DMO Bulletin For Industry - Department of Defence

Deming’s words are a good warning
against over-optimism and blind faith.
Clearly one of the DMO’s most important
tasks is delivering what the ADF needs, when
they need it and within the affordability and
scope requirements approved by Government.
We cannot fulfil this task effectively without
thorough and accurate analysis of the
requirements, cost, schedule and risks
associated with every project.
Simply parroting the project ambitions for
capability, cost and schedule that were
envisaged early in the acquisition development
cycle is not acceptable.
The implementation of the two-pass approval
process provides us the time and resources
necessary to undertake this work thoroughly.
To date this has been broadly successful
with a measurable improvement in schedule
performance.
We must continue to use this process wisely and
for the best outcomes.
I am concerned that just occasionally our
project managers have become more
“project advocates” than professional project
implementers. Our role is to advise on project
issues, plan an effective project strategy
including risk reduction and, once approved,
implement those plans to get the job done. Let’s
leave project advocacy to the capability manager
who is best placed to do this in
any case.
Of course this is not an excuse to simply
make our targets so soft that we will always
reach them. Against the background of proper
care and caution we also need to proceed
with ‘managed urgency’ and set ourselves
responsible but nevertheless challenging project
outcomes.
Sometimes the outcome apparent to us as
the best or most obvious choice isn’t backed
Warren King
CEO DMO
CEO DMO
UnDERStAnDInG
OUR ROLE
a message from
the ceo
Warren King
“In God we trust; all others must bring data.” Management guru, W. Edwards Deming
3 | DMO Bulletin Issue 2 2012
by analysis of the data. Our advice and
recommendations must be supported by
detailed analysis and evidence.
Out and about
In the lead-up to the Melbourne BPR I was
able to visit a few DMO teams in and around
Melbourne. I was impressed with their level of
commitment and energy, and it was good to
come face-to-face with some of the people
involved behind-the-scenes in delivering
successful projects. I met with individuals who
are providing direct support to operational
deployments and actively supporting the efficient
processing of international financial transactions.
I also met with teams supporting the introduction
of new force protection measures and testing
enhancements to soldier safety.
Speaking of the BPR, we were fortunate to hear
from Major General Angus Campbell, the new
Deputy Chief of Army. In his typically insightful
way, the General reminded us of Army’s priorities
and challenges and reinforced the importance of
fielding solutions, rather than just admiring the
problems.
As the recent Commander of the Australian
forces in the Middle East, he spoke with
authority about the positive contribution our
efforts are making in support of ADF operations.
His words were very appropriate and a timely
reminder of the reason for our existence – to
equip and support the men and women of the
ADF – with a particular and urgent focus on the
requirements of deployed units and those in the
critical training and readying phases.
Putting it to
the test
04
Getting on with
the job
09
Cooperation is
the key
11
SRP collaboration
13
Going digital
15
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