Government Infrastructure Program Governance
Visual management increases organisational effectiveness
- 3 minutes read
Our client was a state government body responsible for delivering a $17.3b construction program to remove 110 railway-road level crossings across suburban Melbourne to improve safety and reduce commuter travel times.
The Land & Property team was responsible for all land transactions across the program, and extensive delays to their program impacted downstream construction works, leading to program and budget overruns.
ORBIZ was engaged in facilitating a program to realign the team’s strategic objectives, deploy key performance indicators using visual management to drive performance and create a platform for identifying delays and problems that could be controlled. The client aimed to develop a high-performance system and culture to drive innovation and continuous improvement.
The approach
The organisational review that initiated the engagement identified that the Land & Property team lacked clarity in its roles, responsibilities, and objectives, which caused inconsistent performance and late delivery outcomes.
It was agreed upon to realign the team to their strategic objectives and create a platform for managing daily performance by increasing transparency through visual management.
The executive team highlighted the project as a pilot for the wider organisation, with the learnings to be adopted across the broader program organisation.
The solutions
The engagement commenced with the Land & Property team completing a Lean principles and visual management training program to provide them with the appropriate knowledge to adopt the new processes to be introduced. A series of interactive discovery workshops were facilitated to review the team’s roles, responsibilities, and reporting requirements.
The team was engaged in working as a cohort to identify their daily role requirements and the critical program objectives that need to be reported and escalated at the package and program levels.
With the team’s roles and objectives defined, the visual management system was developed in alignment with the project lifecycle of Development–Delivery–Completion. This enabled the team to focus on critical milestones when deliverables would be required.
As the wider team works remotely, a visual management framework of digital performance dashboards was developed. These dashboards included a series of structured metrics enabling standardisation across the team.
The initiative was then deployed across the other functional teams across the broader PULSE department (Planning, Urban Design, Land & Property, Sustainability, and Environment), producing a tiered visual management framework for strategic alignment and performance management across four organisational levels.
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