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Project Management Capability Uplift – Transport & Logistics

Port of Melbourne Corporation (PoMC) – Project Management Capability Uplift

The Port of Melbourne Corporation (PoMC) engaged Core Consulting Group (CCG) as their Project, Program and Portfolio (P3) Partner for an uplift project focusing on implementation of an Enterprise Project Management tool (MS Project Server). CCG were engaged initially to develop an uplift strategy and roadmap, addressing project, program and portfolio capability. We used a unique “Concept of operations” workshop together with observation, interviews and artefact review as input, provided a practical report and roadmap for improvement.

A project was soon formalised and CCG were engaged to assist PoMC with a number of streams of activity for “Tranche 1” including; EPM guidance and advice, process/methodology advice relating to tailoring, terminology and process alignment (particularly relating to cost), data preparation/cleansing, custom user guides (integrating policy/process), Project Management training (including planning/scheduling uplift), written standards for schedule and cost management plus assistance with communications/change management. CCG also worked with PoMC as reviewer/advisor/tester in terms of configuration of the EPM tool, plus provided custom CCG innovations relating to MS Project.

The resulting rollout of Microsoft Project Server 2010, referred to by PoMC as “The Helm” went smoothly, with most users adopting the EPM system successfully. In the words of the sponsor at the post launch event, “The Helm project has gone very well and we are already starting to see the benefits through consist reporting and visibility of the whole portfolio”.

Through a focus on building self-sufficiency, our uplift included assisting and training the PMO staff, ensuring from go live they were able to further improve capability without the need for our involvement, a true measure of success when it comes to capability uplift.

Post Implementation Review – Telecommunications

Telstra – HIRO Post Implementation Review

Telstra is Australia’s leading telecommunications and information services company. Offering a full range of services and compete in all telecommunications markets throughout Australia they continually build on technology and content solutions.  Telstra’s HSE group is responsible for Heath, Safety and the Environment, which includes Incident and Risk Management.

The HIRO (Hazard, Incidents and Risk Online) project was an enterprise-wide initiative to centralise Incident reporting across the business.  Delivered over several years, by a diverse project team, the project was challenging from a number of perspectives.

Core Consulting Group were engaged to provide an independent Post Implementation Review, for the primary purpose of improving future projects.  The PIR comprised artefact review, Interviews with approx. 16 stakeholders, plus observation of project deliverables.  A “one on one” approach was taken as it was seen as providing a broader perspective than a workshop approach.  The comprehensive review report provided recommendations for the short term (system change, support, etc), as well as the medium to long term (methodology changes, responsibility and governance).

The PIR customer (the HSE GM) was presented with the report, it was well received with positive feedback on our work.

Key Elements of the service included:

  • Fact finding, root cause analysis, hypothesis and verification
  • Recommendation forming and articulation
  • Improvement in delivery methodology
  • Improvement in management and governance models

Program Management Support – FMCG

Simplot Australia – Program Management Support

Simplot Australia is a Food Services company in Australia with some of Australia’s favourite food brand businesses including Edgell, Chiko, Birds Eye, Harvest, Leggo’s, John West, Lean Cuisine and Top Cut.

Core Consulting Group was engaged to uplift the PMO and to implement specific project management practice standards including Core Consulting Groups scheduling and reporting standards.

We implemented schedule and financial governance to enable accurate and timely reporting. We then enhanced project information capture and reporting to include, actual hours, separation of OPEX and CAPEX costs on projects and progress reporting against baseline.

The outcome of this engagement was timely and accurate reporting which gave stakeholders great confidence in decision making.  In addition, the revised model allowed greater accuracy in project financials to assist the finance department in financial reporting.

 

Key Elements of the solution included:

  • Develop reporting workflows
  • Develop governance model for financial information
  • Develop gate model
  • Develop deliverables process and list

Project Administration – Telecommunications

Telstra – Project Administration

Telstra is Australia’s leading telecommunications and information services company. Offering a full range of services and compete in all telecommunications markets throughout Australia they continually build on technology and content solutions.

