfor concurrentdeployment couldadvance the completiondate by three months.

The reduced resources offset the cost of theadditional servers, thereby resulting in acost-neutral trade-off.

The changes resolved the conflict to thesatisfaction of the key stakeholders andimproved the deployment solution.

Joint EDS Australia Ltdand ATO

Exchange 2003 Project

Serving up email faster and better than before. . .


AWARDS NIGHTACT

Senator Kate Lundy. Rod Quantock – CelebrityGuest Speaker.

John Jacobi (ACT Councillor), Michael Smith, PalSadasivian, Meg Smith (ACT Councillor), Paul Black(ACT Chapter President), Senator Kate Lundy, PeterShears (AIPM CEO), Michael Young (ACT Councillor),Garth Chamberlain (ACT Secretary), Sylvia Boyle (ACTCouncillor), Alan Hunter (ACT Councillor), DavidDawson (ACT Treasurer), Helen Briggs (ACTAdministrator).

Paul Black, Peter Dechaineux – Chief Judge, NigelHuckstep, Michael Young, Air Commodore PeterMcDermott.

Peter Dechaineux, Rod Quantock, MaureenDechaineux, Meg Smith – MC, Paul Black, Sue Barlen.

Michael Smith – EDS Australia CEO, Dave Robson(EDS), Mark Markeviz (EDS), Ashley Bryce (EDS),David Maginnity (EDS & PM), Kate Lundy, SteveWarren-Wilson (EDS), Steve Hamilton (ATO), ColinMcLean (ATO), joint winners of the InformationTechnology category, and overall ACT winners.

Michael Smith – EDS Australia CEO, Robyn Holder(ACT Victims of Crime Coordinator), Sgt Sue Eggers(AFP), John Lundy (Office of the ACT DPP), SenatorLundy, Linda Crebbin (Legal Aid Office ACT), NicoleMayo (Dept of Justice & Community Safety), DenniseSimpson (Domestic Violence Crisis Service),Constable Petra Schroder (AFP), Ken Archer(previously ODPP), Detective Superintendant ChrisLines (AFP).

Michael Smith – EDS Australia CEO, Joshua Rynehart,Matt McMahon, Andrew Roylance, MargeuriteBatman, Jean Thompson, Scott Sutherland from ACTDepartment of Disability, Housing & CommunityServices, winners of the Change Managementcategory, Senator Kate Lundy.

Michael Smith – EDS Australia CEO, Greg White –GHD, winners of Construction/Engineering/Aerospacecategory, Senator Kate Lundy.

Peter Shears – AIPM CEO.Paul Black – Act Chapter President, Senator KateLundy, Alan Hunter – ACT Chapter Councillor, JohnLundy - Office of the ACT DPP.


NSWWINNER

This project evolved from the pressrelease on the 6th December 2001, inwhich Premier Bob Carr announced the

proposed relocation of the State DebtRecovery Office (SDRO) to Lithgow. Thiswould result in the transfer of 132permanent jobs from Sydney to Lithgow.The project was driven by the vision andprimary objective outlined in the client brief:

‘The Lithgow GOB will be developed as abenchmark office developmentincorporating initiative and standardsestablished by the NSW Governmentthrough the Office Accommodation ReformProgram, the Energy Management Policyand Sustainable Development Guidelines’.

‘The primary project objective is toestablish a benchmark call centredevelopment for the NSW GovernmentOffice Building in Lithgow’.The new Government Office Building (GOB)development comprised three flors with a1,094 sqm footprint (2,976 sqm net floorarea) and a secure under croft car park. Thebuilding quality was determined by theProperty Council of Australia’s Classificationas Grade B+, and achieved a 4½ star ratingusing the Building Greenhouse RatingScheme endorsed by SEDA.

This development is a catalyst forchanging the way we procure sustainabledevelopments. The GOB is designed tominimise the consumption of non-renewable resources, therefore softeningthe environment impact and future costs tothe environment, the taxpayer and futuregenerations. Through reduced energy usein the building, savings of approximately$50,000 a year in power are anticipated.

The project has also encouraged Lithgowcity renewal by providing ‘smart growth’

building in the Lithgow city centre tostimulate local growth.

The GOB represents a state of the artfacility that was delivered on budget and ontime, despite having to be procured in avolatile construction industry marketplace.

Specialised teams, with experience inenergy efficiency and sustainable design,managed the project, challengingtraditional thinking and extending thecapabilities of design and construction tocreate a new benchmark in sustainabledevelopment.

The new benchmark developmentproject was completed on time and withinbudget, achieving and often exceeding allits set performancecriteria. A more netlettable area wasprovided and the finalresult was a CBD Agrade building, ratherthan B grade. Thedelivery of the LithgowGOB met allstakeholders’ needsand requirements.

The clients wereinvolved in all facets ofthis project. As theirbusinesses evolved, sodid their needs inrelation to the GOB. For instance,additional workstations and partitioningwere requested and door and windowlocations were altered after the designstage. These changes were made possibleby the inbuilt flexibility in the design,construction and project managementprocess.

All changes were proactively managedwithin the originalproject time andproject budget throughan extensive ongoingcommunicationprocess and by holdingweekly meetings withthe client and buildersand daily informalmeetings with theproject team.

Several conflictsemerged during theproject, such as a

delayed start to the fit-out works due todelays in base building construction works.

Negotiation was used to facilitate promptresolution of conflict and providedopportunities for mutual gains. At times, thenegotiation processes involved all keystakeholders and was based on the interestsof all parties. The C21 contractmethodology of collaborative contractingand the commitment of senior executivesfrom Commerce and each client agencyensured timely resolution of all conflicts.

Project changes were largely anticipated,and a range of strategies devised andimplemented to predict them and preventor minimise associated problems. Project

changes were anticipated at the riskassessment stage, providing riskmanagement strategies early in the projectto allow for a flexible approach in allaspects of the project. For example, part ofthe development approval conditions forthe base building required the intersectionnear the building to be redesigned. Councilwas responsible for the design brief andprovided a sketch design. Prior to tenderthe Commerce project team complied asmuch information as possible relating tothe redesign of the intersection to ensureprice estimates were correct.

Changes were managed by facilitatingcommunication with and between allstakeholders. Timely distribution ofinformation ensured changes were foreseenand addressed as they emerged. As theclients requested changes, they wereevaluated, processed, logged andprogressively tracked through RFIs,progress reports and at weekly meetings.

NSW Department ofCommerceNSW Lithgow Government Office Building

Railway parade elevation.

SDRO community space.


