CQU Project Management education
Featured Articles

Design and Building Practitioners Bill not adequate for projects, says AIPM

The Australian Institute of Project Management (AIPM) has submitted its responses to the draft legislation of the Design and Building Practitioners Bill 2019 and Building Stronger Foundations Discussion Paper, stating it does not extend compliance far enough.

December 9, 2019

Why AI is project management’s next paradigm

Either embrace artificial intelligence as a new paradigm for project management, or risk being left behind by those who do, writes David Porter.

December 9, 2019

Providing risk infrastructure to support opportunity management

Failure to provide an appropriate level of risk infrastructure can cripple risk management in an organisation. Too little support makes it difficult to implement the risk process efficiently, while too much infrastructure adds to the cost overhead.

September 12, 2019

The debate: Agile versus Waterfall

The longstanding rivalry between Agile and Waterfall processes is really over the primacy of scope in a project. Which is best? Two advocates plead their case.

September 12, 2019

First nations initiative leads to NAWIC project management win

Brooke Emmett of construction company Fulton Hogan has been named Project Manager of the Year at the National Association for Women in Construction (NAWIC) Awards for Excellence.

September 12, 2019
Latest Posts

Why do projects not succeed when project governance is not formalised?—Vanessa Sore

Why do projects not succeed when project governance is not formalised?

Barriers exist at both the project and organisational level. These barriers influence the organisation’s aptitude to successfully implement and execute projects, as well as the overall performance and market penetration of the organisation. This paper aims to critically reflect upon the current barriers at the project and organisational level within a large Australian financial services organisation. The reflection identifies three key barriers at the project and organisational level concerning the lack of: formal project-based structure; project methodology familiarity and skilled project managers; and open dialogue prohibiting collaboration. Moreover, this reflective practice has allowed recommendations to be made to adjust governance structures to improve project performance and progress towards achieving organisation objectives. A new governance structure is recommended in pursuit of: implementing a formal project-based structure, embodying support from a Strategic PMO to bring accountabilities and opportunities amidst the organisation into line; aiding better education and appreciation of project management methodology with ongoing support from a Tactical PMO; and adopting effective communication. Thus, the paper outlines the importance of these recommendations to assure project governance ownership and liability across the organisation to achieve project success.

Author: Vanessa Sore
Review status: Postgraduate assignment (University of Technology Sydney)

February 18, 2018

Conceptual model of performance measurement – Ali Naseri Gigloo

Conceptual model of performance measurement for power plant projects

This study is focused on the importance of performance measurement in projects. Projects are considered as temporary organizations with specific goals and objectives. Generally, power plant projects are considered as high-tech and large-scale projects and construction of them require a great amount of financial resource, human resource, materials and equipment. Also, they are considered as one of the strategic infrastructures of a country and any delay in these kinds of projects results in huge cost overrun as well as negative social and economic impacts. So, it is important to use a robust performance measurement system to help project managers to manage them effectively to achieve goals and objectives of projects. In this study, by using literature, a conceptual model of performance measurement was developed and then by using the company vision, the KRAs of the project were identified. Also, according to the project contract, the long-term and short term objectives were identified. To assess the performance of process and systems a set of KPIs identified.

Author: Ali Naseri Gigloo
Review status: Postgraduate assignment (University of Technology Sydney)

February 18, 2018