Tanner James can support your organisation in a range of critical challenges you face today
The challenges you currently face?
Building Internal Capability
Struggling to consistently deliver successful projects and programs? Lacking in the right skills and knowledge to embrace organisational agility?
We understand that learning only begins in the classroom, it does not finish there.
That’s why our experienced team work in partnership with our clients to build their internal capability in project management, program management or agile through a blended approach of training, coaching and consulting.
The government, through Services Australia has a strong digital transformation agenda, to make it simple and fast to get things done with government, through any channel.
Agile approaches are popular, and have demonstrated delivery success. Yet many departments and agencies are still grappling with the challenges of how to establish appropriate and effective governance and control that allows delivery of more value earlier and faster.
We leverage the AXELOS® global best practice suite of products, to help successfully guide our clients through their digital transformation journey. Find out more about why we use these approaches here.
Manage Policy Implementation
In 2015 Professor Peter Shergold’s report “Learning from Failure; Why large government policy initiatives have gone so badly wrong in the past and how the chances of success in the future can be improved” was published.
The report identified ten key lessons, including:
Policy is only as good as the manner in which it is implemented.
As the public service fully commits itself to measuring results by outcomes, program management needs to be accorded far greater professional status.
Policy implementation usually involves the introduction of change to public service departments and the outcomes to be delivered. Often this change is on a large scale. Introducing such change involves:
Working across organisational boundaries inside and outside the public service;
Dealing with multiple stakeholders and conflicting interests;
Knowing who has accountability and responsibility for what;
Maintaining alignment between strategic objectives and day-to-day work;
Creating clarity of purpose, such that all involved know what must be done by when;
Working with new and unfamiliar concepts or technologies, often in demanding timescales
It is much easier when programmes and projects are correctly set-up as temporary organisations, governed and managed by public servants who have the required competencies for roles.