Hercules EWSP project wins AIPM award

The DMO's rapid acquisition project for C-130J Hercules Electronic warfare Self Protection system has been a good news story for all concerned.
The rapid acquisition project to equip RAAF C-130J Hercules with EW Self-Protection systems has won a prestigious national 2005 Project Management Achievement Award (PMAA) from the Australian Institute of Project Management (AIPM).

The AIPM organises the PMAA to recognise excellence in project management Australia-wide. This year's winner in the national Product Development category was the team which managed the C-130J Hercules EWSP upgrade.

The project was run by a fully integrated Defence and Industry project management team comprising personnel from the DMO's Air Lift Systems Program Office (SPO) Project Management Unit and Sydney-based APP Corporation Pty Ltd.

The project management methodology used for the EWSP project was based on PRINCE2 and the DMO-mandated PMMv2.

The EWSP upgrade involved the successful acquisition, installation, certification and deployment of Missile Warning and Countermeasures Dispensing Systems and cockpit ballistic protection (for small arms protection) in a rapidly compressed timeframe in order to meet the operational requirements of Operation Catalyst, the ADF's ongoing support for the reconstruction of Iraq.

This project was different to many Defence projects because of the unique and innovative approach that was taken by the DMO from the very beginning, according to the AIPM. The extensive and rigorous application of project management principles employed from inception to deployment of the capability overseas, across multiple military commands, in a complex stakeholder environment, through one fully integrated Defence and civilian project team, ensured that this critical operational project was delivered ahead of schedule.

In fact, the project was completed more than two months ahead of schedule and $4 million below the estimated cost, despite operational constraints and in an organisation which has ty
This was achieved through one fully integrated cross-command Defence and industry project management team working together to deliver this critical capability. Extensive planning and "front end loading" was undertaken by the project team prior to project approval to ensure that the scope was clear, appropriate, understood and deliverable within a deadline which was always going to be brought forward.

An effective project governance structure was implemented at the outset to facilitate rapid decision making and accountability across multiple chains-of-command. The aggressive approach taken towards de-risking, critical path and schedule management was a critical success factor.

In all, some 11 DMO capital equipment projects were contenders for Project management Achievement Awards from the various state chapters of the AIPM, affording the DMO an opportunity to showcase early results of the professionalisation program initiated by its CEO, Dr Stephen Gumley.

According to Deputy CEO Norm Gray, the AIPM judges were taken aback by the monetary value, the scale and scope and the complexity of the DMO projects included in the award submissions.

"The judges found it challenging to rate, and therefore assess against other project submissions, many of the DMO projects," said Gray

"They were astounded by the intricacy and level of sophistication and involved detail among the projects, an issue which keenly validates our drive to professionalise our workforce. Our across the board success also shows how far we have come along that journey."