SMALL PROJECTS – CATEGORY WINNERNSW

The Channel Reporting System projectundertaken by Corporate ProgramManagement Solutions (CPMS) for Nokia

Australia successfully achieved itsgroundbreaking objective of providing Nokiawith visibility of its external distributionchannel activity.

Prior to this project, knowledge of whereand when Nokia’s products were absorbedinto the Australian marketplace at a retailerlevel was not readily available because onlyNokia’s distributors had visibility of sales theyeach made to retailers, and the stock theyeach held.

This project has built an expandableflexible platform which automatically collectsand makes available to Nokia the latestinformation regarding product movementsand storage within its distribution channels,and at the most granular level in terms ofproducts purchased per retailer per day.

The Channel Reporting System providesNokia with a tool that facilitates a morescientific approach toward its sales &marketing programs. The system also helps

Nokia serve it distributors and key retailersbetter because of the timely advice they canoffer those customers.

CPMS is proud ofthis Australianachievement and of thesatisfaction whichNokia has expressed asa result of this project.Other Nokia marketshave since observedthis Australian-madesystem and with the helpof knowledge gainedthrough this project havealready adopted it inIndonesia. The platform

in Australia continues to be expanded andnow includes many of Nokia’s major retailersthroughout the country.

Corporate ProgramManagement Solutions:Channel Reporting System for Nokia Australia

Team members meet to discuss the expansion ofthe system to major retailers across Australia.

Members of the team meet to discuss theirrequirements. “Identifying stakeholders and gatheringall requirements was only the first step to success -the bigger picture is simply about making thecustomer very happy at the end of the day. A happycustomer is a successful project,” said Nigel O’Neill.

The complexities of an ever-changing sales & distributionchannel presented unique challenges which were allsuccessfully overcome by the project and its team.

“Small players can offer services that are of quality and high-end value forthe big end of town by being very customer focussed,” said Nigel O’Neill,Managing Director of CPMS. “Small companies can also bring a freshperspective to the solving of problems and have great capability to buildinnovative solutions.”

Working closely with Nokia’schannel partners required close co-operation and a willingness by all tosee the project succeed.


NSWAWARDS NIGHT

NSW Department of Commerce’s Mark Urizar andLaura Gerrie pose with the NSW Project of the YearAward Trophy, RTA’s Rod Carter and Deputy LordMayor John McInverney.

Deputy Lord Mayor John McInverney presents HighCommendation award to TAFE Hunter Region Instituterepresentative Paul Callaghan.

AAP Team – Andrew Caseyl, Paul Christopher, ChrisStanley, Corey Dickens, Paul and Terry Spinolo.

NSW Department of Commerce Team with trophy.

Blue Vision’s Adel Hreich and Student Medal winnerJoyce Adu.

Deputy Lord Mayor John McInverney presents RegionalDevelopment award to NSW Department of Commercerepresentatives Mark Urizar and Laura Gerrie.

Deputy Lord Mayor John McInverney presents SmallProjects award to Corporate Management Solutionsrepresentative Nigel O’Neill.

Deputy Lord Mayor John McInverney presentsConstruction award to APP Corporation representativePaul Spinolo.

Address by RTA’s Rod Carter.MC Graeme Bowman.

Glengallan Homestead, built on the Glengallan Station during a boom periodin 1867-68 by John Deucher, was part of the first run taken up in Queenslandin 1840 and played an important role in the development of the pastoralindustry in both the Darling Downs and Queensland. Several years later,following a period of prolonged drought and falling prices, John Deucher wasforced to sell. The Homestead has been unoccupied since 1927.

In 1993 a volunteer Trust was formed to restore the Homestead that was ina serious state of decay. In 1999 a grant was made available under theCommonwealth Celebration of Federation monies and the project was placedunder the control of the Queensland Heritage Trails Network.Complexity of the project

As a heritage listed building, work on Glengallan Homestead required strictcompliance with the Burra Charter ie conservation/restoration can only becarried out where photographic or visual evidence exists. That, together with – • Compliance with Environmental Protection Agency (Queensland Heritage

Council) and Building Code of Australia (BCA) requirements;• Within the $2m grant, deliver a unique “product” with broad appeal to

stimulate the development of new markets and deliver economic andemployment benefits within the local community and region;

• The number and diversity of stakeholders;• The multiplicity of approvals required;• The identification of skilled trades persons cognisant of

conservation/restoration requirements;• The sourcing of materials to match the existing and comply with

conservation/restoration requirements;• The harnessing of community awareness in a positive manner to achieve

involvement and ownership of the project;all contributed to a challenging, interesting and rewarding project.

Project management and performanceEssential for sequencing and interface programming the project was

undertaken in two stages to allow time to source and obtain requiredelements. Such elements included locating a foundry to replicate the missingRussell Columns for the verandah, a quarry to provide sandstone to matchthe existing and sourcing suitable kiln dried timber. Microscopic analysis of theexterior painted timber was also required to determine the age, compositionand colour of the paints to be used for the restoration.

Project management processes implemented included a workshop held

early in the project with the stakeholders to discuss the challenges andopportunities, compliance with the Burra Charter and BCA. Arising from thisworkshop were agreed goals and objectives, management andcommunication strategies and the foundation for teamwork.

As the project progressed regular stakeholder meetings andcommunication strategies maintained a high degree of team motivation andheightened public awareness and enthusiasm.

As the Trust would receive no operational funding, the end product requiredconstant detailed analysis throughout the project to ensure integration withboth the Burra Charter requirements and the Trust’s requirement forcommercial viability.Key success factors –• All agreed activities and milestones were achieved.• The project, including buyback of the Homestead lease by the Trust from

Warwick Shire Council, was successfully undertaken within the $2mGovernment grant.

• The project created employment opportunities for local tradespersons andlabourers.

• The integration of people external to the project –– Volunteers from the general public – children to adults – worked on the

“site digs” with the project Archaeologist to locate the base of the originalgates as well as various artefacts that are now on display in Heritage(Visitors) Centre.

– The return of items removed from the Homestead during its years ofneglect. Items such as door push plates and the flushing toilet(Queensland’s first), have been returned to their original position in theHomestead.

– Female prisoners have periodically carried out mowing, clearing andinternal cleaning.

• The wood polishing was undertaken by a member of the Trust.• Opportunities for the transference of skills were provided –

– Students from the TAFE received instruction in plaster restorationtechniques;

– The contractor’s apprentices were instructed in wood polishing.• Community awareness, involvement and ownership of the project occurred.• A valuable district and regional asset providing economic benefit has been

created for future generations.• Part of Australia’s heritage has been saved from total decay.

