DMO Proficiencies and Performance
In 2003 the Defence Procurement Review “The Kinnaird Review” stressed the need for high quality, highly skilled staff in delivering modern military capability in a “business-like manner”. As a result, the CEO initiated a drive towards professionalisation of the DMO workforce. This initiative required a consistent, integrated and disciplined approach to an upskilling and professional development strategy which closely aligned to DMO business practices.
This initiative then required a training analysis provider to create an in-depth report on the current performance of project managers within the DMO. TBH’s experience and expertise was called upon, to help provide a meaningful and fully-fledged analysis of the DMO’s proficiency at managing projects in a joint venture arrangement with project performance group (DMO is Australia’s largest project management organisation, acquiring and sustaining equipment for the Australian Defence Force).
TBH successfully delivered this project on time and on budget, with the DMO being exceptionally happy with the outcome. TBH was required to:
- Define the job proficiencies for the project management roles within DMO
- Conduct an analysis of project manager performance
- Validate these results against the existing DMO professionalisation frameworks
- Identify development solutions for any workplace performance gaps
- A detailed report was provided to DMO with recommendations for a range of solutions to improve
project manager performance using industry best practice research and benchmarks on project manager performance, that will result in an improvement in the effective and efficient delivery of major acquisition projects within DMO.
|Client||Defence Materiel Organisation (DMO)|
|Services||Project Management, Training and Assessment|