Project Management Framework, Southern Downs Regional Council Pavements

Abstract

This paper is about an interesting journey in developing a draft Project Management Framework (PMF) for SDRC. Council currently uses a software based project management system which is an efficient mechanism for reporting requirements however very cumbersome to project manage individual projects in real time. A recent independent audit 2019 revealed Council’s Project Management practices were rated poor and significant weaknesses were found in the design and application of controls which directly impacted efficiency, effectiveness and/or economy. To ensure a cultural shift in the acceptance and implementation of the framework, an operational policy was developed and approved to underpin this framework. Previously, Council’s project managers have been delivering their projects based on their own personal previous experience. This meant that there was inconsistency in Council’s approach to project management and few control measures were in place to avoid project management pitfalls, such as scope creep, budget overruns and time delays. The PMF aims to up-skill Council’s project managers to achieve a paradigm shift in Council’s approach to project delivery and improve Council’s systems. The aim of presenting such papers in conferences and publication is to provide insight how project management practices assist in risk and financial management. Taking time to plan is far greater than the delivery timeline of the project itself. The author acknowledges this work was challenging, but fulfilling and predominantly a side hustle to his primary role as Capital Delivery Principal Engineer of SDRC.