Today, the two storey sandstone homestead (right) is a potent symbol of the power and prestige of the Darling Downs squatters in the19th century. It also symbolises the “boom” and bust” eras that was a significant part of this industry.

E-mail:[email protected] Web: www.capworks.com.au

New South Wales Queensland Victoria1 Roseville Avenue 84 Birdwood Terrace Suite 1A, 899 Whitehorse RoadRoseville, NSW 2069 Toowong, Qld 4066 Box Hill, Vic 3128Telephone: 02 9416 6977 Telephone: 07 3371 1401 Telephone: 03 9484 7740

Email: [email protected]

Winner of the first President’s Award in QueenslandCapworks Management (Qld) Pty Ltd

A member of The Capworks Group

Conservation/Restoration of Glengallan Homestead, Warwick


QUEENSLANDWINNER

Suncorp is a top 25 Australian company,providing a complete suite of banking,insurance and wealth management

products and services. It is the third largestgeneral insurer in Australia and the sixthlargest bank with a market capitalisation ofover $10 billion. Suncorp operates under theSuncorp, GIO and RACTI brands.

Suncorp has more than 3.8 millioncustomers and employ’s over 8,500 staff,with approximately 50% of its peoplesupporting its general insurance businessacross Australia.

Program OverviewThe general insurance industry in Australia

has undergone radical change. It has seenhigh profile corporate collapses, followed byindustry rationalisation and reform.Customers are demanding better service,greater choice and guaranteed peace of mind.Critical to meeting these demands is aninsurance company’s ability to accuratelyprice the risks they take on.

Suncorp’s General Insurance PricingEngine is a world-first, using multiple risk

factors in complexformulas to allowmuch moreaccurate pricingbased on individualcustomer needs. Ithelps ensure thatover 1.3 millionAustralians have theright insurancecover in times oftrouble.

The PricingEngine Programrepresented asignificant

organisational change initiative for Suncorp.The project teams comprised more than 120people from ten departments and aninternational vendor. It involved over 25,000person-days of effort, included fundamentalchanges to eight core computer systems andaffected over 2,500 employees and 3,000external insurance intermediaries. Theprogram resulted in new structures and roleswithin the organisation.

Suncorp’s Corporate Projects Division ledthe delivery of the program in accordancewith its Project Governance Framework. Thismethodology enables Suncorp to select which

initiatives to invest in while ensuringappropriate diligence, visibility, andpredictability of program outcomes.

The program was successfully deliveredduring a company-wide restructure, whichsaw multiple changes in key stakeholders. Itssheer scale and organisational impact meantthat change management and communicationwere critical. Extensive consultation anddisciplined project management meant thatthe program was implemented with minimalbusiness interruption.

Program Concept and Key Objectives

The concept was to implement a singlecentral pricing capability across all personalinsurance products. This capability providesa far greater level of sophistication andcontrol over the pricing for Suncorp, GIO,and AMP personal insurance brands. It is akey enabler in realising Suncorp’s goal ofPricing Excellence.

The key objectives are to deliver improvedcustomer service, increased profitability and acompetitive leap forward for Suncorp.

Program PerformanceTo date, the program has been an

outstanding success. According to theSponsor, General Manager, Daniel Fogarty,“The Pricing Engine Program has delivereda more competitive approach to pricingpersonal insurance, improved customersatisfaction and increase revenue. At thesame time, we have maintained prudentgovernance and a high degree oftransparency. It has been a highlysuccessful implementation - as much forthe outcome - as for the collaborationbetween diverse departments right acrossSuncorp”.

The business outcomes have beenfavourable with solid improvements in salesstrike rates and customer retention. Theteam’s ability to plan for and manage changealso meant that any disruption to business wasminimised.

Suncorp’s Project Management Capability

Suncorp is committed to projectmanagement excellence and has a dedicatedprojects division with a strong track recordfor delivery. Suncorp considers its ProjectManagement capability to be a key competitiveadvantage.

The Corporate Projects Division (CPD)was established in 2002 with the goal ofbecoming the Centre of Excellence forprogram and project management within theSuncorp group.

CPD works with its internal customers tosuccessfully deliver programs and projectsand the associated business benefits.

The Division employs approximately 90people in specific project delivery rolesincluding Program/Project Managers,Project Officers, Implementation Leaders,Six Sigma Black Belts, OrganisationalChange Specialists, Business Analysts, andAcceptance Testing Specialists. It also hasdedicated central services teams whoprovide specialist support for resourcemanagement, professional development,project management methods and tools,portfolio reporting, and benefits tracking.

CPD manages a wide variety of businesschange, premises, compliance, and ITprojects. The portfolio typically containsapproximately 50 active projects concurrentlyranging in size from several hundreds ofthousands to multi–million dollar projects.The General Insurance Pricing Engine wasone of over 20 major initiatives successfullydelivered in 2003/04.

Suncorp continues to refine its projectmanagement capability via:• ongoing improvement of its project

management methods and tools• professional development of staff including

annual professional development conferenceand an AIPM accreditation program

• regular external benchmarking andinvolvement in industry forums.The CPD team is recognised throughout

Suncorp as being a key enabler for thecompany’s strategic goal of ExecutionExcellence.

SuncorpGeneral Insurance Pricing Engine Program


AWARDS NIGHTQUEENSLAND

Farewell to outgoing President - Darryl Gomersall. PMO awarded to Ergon Energy.

Winning Celebrations.

Judging Panel 2004.Enjoying PMAA.

Regional Celebrations – Arup.

Brisbane City Council –sponsor.

Construction Category –Project Services.

Qld gold sponsor, ProjectServices, Qld Dept ofPublic Works.

YBE celebrations – Brisbane City Council.PMO awarded to Ergon Energy.

Qld Rail – sponsor. Student winner – JohnTownsend.


SOUTH AUSTRALIAWINNER

SA Water is a government business enterprise, wholly owned by theGovernment of South Australia; providing water, wastewater andrelated services throughout the State to approximately 1.4 million

people. A significant aspect of the business is managing water,wastewater, infrastructure assets and contracts. SA Water owns over25,000km of water mains and over 8,000km of sewer mains, 20 watertreatment plants and 24 wastewater treatment plants.

Summary of projectKalangadoo is located about 30km north of MountGambier in the south-east of South Australia. Thetownship’s bore water supplies almost 150 homesand businesses within the area. The bore water atKalangadoo contains naturally occurring iron at levelsthat exceed the Australian Drinking Water Guidelines(ADWG). Iron is present predominantly in thesoluble form.

