READOS / Projects
Project Delivery, Procurement and Governance
Delivery models, tendering, early works, completion, programs, gates, PMOs and lessons from major projects.
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- 01Program, portfolio, PMO and strategic procurement roles: what each must do and how to staff themPromoting the best project manager does not create a program or portfolio leader, and renaming a PMO does not make it strategic. What these roles really do and how to staff them well.
- 02Designing a project management office that earns its placeWhat a PMO is for, the main types from supportive to directive, the services worth offering, how to set its mandate and measures, and why many PMOs are closed within a few years.
- 03Running a program, not a big project: outcomes, tranches and the pace of changeWhen a group of projects needs to be run as a program, how tranches deliver change in steps the business can absorb, and the governance that keeps outcomes and benefits in view.
- 04Stage gates that make real decisions: go, hold, recycle or stopUsing stage gates in product development and capital projects as real investment decisions, with clear criteria, the right gatekeepers and a willingness to stop work.
- 05Running a fair tender process: probity, clarifications, late bids and the rules you set yourselfHow buyers can run tenders that are fair, defensible and efficient: setting the rules, handling questions and addenda, late or non-conforming bids, conflicts of interest and the evaluation record.
- 06Early contractor involvement, managing contractors and construction management explainedHow two-stage early contractor involvement, managing contractor and construction management models work, who carries which risks, and the owner capability each one demands.
- 07Alliance contracting: choosing partners before price and keeping open-book costs disciplinedAlliances suit uncertain, complex projects, but only with the right partners and honest targets. How alliances work, how to select teams on behaviour and keep open-book costs disciplined.
- 08Letters of intent and early works: starting before the contract without losing controlWhen work must start before the contract is signed: the kinds of letter of intent, what makes them binding, what they should contain and how to stop them becoming the deal.
- 09Building regulation for project teams: the NCC, standards, approvals, fire safety and bushfireBuilding rules shape a project's design, cost and schedule from the first sketch. How the National Construction Code, approvals, fire safety, bushfire and product compliance fit together.
- 10Environmental impact assessment in Australia: what project owners need to understand earlyHow environmental impact assessment works under Commonwealth and state law, when the EPBC Act may apply, the stages of assessment and why starting early changes both cost and design.
- 11Practical completion and the defects liability period: what really changes at the finish lineWhat practical completion means, what transfers when it is certified, how the defects liability period and retention work, and why liability for defects does not end when the period does.
- 12Lessons from great infrastructure projects: canals, Panama, Hoover Dam, the Snowy and the Opera HouseLarge projects succeed or fail on framing, investigation and governance more than ingenuity. What canals, Panama, Hoover Dam, the Snowy scheme and the Opera House teach project leaders.
These topic-based reading collections are organised alphabetically; chapters may be read in any order.
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