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WEDNESDAY 10 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National

Project Scheduling and Reporting in the Defence Materiel Organisation. 10 Oct 07Steve OnusDirector, DMO Schedule Improvement Project. . The DMO Context (50 locations in Australia and overseas). The DMO Context (Business Profile). Minors. DMO (Budget Profile 07-08). Major Capital Equipment Projects.

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WEDNESDAY 10 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National

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    2. Project Scheduling and Reporting in the Defence Materiel Organisation 10 Oct 07 Steve Onus Director, DMO Schedule Improvement Project

    7. Cleaning Up the Rivers to Cleanse the Lake

    8. Background DMO has an annual Acquisition budget of around $5B with a total project cost in the order of $60B covering close to 400 Capital Acquisition projects ranging in value from less than $1M to many Billions. These projects are located in many of the 50 DMO locations around Australia and overseas with some projects in multiple locations.

    9. Background The challenge for DMO is putting in place systems and processes to give the project manager autonomy to run the project but provide easy access at a corporate level to project data to allow DMO to inform management and meet our reporting obligations as a Prescribed Agency.

    10. Portfolio Budget Statement 2007/2008 Section Two – Defence Materiel Organisation Strategic priorities for 2007-08 (page 243) “The DMO is strongly focused on continuing to improve its acquisition and sustainment core business, ensuring the effective implementation of enhancements to its business processes and systems, and continuing the reform program Key priorities for 2007-08 are: A standardised approach to schedule management to reduce slippage in major projects”

    11. DMO ..Customer , Supplier DMO (Supplier / Customer)

    12. Project Management in DMO Project Performance Reporting

    13. Typical Project Environment

    14. The Goal

    15. Cleaning Up the Rivers to Cleanse the Lake

    16. In Conclusion “Schedule is King” “Schedule is 80% of overall problem” “Project Management is DMOs Core Business” CEO DMO Dr Stephen Gumley “Project Managers who succeed in meeting their project schedule have a good chance of staying within their project budget. The most common cause of blown project budgets is lack of schedule management”. Project Management 101 F. John Reh

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