Prior to construction of the IRP, the water supplysystem consisted of two bores, an elevated storage tankand a small chlorination facility. Water pumped fromthe bores was chlorinated with sodium hypochlorite fordisinfection purposes before being supplied directly toconsumers or into the elevated storage tank. Thechlorine applied for disinfection purposes oxidized any soluble ironwhich resulted in insoluble iron precipitate that remained in the waterdelivered. Consumers may have observed its presence either by anaesthetically displeasing colour, taste or odour depending on the levelsof iron present in the groundwater at the time.

Since the completion of the IRP, the township of Kalangadoo hasenjoyed the benefits of improved water quality due to the successfulreduction of iron levels in the borewater supply from levels slightlyabove 1.0 mg/L down to levels often below the limit of detection(<0.030 mg/L).

Project PerformanceThe key success factors for the IRP project were:

• Completion of the project on time and under budget• Progressive design, construction and commissioning of new

infrastructure with minimal disruption to the community• Early indications that the project is achieving or exceeding key

objectives• Sound communication and relationships with all the project

stakeholders resulting in ease of delivery of this project. The project met the following Key Performance Indicators:• Iron levels below the recommendations of the ADWG• Turbidity levels < 0.5 NTU• Supernatant return system to reclaim

backwash water• Use of existing infrastructure on site• Operation of the plant in both fully

automatic or manual mode.The project met the stakeholders’

expectations in that the new IRPshould have performance that equalsor exceeds any comparable plant inthe State.

Project Scope ManagementIn 2001, the iron removal project was identified by SA Water as

necessary under the Country Water Quality Improvement Program andfunding was allocated to implement this project. The project scopeincluded project management, design, supply and installation. Plantand equipment installed were:• Potable water filtration system and ancillaries (12 litres/sec)• Waste management system• Pumps, piping, electrical instrumentation and controls, interfaced

with the existing Control and Amenities Building.The project management process included planning, value

management and engineering, risk assessment, benefit/cost analysis,environmental management and contracts and procurement planning.

Project Complexity and InnovationThe installation of the new IRP required it to be carried out in

parallel with continued operation of the existing water reticulationinfrastructure. The primary challenge with the new installation was toincorporate the existing elevated storage tank to provide water forbackwashing while continuing to provide uninterrupted water supply tothe township. In addition, the existing chlorination facility was to beincorporated into the new design.

The IRP automatically initiates a backwash cycle that removes theiron floc from within the media layers by high velocity water scouring.The backwash water is then collected into a backwash tank where thewater is allowed to settle. The supernatant is returned to the inlet ofthe filters thus minimising water usage during backwash cycles. Thesupernatant return system reclaims up to 96% of backwash water. Theconcentrated sludge that collects at the base of the backwash tank isdischarged periodically into concrete sludge drying beds.The IRP is automatically controlled by a Programmable LogicController (PLC) on site. The system can be run in both fully

automatic or manual modes. The operatingvalues are also communicated to a remotelocation via SCADA Network.

The success of the project was largelyattributed to many factors such high degreeof:• technical knowledge• project management procedures• innovation• sound communication.

South Australian WaterCorporation:Kalangadoo Iron Removal Plant

Kalangadoo Award Presentation.


ENTRANTSOUTH AUSTRALIA

Summary of Project

The Murray-Darling Basin Commission (MDBC) and SA Water haverecently commissioned the modification to River Murray Lock andWeir No.8. The modification had two components namely the

upgrade of the weir and the construction of a fishway. In the 1920s and 1930s, between Blanchetown and Torrumbarry, 13

locks and weirs were constructed to maintain pool levels along theMurray-Darling Basin to facilitate river transport. The existing locksand weirs have a typical arrangement made up of the following parts;• Lock Chamber – allows vessels to navigate past the weir during

normal river flows.• Navigable Pass – functions as

part of the weir wall and isremoved during flood events toallow passage of river vessels.

• Sluice Pass – is made up ofconcrete piers and stoplogs andused to control river levels.To improve operational safety

and enhance structural integritythe MDBC initiated a program toupgrade the navigable pass atLocks and Weirs No. 1 to 10.

The locks and weirs have alsoprovided a barrier to the naturalmovement of native fish resultingin a severe population decline. Inresponse to this, the MDBC initiated a separate program to constructnew fishways from the Murray mouth barrages up to the Hume Dam.

As a means of achieving a cost effective upgrade program, MDBCcombined the upgrade of the weir with the construction of fishways forLocks and Weirs Nos 1 to 10.

Lock and Weir No. 7 and 8 were chosen to be constructed first. Theprojects were managed concurrently.

Project Scope ManagementIn 2001 the program to modify the locks and weirs was identified

and approved by MDBC and SA Water and funding was allocated toimplement the program. The project scope comprised the projectmanagement, design and construction of the:• modification to the navigable pass and, • new vertical slot fishway.

The project management process included planning, valuemanagement and engineering, community consultation, riskassessment, benefit/cost analysis, environmental management, siteassessments and procurement planning.

Project PerformanceThe key success factors for the project at Lock and Weir No.8 were;

• meeting the client’s and other stakeholder’s expectations for the weirupgrade and the fishway performance and

• conducting relevant stakeholder and community involvement

throughout all stages of the project.The project met the following KPIs:• to substantially reduce the operational risks associated with

operating the navigable pass,• to achieve a reduced level of maintenance demand on the navigable

pass and to enhance the integrity of the structure,• to facilitate the passage of fish (ranging is size from 60mm to 1m)

under the full range of river flows.The success of the project was attributed to the project team’s;• local knowledge - understanding of the sensitivities of the local

environment and needs of thestakeholders, • responsiveness to changing

circumstances,• rigorous approach to planning,• “Partnering” attitude through all

the project steps,• commitment to a high level of

achievement in the areas ofquality, safety and theenvironment.

Project Complexityand InnovationNavigable Pass

The design and constructionused in the navigable pass is unique

in that there are no other structures that have been upgraded using thechosen system of removable deck units and reduced height piers. Thisposed a challenge from early in the project to develop the concept,gain stakeholder agreement and ensure the system would work asdesigned.

The use of physical and mathematical modelling was critical inensuring that the new structure did not adversely affect river flows. Aprototype deck unit was constructed and tested to gain operatoracceptance of the new concept.

FishwayThe design requirement set by MDBC was to provide passage for fish

ranging in length from 60mm to 1m over the full range of river flowsup to floods and including for future proposed environmental flows.This requirement was unique for the Murray-Darling Basin. Theestablishment of a dedicated group of fish biologists and damengineers that had extensive experience with fishways from Australiaand around the world contributed to the success of the fishway by theprovision of their specialist advice.

Project StakeholdersThe project was funded by the MDBC. SA Water conducted the

project management. URS Australia conducted the weir upgradedesign. Dept of Commerce – NSW conducted the fishway design. QEDconducted the site assessments for planning approval. York Civil wasthe main construction contractor.