Core Consulting Group was engaged to provide Project Administration support for a board level project. At the time of engagement the program was close to completing stage 1 and started preparing the Business Case for Stage 2.

Core Consulting Group helped to streamline the program’s administration processes and refine the analytical capabilities of the PMO. Core Consulting Group also contributed to the efficiency PMO by managing the Statement of Work process and conducting PMO Health Checks on project streams.

Stage 1 of the program was completed on time at the end of June 2013 and funding had been drawn down for Stage 2. The outcome of this engagement was that the program had more confidence knowing that reliable information could be provided to the business due to the increased efficiency of the PMO.

 

Key Elements of the solution included:

  • PMO Administrative services
  • Management of Statements of Work
  • PMO Health Checks

PMO Analyst – Telecommunications

Telstra – PMO Analyst

Telstra is Australia’s leading telecommunications and information services company. They offer a full range of services and compete in all telecommunications markets throughout Australia.

Telstra’s PMO for the Structural Separation Undertaking (SSU) Program involves multiple Business Units and a large number of engaged resources, as well as a schedule with a firm deadline. The Finance and Schedule processes and standards originally created required refinement and improvement to reflect the new Program structure and deliver efficiency. Core Consulting Group was engaged in the role as a result of their reputation and knowledge in PMO services within other Telstra departments.

Core Consulting Group set up and developed business rules and tools for the management and tracking of systems, projects, their status and other various attributes, and performed ongoing updates through collaboration with the Stream Leads. Core Consulting Group also adapted the Finance and Schedule processes and standards into a new Framework and supported Stream Leads to achieve these processes and standards. Processes were also set up along with tools for the management and tracking of resources via a Resourcing Requirements tool.

Core Consulting Group was a key enabler to the integration of each of the aspects of the PMO, Finances, Risks, Issues, Schedules, and Change to ensure that all members of the PMO had end to end visibility.

 

Key Elements of the solution included:

  • High visibility and control of timeframes (schedules) provided to the Leadership Group to enable the date deadline to be met.
  • Support provided to the PMO Financial team on providing high visibility and control of costs on the program.
  • Accurate and complete tracking and reporting provided to the Leadership Group on a weekly basis.

MS Project Server Training Lead – Australia Post

Australia Post – E3PS Training Lead

For more than 200 years Australia Post has been keeping Australia connected by delivering mail and providing a national retail network. Australia Post has a large property portfolio range from Post Offices, to mail processing sites and warehouses, to offices and call centres.

 CCG was selected to support AusPost with their implementation of their Enterprise Portfolio / Program / Project System (E3PS) due to its reputation in delivering Microsoft Project Server Implementations and supporting the recovery of a past implementation.

Core Consulting Group, using Australia Post’s internal methodology (Instructional System Design), planned the training program around the outcome of a training needs analysis.  This enabled Australia Post to understand the gaps in training. Being able to identify gaps early meant time to flexibly change direction of the project to maximise the benefit of the software and deliver the largest benefit across portfolio, program and project management.

The training material developed has had the flexibility of facilitator-led sessions as well as self-paced learning.  The modular approach to material development has given Australia Post the ability to develop multiple training modules from the same material and provided the ability to mix and match topics relevant for the diverse audience groups. The self-paced learning approach has provided Australia Post with the ability to leverage the material for future development of eLearning modules.

 

Key Elements of the solution included:

  • Conduct a training needs analysis
  • Enable Australia Post staff to perform their processes with MS Project Server independently with minimal support issues, through the development of modular training material and program.

MS Project Server Implementation; Communications Lead – Postal Service

Australia Post – E3PS Communications Lead

For more than 200 years Australia Post has been keeping Australia connected by delivering mail and providing a national retail network. Australia Post has a large property portfolio range from Post Offices, to mail processing sites and warehouses, to offices and call centres.

Australia Post had three objectives with the implementation of an Enterprise Portfolio/Program/Project System (PPM): Single source of truth for all project information, simplified reporting for Governance Forums, and integration of data.

CCG was engaged due to its reputation in the area of project management and experience with a previous engagement within the Australia Post IT department.

