Do you need a transformation management office?
Queensland’s Department of Housing and Public Works has implemented a transformation management office to manage the many challenges involved in undertaking a whole-of-government procurement project.
Queensland’s Department of Housing and Public Works has implemented a transformation management office to manage the many challenges involved in undertaking a whole-of-government procurement project.
Successful companies rely on tightly scripted meetings, objective analyses and decision frameworks to unite executives around a common vision.
Consider this scenario. A government department charged with delivering the IT component of a massive infrastructure program recognised complexity caused its $3 billion project environment to perform in, at times, mystifying ways.
When David Gollan became group CIO at Perth health fund HBF, he discovered that the 25 projects delivered by IT each year took far too long, were over budget or schedule and could not demonstrate value to the business. Governance was also haphazard at best.
To bastardise author Jane Austen, “It is a truth universally acknowledged that a well-heeled client in possession of a good cash flow must be in want of an expensive consultant.”
Companies invest heavily in projects and they do so for one compelling reason: their ability to compete might depend on it. However, their ability to execute these loftier ambitions is sometimes hindered by poorly functioning, costly and process heavy project portfolio management (PPM) environments.