South Australian WaterCorporation:Modification to River Murray Lock and Weir No.8

Installation of deck unit, Lock 8.


SOUTH AUSTRALIAAWARDS NIGHT

Angelo Rossi and Chris Pyne.

Chris Pyne and Sami Abou-Hamdan (SA Water).

Chris Pyne, Sami Abou-Hamdan (SA Water) andStephen Beaty.

Julie Young, SA Water, Chris Pyne, Sami Abou-Hamdan and John Ringham.

Winning team, SA Water (L-R) John Ringham, MilindKumar, Chris Pyne, Sami Abou-Hamdan, StephenBeaty, Glen Campbell, John Williams and Neville Haar.

David Farwell, Head Judge.

Chris Pyne MP, Federal Minister forSturt.

Left and above: Dr Ira Pant, StudentAward winner and head of UNISA, Prof.Patrick James.

Alan Hardy and Stephen Beaty (IPMG)

Stephen Beaty with John Ringham (SA Water).


AWARDS NIGHTTASMANIA

James Weller, Fraser White, David Shields, AndrewPattle and Stuart Hughson.

Vanessa Cini, Michael Knevett and Amanda Diggles.

Maria Skillern, Alistair Andrews and Stuart Hughson

Brian Oliver, Andrew Koerbin and Sharon Koerbin.Maria Skillern, Adrian Stephenson, Stuart Hughson,Elisabeth Hock and Dave Mounter.

Donald Anderson, Andrew Koerbin and Brian Oliver.

Adrian Stephenson (RegPM &MPD recipient) and Maria Skillern.

Elisabeth Hock (RegPM &MPDrecipient) and Maria Skillern.

Stuart Hughson (RegPM & MPDrecipient) and Maria Skillern.

David Mounter (RegPM & MPDrecipient) and Maria Skillern.

Ralph Zenke (RegPM & MPDrecipient) and Maria Skillern.

David Bradshaw and StuartHughson.


TASMANIAWINNER

In 1999 the federal governmentannounced its Local Government Fund(LGF) through Networking the Nation to

support regional and rural localgovernment authorities use advancedtelecommunications infrastructure toenhance service delivery to thecommunities they serve. Each state waseligible to apply for $6m. $6m wasprovided for the Territories and $3m wasallocated for national local governmentprojects.

The Local Government Association ofTasmania (LGAT) is the peak bodyrepresenting interests of councils acrossTasmania. The Association commissionedthe Online Service Delivery Strategy Paperto determine the most appropriate mannerin which Tasmanian councils shouldapproach the introduction of onlineservices.A major feature of the Strategy was thedevelopment of a single online entry pointfor Local Government in Tasmania. Theservice now known as CouncilConnect isthe first local government-specific portalsite offering transactional services for allCouncils in any State or Territory. As suchit required a project managementmethodology that was robust, couldmanage leading edge elements, anddeliver practical outputs.

The project had to win and keep thetrust of 29 Councils and to maintain acommon goal when the LGAT was unable todictate to councils. It had to sell a complexvision and a unique idea to a wide varietyof decision-makers across a whole sectorof government.

CouncilConnect was launched inNovember 2003 with an initial 10 onlineservices, and with 100% of TasmanianCouncils participating. This marked thefirst time a whole of government approachhad been taken with Councils in theinformation technology arena.

To date over 21,000 Tasmanians havevisited the site with the Dog Information,Permit to Remove a Tree, Jobs and Tenderservices being the most popular.

SCOPE OF THE PROJECTFollowing the announcement of the

establishment of the Local GovernmentFund, the Local Government Associationcommissioned a strategy to determine the

most appropriate manner inwhich Tasmanian Councils shouldapproach the introduction ofonline services.

Consultants working closelywith LGAT management and theGeneral Management Council(GMC) developed the OnlineService Delivery Strategy Paperand outputs from the Strategyassisted in identifying and scopingsubsequent initial projects.

Following the delivery ofoutputs from the scoping projects,the project applied for a number

of implementation projects to developCouncilConnect and the Ten Initial services.This also required that an ExtensionStrategy be written, confirming theapproach from the Initial Strategy was stillvalid as well as linking to the futureimplementation projects.

PROJECT CONCEPT AND OBJECTIVES

The Online Service Delivery StrategyPaper developed in March 2000 agreed thatall Tasmanian Councils and the StateGovernment would take a commonapproach to online services for the localgovernment sector. The objectives of theLocal Government Entry Point were basedon the presumption that people are bothcustomers and members of communities.

The key features of the Entry Point were that: • Local government as a whole would be

given a specific focus;• It would allow for users of multiple

Council services across many Councils tocomplete those transactions in one place;

• One build for services would occur, andnot twenty-nine;

• Many Councils could not afford todevelop their services online or createhomepages with sophisticated links toother services and jurisdictions;

• Users would “complete” transactionsregardless of the back-end capability ofCouncils as the transactions would workwith the existing methods ofimporting/exporting data without forcingCouncils into one particular path;

• Those Councils with limited websiteswould be able to offer a range of servicesto their communities without the need toprovide the services themselves (transferof infrastructure cost from Council toEntry Point);

• Whole of local government services andapplications would be offered on a sitethat is representative of all Councils inTasmania;

• The “look and feel” and navigationthrough the services offered by eachCouncil would be consistent whilstretaining individual presence andidentity;

• The other States and Territories initiatedprojects that would use some of theirGrant allocations to provide static portals,and these would chiefly displayinformation about Councils. Tasmaniawas in the unique position of being ableto provide a portal that could allow formany transactions and whole of localgovernment initiatives being undertakenby Councils, all accessed from one site.

Local Government Associationof TasmaniaCouncilConnect Project

Part of the LOGONS Project Team at the launch,November 2003.


ENTRANTTASMANIA

PROJECT SUMMARY

The Local Government Association of Tasmania (LGAT) is the peakbody representing interests of councils across Tasmania. InMarch 2000, councils agreed that a centralised approach to the

development of online services was required.Around the same time, the Local Government Division (LGD) of

the Department of Premier and Cabinet in conjunction with the LGAT,set up a Key Performance Indicator (KPI) Steering Committee tooversee the collection of yearly statistics. The councils were requiredto supply statistics each year to the Australian Bureau of Statistics(ABS), the Grants Commission and the LGD. This lead to therationalisation of the collection of the three sets of statistics throughthe completion of one spreadsheet.The KPIs collected for the LGD werethen published in hardcopy formatfor the first time in 2000.

