http://www.reformingprojectmanagement.com/2008/01/07/849/ The magazine for the project age Sun, 07 Sep 2008 23:43:43 +0000 http://wordpress.org/?v=2.0.5 http://www.reformingprojectmanagement.com/2008/01/07/849/#comment-20699 Mon, 07 Jan 2008 22:13:43 +0000 http://www.reformingprojectmanagement.com/2008/01/07/849/#comment-20699 Further to my previous comment, we use another collaborative system called the Gateway Review System, styled after a similarly named UK government program in the Office of Government Commerce. Gateway reviews are collaborative peer reviews to 'test' projects against set criteria. They've been very useful in improving projects and giving early warning of problems. See: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0010/1360/gateway.pdf Further to my previous comment, we use another collaborative system called the Gateway Review System, styled after a similarly named UK government program in the Office of Government Commerce. Gateway reviews are collaborative peer reviews to ‘test’ projects against set criteria. They’ve been very useful in improving projects and giving early warning of problems.
See: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0010/1360/gateway.pdf

]]> http://www.reformingprojectmanagement.com/2008/01/07/849/#comment-20698 Mon, 07 Jan 2008 22:11:26 +0000 http://www.reformingprojectmanagement.com/2008/01/07/849/#comment-20698 Great to see the article; in NSW Government construction there has been an aspect of 'lean' design that's been used for a few years now; we've had an active, but sometimes not well understood process of 'value management' which brings project players together in structured workshops to study and advance the project. These have proven to be successful, but they cut across the grain of people who see expertise as power and are not willing to share; or who adhere to a 'smoke stack' style of management and resist collaboration. See: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0009/5112/value_management.pdf. Great to see the article; in NSW Government construction there has been an aspect of ‘lean’ design that’s been used for a few years now; we’ve had an active, but sometimes not well understood process of ‘value management’ which brings project players together in structured workshops to study and advance the project. These have proven to be successful, but they cut across the grain of people who see expertise as power and are not willing to share; or who adhere to a ’smoke stack’ style of management and resist collaboration.
See: http://www.treasury.nsw.gov.au/__data/assets/pdf_file/0009/5112/value_management.pdf.

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