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1: Putting projects in context

Continued improvements are expected in APS program delivery and internal efficiency. These improvements are frequently achieved through projects – in many cases with a component of ICT.

Executives have important roles in:

• creating a supportive environment in an entity for planning projects;
• developing and sponsoring projects; and
• assessing and approving projects.

The involvement of executives in project planning is particularly important due to the management challenges in successfully completing projects, particularly those of the complexity which often applies in the public sector.

This Guide aims to assist executives to meet their responsibilities for project planning and approval.

This chapter sets out project concepts and terminology used throughout the Guide.

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1.1 The importance of projects in delivering government programs

The Parliament, government, and the public expect continued improvements in the public sector, including in aspects such as:

• improving the ease of access for Australians to government services and programs, which often involves working across organisational boundaries;
• increasing the focus on realising a broad vision or achieving specified outcomes and benefits, rather than simply administering programs;
• increasing the speed and reliability of new policy implementation;
• reducing the regulatory burden on business, by simplifying and harmonising requirements across entities and jurisdictions; and
• improving the quality of, and reducing the cost of, public sector operations.

In addition, global competition in the supply of goods and services necessitates continued improvement in the efficiency of the Australian economy, including the public sector. Another factor is continued developments in ICT capabilities – such as high capacity Internet communications, and the increased sophistication of processing systems – which provide opportunities for innovative approaches to program delivery.

Improvements in public sector program delivery and operations are usually accomplished using a specific project. For example, projects to:

• implement a new government policy;
• introduce a more convenient method for the public to lodge claims; and
• introduce a more efficient financial system in an entity.

In short, the effective and timely completion of projects is fundamental to improvements in program delivery.

There are challenges to the successful planning and delivery of projects in the public sector. These challenges arise from such factors as the difficulty in defining and measuring success, the involvement of many different groups of people, the use of new technology, the complexity of integrating new projects with existing arrangements, and possible constraints in timeframe, funding and capability.

This Guide focuses on the initial planning and approval of projects, as this strongly influences the successful completion of the project. The Guide focuses on projects to deliver government programs, or to make internal improvement to entity operations, particularly for projects which involve the use of ICT.

Executives are well placed to contribute to project planning and approval because they:

• have key relationships with stakeholders, which positions them well to provide guidance on priorities;
• have the knowledge and experience to help improve the quality of project proposals; and
• have authority for allocating and managing resources – including the approval of projects, and the adequacy of resources provided for planning.

This Guide aims to provide practical support and advice to executives to help improve the quality of the planning and approval of projects.

To assist the reader, the major concepts and terminology of project planning which are used in this Guide are described below.

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