A decision was made to developan online system to display the KPIsover the Internet. Allowing thepublic access to these KPIs wouldencourage greater levels ofaccountability and transparencybetween the local government sectorand the public.

The result is the first web-basedsystem in Australia displaying KPIsfor the local government sector in aformat that is both easy for thepublic to access and use. Methods of presentation include graphs,tables and raw data in spreadsheets.

The agreement by councils to have this data displayed publicly inthis manner demonstrates high levels of cooperation, a forward-thinking sector and one that promotes transparency andaccountability to the local communities it serves.

The website Councils@Work can be accessed atwww.councilsatwork.tas.gov.au.

PROJECT INITIATIONIn 1999, the Association commissioned a strategy to determine the

most appropriate manner in which Tasmanian councils shouldapproach the introduction of online services. This paper, the OnlineService Delivery Strategy, proposed a citizen-centric rather than

council-centric approach to the development of online services. Toensure levels of equity and access to resources, councils agreed inMarch 2000 to adopt the strategy and make applications for fundingto the grant program, Networking the Nation made available from thesale of the second tranche of Telstra.

The strategy proposed the funding of ten initial projects, nine ofwhich were of a scoping nature and set the direction for thedevelopment of the CouncilConnect website which is currently activeat www.councilconnect.tas.gov.au. The tenth project funded was thePerformance Measurement Online project, which is the subject ofthis submission.

PROJECT SCOPE The Grant application to NTN proposed that

an online system would be built, howevermany of the details were yet to be fleshed out.A list of fixed KPIs for a number of NSWcouncils had been developed several yearspreviously, but there had been no capacity forflexible comparisons and it did not have aweb interface. Technical consultants wereemployed to determine if there was a suitableoff-the-shelf system that could be used insteadof building the system from scratch. Thereport indicated that tools did exist howevertheir cost was many times that of the totalproject budget and they were over-engineeredfor our requirements.

PROJECT COMPLEXITY ANDINNOVATION

This project represents a high degree of complexity in thecollection and management of data, the generation of reliable andauthoritative key performance indicators and in meeting theinformational requirements of the various consumers of the dataproduced by the system.

The project was responsible for providing mathematical analysis ofa broad range of key performance indicators of financial, integer andpercentile nature. To manage the mathematical complexity theproject team developed a range of mathematical modelling tools toallow independent analysis of the data for comparison with theresulting information produced by the system and the print-mediapublished information from the Local Government Division. Wherevariation was detected the formulae that produced the data (in allthree result sets) were further analysed to determine the correctformula. The Local Government Division was consulted in all caseswhere the system produced values that disagreed with the print-media publication and the final correct formulae were agreedthrough this consultative process.

The system developed is highly innovative, as for the first time inAustralia, ratepayers can access an easy to use web-based system thatallows them to see how their council is performing both over aperiod of time and also against other councils. The facility to mixand match councils for comparison at will, as well as the ability todownload the raw data for further analysis, makes this system highlyadvanced and in a unique position to be a tool that encouragesgreater levels of accountability and transparency in the localgovernment sector.

Performance Measurement Online:

Councils@Work

LGAT’s Executive Director Allan Garcia, SenatorWilliams, and General Manager of Devonport CityCouncil David Sales at the Launch.


VICTORIAWINNER

The project objectives

The aim of the Campaign Automationproject is to implement a campaignautomation system that will provide the

capability to:Increase campaign effectiveness via:

1. The capability to deliver campaignsacross multiple channels;

2. Reducing the need to rely on“singleshot” one off marketingcampaigns;Execute dynamic event driven campaigns to:

1. Proactively exploit client leads /opportunities in a timely manner;Develop a closed loop campaign system to:

1. Effectively deliver campaign leads toadvisers i.e. the right lead relating to theright customer at the right time;

2. Effectively deliver campaign informationto AXA parities involved in the campaignprocess;

3. Capture campaign lead outcomes fromadvisers;

4. Capture lead outcomes from internal AXAgroups including A&CA;

5. Provide effective operational reportingcapability to measure campaign successand to support evaluation of campaigneffectiveness.

Project scopeAt project initiation there was a varied

level and disparate understanding of theproject’s scope amongst the keystakeholders and project team. While thebusiness owner and business sponsor werewell aligned on the basic strategic objective– to provide the capability to executemarketing campaigns on an automatedsystem across a number of channels – itwas necessary to follow a clear process todefine the scope early on.

Challenges which madethis a standout projectChallenge #1 – CRM was in its relative

infancy at AXA and had involved a narrowfocus on retention initiatives to date.Compounding this challenge the projectwas extremely high profile with the CEO

taking a close personal interest in itssuccess and the cost to deliver. The projectwas considered a major risk because it waspotentially too early, complex, high profileand expensive given AXAs experience.Outcome: the project delivered the CMSon time and budget while exceeding definedquality criteria. The business is now in theposition where it can “scale fast” andrealise the benefit of its investment in CRMcapability.Challenge #2 – Recent history in thefinancial services marketplace (both locallyand globally) had shown the CRM projectswere generally not successful. Projectobjectives and outcomes were often notaligned, projects tended to “over promiseand under deliver” and return oninvestment (ROI) was either very poor orvery difficult to measure at best.Outcome: the project team managed toclearly define the scope, business objectivesand desired business outcomes early onand then proceeded to manage stakeholderexpectations throughout the course of theproject. The end result was a system

implementation that delivered on what waspromised, and left the business with a clearset of performance measures to ensure ROIcould be measured and tracked as thebusiness moved forward.Challenge #3 – The existing ITinfrastructure at AXA was particularlycomplex, ie: a combination of existingpackage and custom built applications,legacy systems and databases.Outcome: the implementation of asystem providing the business the ability toachieve clear business objectives whileusing a robust, scalable and flexibleplatform that would allow the business toscale fast as CRM maturity increased.Challenge #4 – At the time the projectcommenced, a global CRM vendor, with astrong presence in Australia, was makingevery effort to pitch for work at AXAAustralia. This vendor has an existingrelationship with AXA in Europe after havingbeen involved in a contact centre softwareimplementation. The vendor attempted tointercede at senior executive level inAustralia to seek affirmation that they wouldby the prime vendor for this project thussignificantly complicating the vendorselection process and bringing the processand decision to the authority of the globalAXA group.Outcome: the subsequent Request ForProposal (RFP) process involved thevendor mentioned above and highlightedthe imperative for the process to behandled with professionalism and requireddue diligence. The result was that the RFPprocess is recognised as AXA best practiceand the vendor selected will potentiallybecome AXA’s global standard for campaignautomation. Senior executives both inAustralia and Europe were given briefingsby the project team on the RFPmethodology and results to ensure theirsupport of the final decision.

