Less Is More: Process Should Not Be the Focus Of the Project

  Governance   PM Network  

It was a big deal—the kind that can throw projects wildly off track. Suncorp, one of Australia and New Zealand’s largest financial service providers, had completed an AU$7 billion merger with rival Promina Group. And Jeff Smith, tapped as the CIO and group executive, business technology, was tasked with integrating systems and providing technological solutions for three separate end-to-end businesses.

Looking to minimize the institutional drag that can push projects off schedule, he took an agile and streamlined approach to project management. Although Mr. Smith’s limited governance, bare-bones teams and rapid deadlines may raise eyebrows, it’s keeping his people focused on the end result.

What project-related challenges has your group faced following the merger?

As you would expect with such a large program of work, the business technology group has had to understand and adapt different project management techniques in order to meet our targets within the tight timeframes we have been working to. Our ability to do this is essential to the success of our merger and in helping our business lines maintain their performance in a time of considerable change.

What makes your project management approach different?

The agile project management approach is unique because it’s focused on outcomes rather than systems and processes that…

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