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

Questions

Thank You

doug.witschi@police.vic.gov.au