Case Study: Defence Science & Technology Group. DST Group provides scientific advice and innovative technologies to meet Australia’s Defence and National Security challenges. This paper looks at the next phase of the DSTO migration to an integrated portfolio management system aligned to strategy.

Success with program delivery is never an accident. It relies on careful planning and scheduling to guide the team. The project controls equivalent of a lighthouse keeping the team from crashing on the rocks. Despite its importance many organisations have forgotten how critical their scheduling capability is to program success

Defence has a Force Design function, which, in the centralised strategic centre, is responsible for force structure assessments and force design decisions. Force Design has institutionalised a Defence Capability Assessment Program (DCAP), a process which kicks off by understanding changes to the strategic environment; qualifying and prioritising risks; developing capability

Project-based organisations are able to cope with emerging properties in production and respond flexibly to changing client needs, but the challenge for project-oriented organisations is, to lead the organisation so that the right projects are carried out, that these projects receive competent project managers and project staff. This paper defines

The John Howard "Seamless National Economy" included several transport reforms. This exploration of the maritime regulation reform will describe the challenges that were faced by the Australian Maritime Safety Authority (AMSA) during this program of change in the years 2011-2015. The aim being to deliver a single national approach to

The ATO's journey from output to outcomes thinking, including the cultural change within the ATO - moving from uncoordinated, organisational unit focused project demand to a strategically driven portfolio prioritised to deliver business value and the Reinventing the ATO outcomes.

This presentation aims to provide broad insights into what "good" looks like when developing and implementing an effective enterprise portfolio management solution. In so doing the following aspects will be considered: - Understanding organisational, senior executive and stakeholder requirements; - Understanding technical and structural requirements; - Organisational processes for project

This case study is of a project portfolio improvement initiative, in the then NSW Department of Lands, that used Earned Value Management as a key strategy.