Project Management

AIBS strives to deliver excellence in project outcomes by observing 12 key best practice principles.

These are:

Before AIBS commences a project, we analyse the concept data to seek the most effective way to provide a value-adding proposition. When satisfied, we then commit to achieving success through understanding and planning around obstacles and risk. Our goal as a Project Manager is to work with the client to ensure the successful completion of the project. We aim to deliver on time and produce a quality outcome within budget.

But our aim is not merely about keeping the project on schedule and within budget. Projects can be delivered on time and with money to spare, but the goals are often not fully realised. We see this as a missed opportunity. We work diligently to achieve all objectives and add the value our clients are seeking.

Projects can fail if they are not led by a good Project Manager supported by a Project Management Team. The AIBS Project Management Team develops a project plan to achieve the goals of the project. The Project Manager develops the detailed works program, and they manage the Team assembled to complete those front-line tasks.

AIBS Project Managers are experienced, hands on professionals responsible for getting the sponsors and stakeholders on board, maintaining clear and open communication, risk management, budgeting, scheduling and everything else in relation to day-to-day operations of the project. Our Project Managers have a dynamic skill set that includes technical knowledge, managerial experience, interpersonal skills and more. Our philosophy is to listen to our stakeholders and customers, pay attention to detail, be open and curious and not complacent, and be willing to and learn from anybody.

AIBS uses industry standard ISO Quality Assurance practices and comprehensive integrated IMS, WHS and Risk Management policies and procedures.

Once AIBS agrees to be involved in a project, we dedicate time and resources to the delivery and completion of the works. The Project Manager and Project Management Team are totally committed to the project and finding the most effective value-add proposition. Our philosophy is that when we are committed, we must bring every other person with us on the project journey. We understand that we must have all stakeholders on board. Our experience is that if we do not work with key individuals and teams and support commitment to the project, we will not have a viable project in the end. Total commitment is a fundamental aspect of our project management and an expectation before the project is planned, yet alone executed. By commitment, we mean an understanding and agreement on project goals and objectives, scope, quality and schedule. We will seek formal agreement on these matters prior to commencement of any project.

AIBS implements a proven structural approach to all project management activities. This ensures the allocation of resources appropriate to the project and ensures standardised and effective practices both internally and externally with our stakeholders and clients through the project and contract management phases. This approach stands on four pillars:

  • Goal
  • Resources
  • Risk
  • Time

AIBS seeks to understand the reason/s for the project and the answer to this question helps us define the project and apply our structures to ensure success during the roll-out.

Defining a timeline is a critical step in understanding how long it will take to accomplish the project’s goals and considers resource allocation, risk modelling and assessment and establishment of agreed milestones that mark major phases for the project.

When we have established the structure, we then move into the definition phase to embed understanding and clarity of the project. Defining project structure is a critical stage in preplanning of the project which if overlooked or incomplete can add expense and overruns to the project. AIBS Project Managers ensure there is clarity with the team and stakeholders and revisit project definition throughout the project. We make sure that everyone, especially our team, has a clear definition in mind of what, how and when we need to achieve outcomes so they can work productively and to meet the value-add principle.

AIBS ensures transparency with stakeholders through regular reporting and the establishment of personal, face to face and hands on relationships with our stakeholders. We take responsibility for the delivery of milestones as well as for the quality of our tradespeople and subcontractors. Stakeholders need to be assured that the relevant milestones regarding progress, budget and schedule are being met. They also need to be made aware of and brought into discussions where potential problems and risks and communicated early and solutions are brokered collaboratively.

AIBS establishes primary communication channels with the project sponsor and develops a communications matrix around other key participants and stakeholders. Regular, clear, timely and adequate communication is essential to ensure that project decisions are properly implemented. AIBS’ experience demonstrates that having a clear and understood communication pathway between the sponsor and the project manager ensures efficient project administration and delivery. Matching project demands to skills and capability within the AIBS is an essential part of facilitating effective communication balancing technical expertise with commitment to and comprehensive understanding of the project.

AIBS formally delegates authority to various aspects of the project’s management. This comes from AIBS founder’s experience working within the defence forces where there is clear delegation of responsibility and reporting.  AIBS expects that to progress a project successfully, there must be well-defined roles supported by policies and procedures in place. Everyone involved must know what they are responsible for and who they answer to.

This is established within the planning stages of the project management matrix to ensure that before the project is commenced we have considered how we are going to manage the scope of work, maintain the quality of the project, define its schedule and cost, and predict potential risks.

The life cycle of a project is its phases, from planning to initiation, monitoring to closing. Each phase of the project is dependent on planning it and then doing it. Milestones determine the start and end of these project life cycles. AIBS’ Quality Program is integrated into the substrate of the Project Life Cycle and utilises modelling procedures under a PSDA cycle to develop new or adaptive procedures and policies and that can address project challenges where innovative solutions need to be sought for individual or difficult technical or environmental circumstances. This provides for layers of expertise to be seamlessly accessed if and as required without creating undue delays or interruptions.

For our project undertakings to be successful, we ensure that AIBS’ business culture supports the needs of all those involved. This is far from being insignificant and in our experience, this can be hard work and critical to success. We focus not only on supporting our stakeholders but supporting our work teams in every part of the organisation. AIBS’ goal is to minimise the risk of disruption to the productivity of our teams. AIBS believes that a positive and supportive work environment contributes to greater productivity and engagement in the project.

Risk Assessment and modelling are fundamental aspects of any project management activity. AIBS uses an integrated Risk Management system that is implemented from the very first considerations of undertaking any project. Before we commence a project, we model for potential risks inherent in the planned work ahead. There is no exact way of identifying all risks and it is a not an exact science. We consider historic data and the professional knowledge of our team and sponsors to identify potential risks. We use a Risk Register methodology to capture and update relevant information that assist in managing risk. This is a living document and revisited as part of regular project meetings as a standing agenda item. In this way we hope to identify and mitigate risks that may arise at any point in the project. A detailed Risk Mitigation Plan assists in the assessment, delegation of responsibility and resolution of expected issues before they become a problem.

AIBS supports our teams through positive workplace practices and effective policies and procedures. These provide guidelines for success in project delivery and supports accountability of each team member in the organisation and on project. As we progress through the project, we measure progress, celebrate success and learn from short comings or errors. Measurement of progress is one way in which we hold ourselves accountable and we continually develop methods to measure and review various aspects of the project. Outcome measurement provides ways to identify productivity and to test actual against planned progress. This supports accountability by identification of things we do well and areas for improvement.

AIBS values integrity in all aspects of our activity. This can mean different things but individual integrity in our teams and workers means essentially doing the right thing even though no one is watching. By engendering fundamental integrity into AIBS’ activity and practices we hope to positively influence greater accountability at all levels.

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