The large and diversified QLD Government department has significant investments and responsibilities across its broad portfolio. These responsibilities included projects impacting organisation wide business process and methods, as well
as niche projects that are aimed to improve line of business operations.
The portfolio, totalling more than 140 projects, hadn’t been governed with an “enterprise view”, which meant the organisational executive could not appraise the worthiness of initiatives through the investment process. It also had the potential to create “change fatigue” across the business, where multiple business process changes could be impacting certain parts of the organisation at once.
Furthermore, without
the guidance of a framework/methodology for
the implementation of Programs and Projects, the Department had deployed initiatives in a fragmented fashion. While there were traces of quality outcomes being reached in some areas of the business, from an enterprise perspective, this fragmented approach was causing
significant wastage of effort across the business.

Implementation of Tailored Project Methods and Enterprise Governance in the QLD Government

How we perform to win
·        Implementation of an ICT Governance Board: Senior Executive membership of the portfolio to administer and guide the portfolio of investments.
·        A complete audit of the 140 projects underway in the business and the assessment of those projects against organisational strategies.
·        Development and implementation of a portfolio assessment and measurement tools.
·        Development and implementation of a business process which guided ‘ideas’ through a gating process in order to assess the suitability for investment.
·        Implementation of a bespoke program and project methodology based on the principles of MSP and Prince 2. The bespoke methodology took into consideration organisation and people maturity. There wasn’t a
‘big-bang’ approach (demanding the organisation deliver to the letter of the core methodology) allowing the organisation to embrace the benefits of the methodology in its own time and at its own pace.
·        Implementation of a community of practice expertise to help different parts of the business with the nuances of the methodologies and helping the business extract benefits from using the formal approach.
·        The deployment of an enterprise-wide communication initiative to sell the benefits of the change in approach.
·        The implementation of a support unit to assist program and project managers using the new methodology.
·        The establishment of an enterprise project and investment management office.
Our commitment to deliver
4impact was able to rapidly deliver to the senior executives of department greater transparency of the complete enterprise portfolio which provided the ICT Governance Board greater insight into where investments were being made, the worthiness of those investments and where benefits were being realised. Furthermore the Board acquired the information to rapidly approve, decline or ‘stop’ investments as the information was aligned to the current and evolving business strategy. As a result, following a post implementation review, programs and projects were being delivered with improved accuracy and efficiency. The tailored methodology developed and executed by 4impact enabled the group executive to extract benefits immediately. The approach gave confidence to program and project sponsors and the Department Executive finally had control of its investment program.