Core Consulting Group helped develop a comprehensive strategic communications plan which identified the diverse range of stakeholders the project needed to engage with and the communication activity required for successful delivery.

Australia Post benefited from a well-structured approach to communication and through the standard key messages delivered as part of the communication strategy.  Many of the messages developed continue to provide effective communication about the PPM and portfolio, program and project management for the future. By aligning the organisations understanding and expectation, provided the ability to commence a journey as a whole with consistent foundation principles.

MS Project Training – Telecommunications

Nextgen Networks – Planning projects using MS Project Training Course

Nextgen Networks is a national telecommunications carrier that specialises in high performance, premium data services for the corporate, government and carrier markets.

As part of continuing personal development in Project Management, it was recognised there was a need to develop the capability of Project Management related staff in the use of Microsoft Project for planning and scheduling projects.  Core Consulting Group was asked to provide a targeted training course in addition to an experienced instructor to provide “one to one” mentoring.

Personal interviews were conducted with the designated staff and an individual “training needs analysis” was completed to determine the skills uplift required.  CCG then customised their course offering to combine existing courseware, reference book material and customised exercises to provide a course covering both “how to plan” and “how to use the tool”.

The engagement received highly positive feedback and the customer  was very  happy with the result, particularly the improved quality of schedules.

 

Key Elements of the solution included:

  • MS Project “How to” guides
  • CCG developed views, tables, filters and templates
  • A recommended product-based planning approach

Program Planner/Scheduler – Nextgen Group

Nextgen Group (NG) – North West Cable System Program Planner/Scheduler

“Nextgen Group is a leading supplier of network connectivity, Data Centre facilities and cloud services to Australian businesses, government agencies and telecommunications service providers.” – Nextgen Group website.

In May 2014 Nextgen Group (NG) announced plans to build Australia’s first purpose built subsea fibre optic network for the oil and gas industry. The 2,000km long cable system between Port Headland and Darwin, once delivered, will connect offshore Oil and Gas facilities in the Browse, Bonaparte and Carnarvon Basins to on shore locations including data centres and business headquarters.

NG engaged Alcatel Submarine Networks (ASN) to deliver the submarine components of the project, and were in the process of engaging another third party to build and deliver the Cable Landing Stations for the cable. NG needed to pull all of the third party schedules together with their own internal work in order to obtain a clear picture of the entire program of work (POW). Core Consulting Group (CCG) was engaged to build out the POW and provide identification and tracking of dependencies between all parties.

When CCG was engaged some of the ASN work had been planned CCG’s initial focus was to plan out the internal NG work and integrate it into the ASN schedule. This included setting up a series of processes and custom fields in MS Project 2010 to allow easier identification and linking of dependencies. In order to bring the entire program of work together some initial planning and scheduling was performed with key stakeholders around the Cable Landing Station work to enable this to be included in the overall timeline. Once these schedules were developed, CCG was able to bring together an integrated POW for NG by linking up the dependencies that had been identified in each schedule and creating an effective Program Schedule.

This provided management with a mechanism to track the entire program of work that spanned multiple parties and extended across multiple years. CCG enabled an output that allowed a representation of high level work to be easily input into PowerPoint presentations for reporting to the Steering Committee, as well as the Oil and Gas companies planning to utilise the North West Cable System.

 

Key Elements of the solution included:

  • Integrated program of work comprising multiple schedules from both Nextgen Group and various third parties
  • Implementation of dependency management processes
  • Custom fields for MS Project 2010 to enable dependency tracking and linking
  • Set up of a high level timeline view for reporting

 

Governance Framework Refresh – Transurban

Transurban – TIGF Refresh

Transurban manages and develops urban toll road networks in Australia and North America.

In 2013, CCG were approached by Transurban to assist with a review of the Transurban Infrastructure Governance Framework (TIGF) and provide recommendations for change. Transurban had a need to simplify the existing TGF and align operational and delivery areas across 3 regions, Melbourne, Sydney and North America.

CCG was selected due to its reputation in the area of project management, knowledge and experience in methodology, process development and change management.

