Defence Project Management
The aim of this course is to provide attendees with an understanding of the processes and management practices associated with project management in the Defence environment, particularly as part of the Australian Defence Capability Life Cycle (CLC). The course introduces participants to the project management body of knowledge (PMBOK) and in particular to how it can be used to guide Defence project management and develop key Defence CLC project documents. On completion of the course, attendees will be able to describe the application of project management in Defence including: CLC project management roles and the place of projects in the Defence Capability Program Architecture (CPA); the meaning of integrated project management in Defence; and when and how project management is applied across the CLC. This course also provides an opportunity to develop an understanding of the principal project artefacts associated with the CLC: the Joint Capability Need Statement (JCNS), the Operational Concept Document (OCD), and the Function and Performance Specification (FPS) and the Project Execution Strategy (PES). A guided walkthrough of the OCD Development Guide is provided and selected important activities are discussed in detail.
Prior attendance at the CLC Management Course is recommended, but not essential.
Duration: 3 days
Delivery mode: Online
What you will receive:
- Comprehensive electronic course notes
- UNSW Canberra certificate of completion/attendance*
- Masters credit: UNSW Canberra allows students who have successfully completed a minimum of 12 days of approved professional education short courses to use those courses as credit in eligible postgraduate programs.
Affiliated courses: CLC Management (3 days), Defence Program Management (2 days), Requirements Practice (5 days), Introduction to Project Management (3 days) & Introduction to Systems Engineering (3 days)
*pending final results
WHO SHOULD ATTEND
Anyone within Government or industry requiring an understanding of how Defence does business with regard to the capability systems development process, including, but not limited to;
Business development managers
Project technical staff
Hardware and software engineers
Capability development staff
Supply chain managers
Project Management Principles
Project basics | Overview of PM frameworks: MSP, AS 21000, ISO 55000, PMBOK | PMBOK process groups and knowledge areas (KAs)
Brief Revision of Capability Life Cycle (CLC)
Overview of the CLC | Key attributes | Phases of the CLC | CLC Process | CLC Artefacts
Defence Policy and Approach to PM
Project management in the CLC: Programs, Projects, Products |Role of IPMs and IPTs | PM as it relates to FIC
PM Principles Applied in Defence
Defence PM implementation based on PMBOK Knowledge Areas (KAs) | Developing key CLC PM documents: PES, IPMP
Key PM Activities in Defence
Resourcing a Project | Work Breakdown Structures (WBS)| Project Controls including: cost estimation; schedule construction; work/project take-on activities
Joint Capability Need Statement
Relationship to higher level guidance CPgD and POC| Scope boundaries | How proposal will develop, deliver and sustain capabilities | Define IOC & FOC | Risks, issues, gaps
Mission Engineering and Project Artefacts
Define mission, goals and objectives | Define measures of effectiveness | Consider design constraints | Consider external interfaces | Produce context diagram | Define system boundary | Identify system-level trade studies
A Guided Walkthrough the Capability Development Document (CDD) Guide
A guided walkthrough the major sections of the OCD pausing to highlight the important sections as well to discuss appropriate content for each.
Selected OCD Activities
Identify Stakeholders | Identify CS Boundaries (Context Diagram, Consider External Interfaces) | Identify Mission Objectives (Identify Mission and Operational Needs, Secondary Missions) | Identify Policies and Doctrine | Glossary and Referenced Documents | Define Capability System Needs (Identify all End-user Classes, Select Operational Scenarios) | Define Capability System Constraints (Enterprise, Project, External and Design) | A Cautionary Note WRT Constraints | Describe Existing System Capability | Define Materiel System Requirements
Professor Mike Ryan holds BE, MEngSc and PhD degrees in electrical engineering from the University of New South Wales. He is a Fellow of Engineers Australia (FIEAust), a Chartered Professional Engineer (CPEng) in systems engineering, electrical and ITEE colleges, a Senior Member of IEEE (SMIEEE), a Fellow of the International Council on Systems Engineering (FINCOSE), and a Fellow of the Institute of Managers and Leaders (FIML). Since 1981, he has held a number of positions in communications and systems engineering and in management and project management. Since 1998, he has been with the School of Engineering and Information Technology, University of New South Wales, at the Australian Defence Force Academy where he is currently the Director of the Capability Systems Centre. His research and teaching interests are in communications and information systems, requirements engineering, systems engineering, project management, and technology management. He is the Editor-in-Chief of an international journal, and is Co-Chair of the Requirements Working Group INCOSE. He is the author or co-author of twelve books, three book chapters, and over 250 technical papers and reports.
Dr Shari Soutberg has over 30 years experience in Defence, with a focus on materiel acquisition, sustainment, organisational improvement and reform. Shari is currently an Industry Fellow at the UNSW Capability System Centre. Significant activities include development of a framework for delivery of joint force outcomes and training courses on capability development practices applicable to Defence. Prior to this, Shari was the acting Chief Systems Engineer for CASG and a member of the First Principles Review (FPR) Capability Lifecycle (CLC) team which developed capability management reform initiatives. As Director Systems Engineering and later Director Materiel Engineering in CASG, Shari led the development and implementation of Defence engineering policy and guidance, including fundamental changes arising from the WHS Act 2011. Shari provided stewardship of the Defence Engineering and Technical Job Family through establishing learning and development structures. She also supported Defence corporate engineering and technical workforce planning including industrial relations engagement. Whilst in the Office of the Parliamentary Secretary for Defence Industry, Shari was a significant contributor to the Defence Industry Policy leading to the role of Director Industry Policy. After joining the Department of Defence, Shari worked on maritime platforms and equipment and as a project manager for naval projects. Shari has a Bachelor of Engineering (Electrical), Masters of Management Economics, and a Doctor of Philosophy which addressed requirements development in Defence capability management.