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Australian Pacific Airport Corporation

FiveP Australia worked in partnership with APAC to redevelop their project management framework.

Australian Pacific Airport Corporation
January 22, 2014
Australian Pacific Airport Corporation Pty Ltd (APAC) operates both the Melbourne and Launceston Airports and has demonstrated consistent growth since its inception in 1997.

As part of a $10 billion, 20 year transformation that is expanding and enhancing infrastructure facilities, APAC is also investing in its systems and processes.

Given the APAC project management team is responsible for delivering high valued infrastructure projects such as new terminals, runways and hanger modifications, their supporting capital investment and project management methodology must be well defined, robust and clearly understood.

To complement the world class projects the team was delivering, APAC’s capital investment and project delivery approach was also reviewed to improve alignment.

Key priority areas were defined as:

Review and refine capital investment and project delivery methodology Improved governance through enhanced supporting automated workflows and gate certificates Development of easily understood frame work documentation APAC appointed two specialist vendors to assist deliver on these priorities, Core Consulting and FiveP Australia.

As incumbent project management advisors and specialists, Core Consulting was well positioned to take the existing methodology and refine it to match APAC’s needs. FiveP had previously worked with APAC on previous projects.

FiveP Australia then worked in partnership with Core Consulting to help deliver this new methodology in an engaging framework that would sit on top of their existing intranet.

A fundamental aspect of the new framework was the implementation of an automated business process engine that would apply the appropriate level of governance, dependent on the scale of the project. FiveP’s extensive experience with the APAC’s previously selected workflow technology (Nintex) enabled the team to implement a solution that delivered on the project’s objectives. This included ensuring the appropriate gate certificates were completed.

Included with the final solution framework was a facility for the PMO to accumulate knowledge and share this with the growing workforce of internal and external project managers, ensuring ongoing consistency across the entire portfolio and all processes. This knowledgebase included features for querying existing articles and posting questions to nominated subject matter experts.

The APAC project managers could now manage their deliverables in accordance with the published framework, as well as demonstrate compliance to each relevant gate of the project.

Following a change management program to complement the new systems, APAC successfully implemented the new system and decommissioned the previous project delivery approach.

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