CCG lead a formalised review process that resulted in a revised structure for the governance framework (renamed TAMS). With the revised framework agreed, CCG then worked with “Chapter Owners” to develop appropriately detailed information to guide consistent application of key business practices within Transurban across their existing operational areas and regions

In parallel, CCG worked to develop an organisational change management program to address communication, training and coaching, as the new TAMS was implemented.

At the end of the project the following benefits and objectives were hopefully achieved:

  • Framework was fit for purpose across Transurban globally
  • Framework was aligned to Transurban’s organisation structure
  • Greater engagement with the framework
  • Flexibility in procedure development across assets and regions
  • Consistent functional outcomes across Transurban

 

Key Elements of the solution included:

  • Transurban Asset Management System
  • Document Review and Approval process
  • Change Management Strategy and Plan
  • Scheduling
  • Editorial Review

MS Project Server Implementation – PoMC

Port of Melbourne Corporation (PoMC) – Microsoft Project Server (EPM) Implementation advisory services (P3 Partner)

The establishment of a port in Melbourne extends back to 1835. From its early development, the port has grown with the city and now handles over 2.5 million containers annually with around 3200 ship visits each year.

The Port of Melbourne Corporation (PoMC) engaged Core Consulting Group (CCG) as their Project, Program and Portfolio (P3) Partner following previous engagements relating to Project Management uplift. Known for our blend of tool, process and people knowledge with respect to Project and Program Management, CCG were engaged initially to develop an uplift strategy and roadmap. Through interviews, artefact review, research and our “Concept of Operations” workshop, CCG provided a report and roadmap which was well received and endorsed by the Project Control Board.

A project was soon formalised and CCG engaged to assist PoMC with a number of streams of activity including EPM implementation guidance and advice, terminology and process alignment, data preparation, user guides, training and communications/change management. CCG worked with the EPM Implementation vendor to ensure configuration met PoMC’s needs, particularly in relation to finance system integration. Working closely with PoMC to align terminology, scheduling and cost management standards, we brought to the table CCG-developed views, filters and innovations.

The resulting rollout of Microsoft Project Server 2010, referred to by PoMC as “The Helm” was considered a great success. Through support and training we were able to identify knowledge gaps or other difficulties and address them accordingly. In the words of the sponsor at the post launch event, “The Helm project has gone very well and we are already starting to see the benefits”.

As an outcome of our work, the EPM Tool vendor’s work was made easier through clear requirements and alternative solution ideas. Collaboration in relation to training ensured a high quality experience which also added to the success of the project. Our assistance with User Acceptance Testing on behalf of PoMC also helped resolved issues before launch ensuring the system was fit for purpose. Finally our approach ensured PoMC could be self- sufficient in the day to day operation of their EPM solution.

EPM Implementation Advisory Services – Government Department

Department of Education and Early Childhood Development (DEECD)
Information Technology Division (ITD) – Microsoft Project Server (EPM) Implementation advisory services (P3 Partner)

DEECD provides education and development services to children, young people and adults both directly through government schools and indirectly through the regulation and funding of early childhood services, non-government schools and training programs. DEECD’s ITD provides integrated ICT services, systems and support that enable the effective management and delivery of Department services, including project management and technology solutions advice.

DEECD had implemented Microsoft Project Server (EPM) some time ago, including an upgrade from 2007 to 2010. Over time, the suitability and detailed knowledge of the legacy EPM Configuration declined. DEECD’s un-met needs include Resource Management, Timesheeting, Demand/Pipeline Management along with improved KPIs and Reporting. In order to improve DEECD’s Project, Program and Portfolio (P3) capability, Core Consulting Group (CCG) were engaged to advise and guide DEECD’s ITD in relation to EPM, as well as provide training and hands on support to lift the scheduling capability of their Project Managers.

CCG initially provided a formal review report containing a set of recommendations, with a focus on improvements relating to the EPM tool. As a result of this review, CCG were engaged to assist DEECD through the provision of user guides, our own MS Project innovations, training, EPM configuration and hands on scheduling support for Project Managers. We were subsequently engaged to cover the EPM Administrator’s role while they were unavailable. Through discussions and workshops, we documented the “as is” and “to be” state, allowing DEECD to commission a rebuild project along with an agreed set of Business Requirements and associated Data Dictionary.