AXA AustraliaCampaign Automation


AWARDS NIGHTVICTORIA

Guest with Heinz Haselroither.

AXA Australia.

AXA Australia.

Leh Simonelli, Bill Young, Chandra Bhuta, Comperefor the evening, and Trevor Alex.

Paul Steinfort, Chandra Bhuta, Bill Young and Trevor Alex.

AXA Australia with guest speaker, shadow spokesmanfor Finance, The Hon. Chris Strong, MLC.

AXA Australia, winner of the 2004 Victorian Project ofthe Year award.

Phil Nash, winning project manager from AXAAustralia.

Heinz Haselroither and guest.Heinz Haselroither and Loy Fan Choi from EagleImaging.


WAWINNER

Subiaco is the oldest wastewatertreatment plant in the Perthmetropolitan scheme still in operation.

It was constructed in 1927 and has had aseries of upgrades over the ensuring years.The process units and much of theequipment was not providing theperformance and reliability expected from amajor wastewater treatment plant. Allprocess tanks were open to the atmosphereand gave rise to significant odour emission;this created an unpleasant workingenvironment and unacceptable odourrelease to the neighbouring community.

In 2001 the Water Corporation made adecision to maintain Subiaco as one of itsstrategic wastewater treatment plants butundertake a comprehensive upgrade andcreate a facility that meets world bestpractice for both treatment performanceand odour emission.

The contract was undertaken by anAlliance that involved the Water Corporationand a 50/50 joint venture comprising ofJohn Holland and Burns and Roe Worley.

Notable features of the project and themanner in which it was managed by theAlliance were:• Purchase of the original contractor

Transfield by John Holland within theterm of the project. This involvedconsiderable changes to projectmanagement systems which had to beimplemented without affecting projectschedule.

• The scope involved replacing orrebuilding many of the processoperations whilst keeping the overallplant operating and meeting allenvironmental licence conditions.

• External factors reduced the overallproject schedule form 18 months to 14

months.• Key sub contractors were engaged as sub

alliances to focus them on completingtheir works within the shortened projectschedule.

• Using a best person for project approach,irrespective of the parent organization.

• Employing stretch targets andbreakthrough thinking throughout theproject.

• Challenging the conventional projectdelivery methods used in a D&C approachto realise project cost and time savings.

• Involving operators and maintenancepersonnel in all phases of project deliveryso that the upgradeplant met all of theirexpectations.As a result of the

above initiatives theproject was deliveredwithin the shortenedtimeframe andconsiderably under theoriginal $30m projecttarget cost.

The WaterCorporation WorksApproval required theodour control work toreduce the odourcontour to UnderwoodAvenue to the north of the plant. This wassome 600 metres from the plant boundary.The undertaking by Government was thatresidents to the north of Underwood Avenuewould no longer be affected by odour.

To meet Ministerial undertakings themain driver for the project was that alloperational plant had to be covered and theodorous off gases scrubbed by 31stDecember 2003. It was also a requirement

that the upgraded plantincorporated bestpractice operationfeatures that wouldenable favourablebenchmarking with anysimilar plant in theworld.

Subiaco remained anoperating plantthroughout this projectand a high level ofinterface betweenoperational personnel

and the delivery team was essential. Thiswas achieved by:• High level of planning at the design stage,• Use of HAZID workshops to identify

issues with proposed design,• Having weekly interface meetings to plan

and track delivery of new assets andprocesses,

• Having several workshops towards end ofproject to ascertain required “finishingtouches” on the project,

• Regular surveys to identify areas ofimprovement that would be beneficial forfuture operation,

• Transferring models used to design the

process so that they could be used as apowerful operating tool to predict andoptimise plant performance.The project invested significant resources

in the design phase to ensure maintenanceefficiency and effectiveness was achieved.This was further enhanced during theconstruction and commissioning phases ofthe project.

As an Alliance, all parties were providedwith clear lines of empowerment. Thismeant that that decision-making was passedto the lowest denominator in the groupthrough empowerment principles. TheAlliance agreement carried a no disputeclause. This effectively meant that conflictshould be resolved at the level that itoccurs, but should that not be possible thenit would be referred to the Alliance Boardfor a determination. This principle workedextremely well on this project. Almost allissues were resolved at the source andthose that could not were determined bythe Alliance board.

Joint Water Corporation, JohnHolland & Burns and Roe WorleySubiaco Odour Control and Plant Upgrade Project Alliance

Ed Wykman (SRD), Keith Cadee (WC), Mal Shepherd(JHG) and Mark Herbert (WC) inspect Primary TankOdour Control Covers.

The 50m stack discharging treated odour at Subiaco.


AWARDS NIGHTWA

Joe Dettlinger (Telstra) and friends enjoying thefestivities.

L to R : Les Green (BRW), Dougal White (JHG), MalShepherd (JHG).

Greg Martin and Bruce Franklin (WC).

Greg Martin and Joe Dettlinger (Telstra).L to R: Les Green (BRW), Mal Shepherd (JHG), BruceFranklin (WC) and Greg Martin

David Swallow (WC), Margaret Dimurad & BruceFranklin (WC),

Dr Neveen Moussa, AIPM National President, spoke to award guests and made the presentations.


SPONSORS 2005

The Project ManagementAchievement Awards are anexcellent opportunity for you to

associate your organisation with theprogram that honours and recognisesexcellence in project management.

Our 2004 sponsors are featured onpage 6 and 7 of this book and on theAIPM website at http://www.aipm.com.au/html/sponsors_2004.cfm . We thankthem for their support of the awardsprogram, the AIPM, and of projectmanagement.

Sponsorship opportunities for the2005 awards program are available atboth state/territory and national levels.Details of sponsorship packages areavailable from your Chapter PMAAProject Manager, AIPM National Office,or the AIPM website athttp://www.aipm.com.au/html/pmaa_sponsorship.cfm

We invite your participation in the2005 awards program to be held ineach state and territory during Augustand September 2005. Sponsorshipopportunities also exist for the NationalAwards ceremony to be held between9th – 11th October 2005 inMelbourne, in conjunction with theAIPM national conference.

The cost of sponsorship varies ineach Chapter, so please contact yourChapter PMAA Project Manager orNational Office for sponsorship levelsin your Chapter.

GGOOLLDD• Acknowledgement of gold sponsor

throughout the awards ceremony.

• The opportunity for gold sponsor’srepresentative to deliver a 10 minutespeech.

• Gold sponsor’s banner on stage withAIPM banners.

• Gold sponsor’s signage at entrance toawards’ ceremony.

