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Getting SMARTer: The evolution of Project Management within Victoria
Police
Doug Witschi
The beginnning of project management in Victoria
Police1986 - Introduction of Project Register aimed to:
• reduce project duplication
• reduce incidents of ‘re-inventing the wheel’
• align projects to current needs and plans
Hard copy document distributed quarterly with issues of accuracy and reliable continually made
Service Improvement Program
• Created in 1996
• with the aim of promoting continuous improvement and project management principles
• role was to strategically lead and manage major change throughout Victoria Police
Service Improvement Program
Progressing Project Management• Development of a cyclical review
methodology for continuous improvement
• Establishment of milestones steps for each phase of this cycle
• Process of inclusion and consideration of all stakeholders
Progressing Project Management
Step 1
Analysis
Step 4
Implement Evaluation
Step 3
Redesign process
Step 2
Immediate Improvement
Strategic Development Department
• Amalgamation of the Strategic Improvement Program with the Corporate Policy, Planning & Review Department, in April 1998
• focus on the initiation and implementation of major projects and
• the monitoring and evaluation of corporate projects
Strategic Development Department
Developed the current conceptual project management framework through:
• the classification of projects as either
• Corporate (Level 1);
• Department (Level 2); or
• Unit (Level 3)
• a defined four - phase project management process
• established the Strategic Policy Committee
Corporate Change Coordination Unit
• Established as part of the project management framework
• Tasked with managing the project management process
• Monitored projects for slippage against milestones and deliverables
• Reported monthly on project status to the Strategic Policy Committee
• Provided specialist advice and support to project teams
Project Management Review 2001
Review undertake aimed at enhancing Project management and coordination capability and culture within Victoria Police. Recommendations:
• Align all project decision making with one corporate entity - Corporate Management Group
• A governance structure to facilitate effective decision making
• Development of a Project Management website
Project Management Review 2001
ApprovalSteering
Committee
ApprovalSteering
Committee
ApprovalSteering
Committee
ApprovalSteering
Committee
PHASE 1
CONCEPTPROPOSAL
PHASE 2
ANALYSIS/BUSINESS
CASE
PHASE 3
DEVELOPMENT &IMPLEMENTATION
STRATEGY
PHASE 4
IMPLEMENTATION
ApprovalSteering C’tee
Sign-OffCorporate
ManagementGroup
ApprovalSteering C’tee
Sign-Off
CorporateManagement
Group
Approval
CorporateManagement
Group
Final Sign-OffCorporate
ManagementGroup
ConceptProposal
BusinessCase
ImplementationPlan
ProjectImplementation/Completion
Report
IMPLEMENTATION MONITORING& EVALUATION
CORPORATEPROJECTS
DEPARTMENT/UNITPROJECTS
Project Management Website
• Developed in consultation with project managers throughout the Victoria Police
• Web site became operational in July 2002
• Interactive web portal
• Currently 107 projects are registered
Project Management Portal
Project Management Portal
Local Priority Policing (LPP)
Background
• Significant change management initiative
• Project consisted of three specific components
• Statewide management model
• Service delivery model
• Community consultation model
Local Priority Policing (LPP)
Force Issues Project
• 886 different issues raised by members of Victoria Police
• A series of projects were developed
• Project management methodology adopted
• Monitoring and reporting of the projects undertaken by the Project Management and Coordination Unit
Force Issues Project
To date:
• 77 Projects have been undertaking
• Addressing 523 issues
• 619 recommendations
• 115 recommendations have been implemented
• 247 are pending implementation
• 291 are still to be considered
Future Directions
• New innovative methods aimed at encouraging all members to participate in change
• Process of continual improvement of our project management processes and practices
• Development of specific project management training
Future Directions
S - Stated
M - Measurable
A - Agreed
R - Realistic
T - Timely