As an outcome of our work, EPM data quality has improved, along with it the associated quality of reporting and sense of a “single source of truth”. In addition the rebuild project is moving toward the procurement phase now scope has been clearly defined.

ERP Program Support – FMCG

Simplot Australia – ERP Program Support

Simplot Australia is a Food Services company in Australia with some of Australia’s favourite food brand businesses including Edgell, Chiko, Birds Eye, Harvest, Leggo’s, John West, Lean Cuisine and Top Cut. Simplot Australia was carrying out the delivery of its Catalyst program to implement JD Edwards EnterpriseOne as its replacement Enterprise Resource Planning (ERP) system. Core Consulting Group (CCG) was asked to support the program management team and for the implementation of a Program Management Office (PMO).

Core Consulting Group proposed to provide an initial review and implementation plan as a first step and then the implementation of a suitably functional PMO. The initial review was carried out over two weeks and the review combined interviews, project artefact review, observation, informal discussion and industry best practice review.

After the successful completion of the initial review and the creation of an implementation plan, Core Consulting Group was asked to guide the implementation of recommendations for the PMO capability establishment, to carry out the PMO Roles and to work with the program management team to support their management and decision-making. The specific recommendations were: Set up PMO Staffing and Structure, develop Program standards and the Program Management plan, enhance program planning, scheduling, tracking and refine reporting processes and systems. The processes and systems implemented enabled integration with other key control elements such as risk, change control management and cost management functions. All of these were integrated with the BAU PMO.

The outcome was a management, planning and control framework that provided visibility and control and enabled critical program releases to be planned and executed successfully.

EPM Live Implementation –
  • Non-Profit Sector
  • Compassion Australia – EPM Live Implementation

    Compassion Australia (CA) is an international Christian children’s charity committed to working in partnership with local churches around the world to foster the spiritual, economic, social, physical and emotional development of children living in extreme poverty in over 26 developing countries.

    CA is a moderate sized Australian Charity with a geographically diverse work force. They needed to centralise project data in order to better analyse inflight and proposed projects. Having chosen EPM Live as their Enterprise Project Management tool, CCG was engaged to assist and guide their EPM Live implementation.

    CCG employed a “QuickStart Build-to-Order Approach” for this implementation. This provided Compassion Australia their required outcomes over a rapid 3-4 week period, without affecting the quality of the implementation. Through a proven approach, CA’s requirements were accurately determined and EPM Live configured accordingly.

    Compassion Australia now has a centralised single source of truth for project information and reporting available from any CA site.

    Key Elements of the solution included:

      • Single source of truth
      • Development of Project Status Reporting
      • Development of KPI’s
      • Development of Issues & Risks Management standards

    Energy Company – Master Scheduler

    Our client is a fully integrated energy and network business, with complementary activities in telecommunications and energy-related technologies. In Tasmania, they generate, distribute and sell electricity, retail gas, and provide wholesale telecommunications services using optical fibre networks.

    The client required a scheduler to develop a master schedule for their retail reform program. The program consisted of 4 streams: Business, Technology, Test and Change Management. Due to an undeveloped WBS, stream leads had worked in isolation towards creation of ad-hoc schedules, causing unidentified deliverables, and interdependencies.

    Core Consulting Group reviewed each stream schedule standardise to a common format including a logical critical path. A scoping workshop was held enabling stream leads to communicate their requirements and expectations and work towards agreed deliverables within the construct of a common WBS. The schedules were then revised to include all new deliverables and were integrated in a master schedule. Core Consulting Group delivered the schedule to the client together with a number of recommendations on governance and reporting structure.

    The outcome of our engagement with this client was an effective master schedule to enable greater program level control as a result of greater clarity of scope and program timelines. As a result of this engagement, the energy company successfully passed their audit with PWC.

    Key Elements of the solution included:

    • Developing a scheduling standard
    • Program level WBS
    • Program Master Schedule
    • Program Critical Path