• Gold sponsor’s name and logo ontrophy.

• Gold sponsor’s name & logo on allcertificates (certificates ofappreciation for all entrants plus

winner’s certificate and any highcommendation recipients).

• Gold sponsor’s logo to appear on allstatic pages of audio-visualpresentation.

• Gold sponsor’s logo on AIPM websitein PMAA section for 12 monthsfollowing awards ceremony.

• Link from the AIPM website to goldsponsor’s website for 12 months.

• Gold sponsor’s logo to appear oninvitations, tickets and table menus.

• Opportunity to providemerchandising material on all tables.

• Opportunity to feature in 2005commemorative book.

• Feature in March 2006 issue of theAIPM quarterly journal AustralianProject Manager.

• Corporate table at awards dinner (10people).

• Framed certificates of appreciationpresented on stage.

• Photographs taken of gold sponsorwith winner and any dignitariespresent.

• Group photograph taken of gold

• Photographs featured on the AIPMwebsite for 12 months followingawards ceremony.

• Mention in the PMAA 2005sponsorship brochure.

• (Only one gold sponsorship isavailable in Each State/ Territory/National.)

SSIILLVVEERR• Acknowledgment of silver

sponsorship throughout the awardsceremony.

• Opportunity for silver sponsor’srepresentative to welcome/guests atpre-dinner cocktail session.

• Silver sponsor’s signage at entranceto awards ceremony.

• Silver sponsor’s name & logo on allcertificates (certificates ofappreciation for all entrants plus

winner’s certificate and any highcommendation recipients).

• Silver sponsor’s logo to appear on allstatic pages of audio-visualpresentation.

• Silver sponsor’s logo on AIPMwebsite in PMAA section for 12months following awards ceremony.

• Silver sponsor’s logo to appear oninvitations, tickets and table menus.



• Complimentary tickets for five peopleto attend the awards dinner.

• Framed certificate of appreciationpresented on stage.

• Mention in the PMM 2005sponsorship brochure.

BBRROONNZZEE• Acknowledgement of bronze sponsor

throughout the awards ceremony.

• Bronze sponsor’s name & logo on allcertificates (certificates ofappreciation for all entrants pluswinner’s certificate and any highcommendation recipients).

• Bronze sponsor’s logo to appear onall static pages of audio-visualpresentation.

• Bronze sponsor’s logo on AIPMwebsite in PMAA section for 12months following awards ceremony.Bronze sponsor’s logo to appear oninvitations, tickets and table menus.



• Complimentary tickets for two peopleto attend the awards dinner.

• Framed certificate of appreciationpresented on stage.

• Mention in the PMAA 2005sponsorship brochure.

Project Management AchievementAwards Sponsorship 2005


SPONSORS 2005

Company name

Address

State Postcode

Contact

Telephone Facsimile

Email

SPONSORSHIP APPLICATION FORMPlease complete this form, keep a photocopy for your records and forward to:

PMAA 2005C/o Tour Hosts Pty LimitedGPO Box 128 SYDNEY NSW 2001 AUSTRALIATel: 61 2 9248 0800 / Fax: 61 2 6248 0894

SPONSORSHIP CATEGORY

❑ National Sponsor ❑ Gold Sponsor

❑ Silver Sponsor ❑ Bronze Sponsor

CHAPTER

❑ ACT ❑ NSW ❑ NT ❑ QLD

❑ SA ❑ TAS ❑ VIC ❑ WA

Signed

Date

PAYMENT DETAILS

❑ Please send a tax invoice

❑ Payment attached (please issue a receipt)

❑ Cheque or Money order for $_________ attached

❑ Visa ❑ Mastercard ❑ American Express ❑ Diners Club

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PAYMENT AND BOOKING CONDITIONSCompleted and signed booking forms must be forwarded to the Event Managers, Tour Hosts. Uponreceipt of a signed booking form, entitlements will be confirmed in writing by the Event Managers, together with a tax invoice.Payment is by cheque or credit card (Visa, Mastercard, American Express or Diners Club). Full payment is due within 30 days of receiving invoice.Cheques should be made payable to PMAA and forwarded to the Event Managers – Tour Hosts.All amounts include GST, GST is applicable to all goods and services offered by the event. The Event Managers reserve the right to vary the quoted prices in accordance with any movementsin the legislated rate of the GST.


SPONSORS 2005

AIPM has established an awardsprogram that recognises andhonours examples of exemplary

project management.

ELIGIBILITYProjects with an Australian affiliation, ofall types and sizes, from anywhere in theworld are encouraged to participate. Aproject does not have to be a multi-million dollar and/or large project todemonstrate excellence in projectmanagement. AIPM affiliation is not aprerequisite. The project should,however, have effectively applied projectmanagement principles, be recent andessentially completed. Projects that arecompleted as part of a larger project thatis not completed at the time ofnomination and which had beenaccepted by the customer prior tonomination are also eligible.

Although the project itself can belocated anywhere in the world and mayinvolve the private and public sector,the project manager and/or teamdirectly responsible for the projectmust be based within the Chapter towhich the nomination is submitted.

CHAPTER COMPETITION Submissions must be prepared in

accordance with the PMAA SubmissionsGuidelines and received by the ChapterPMAA Project Manager in therespective State/Territory Chapteroffices by 4:00pm,

17 June 2005. The winner(s) will be declared at an

awards ceremony held in each State/Territory before October 2005. Onlyone Project of the Year award is madein each Chapter. However, HighCommendations may be awarded at thediscretion of the judges for projects ofsignificant merit and/or which displayinnovation in the application of projectmanagement.

The judges may also nominateprojects for special recognition that,for example, make an outstandingcontribution to the community.

NATIONAL COMPETITION Winners of each Chapter competition

are considered for the National Awardwhich is announced at an awardsceremony to be held between 9th –11th October 2005 in Melbourne, in

conjunction with the AIPM 2005National conference.

GENERAL TERMS ANDCONDITIONS

Each submission must acknowledgethe following conditions: • conformance with the Submissions

Guidelines

• all necessary clearances, releasesand permissions required for publicrelease of all submitted materialsmust be obtained by the nomineeincluding liaison with the media

• all expenses relating to thenomination are the responsibility ofthe nominee

• all submissions become the propertyof the AIPM and will not be returnedto the nominees.

For a copy of the SubmissionsGuidelines, please contact the PMAAcontacts or visit our website atwww.aipm.com.au.

Nominate for ProjectManagement Achievements Awards 2005

CONTACTS: PMAA PROJECT MANAGERS

See www.aipm.com.au/html/pmaacontacts.cfm

Australian Institute of Project Management

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