ICT Management Consultants Multi Use List
AGIMO established the ICT Management Consultants multi use list on 22 October 2007.
The ICT Management Consultants multi use list (ICT MCL) was established to enable Australian Government agencies to improve the quality of their business case development and benchmarking, corporate governance, project management and delivery of ICT investments.
The ICT MCL allows agencies to view prequalified supplier information for ten niche ICT management consultant service categories. Where the service category described in the multi use list is consistent with a proposed procurement, agencies may use the multi use list in a streamlined procurement process (ie. Select Tender). The agency will still need to develop their own tender and contract documents consistent with the intended procurement.
The ICT MCL complements but is separate to the ICT Multi Use List (ICT MUL) also managed by the Department of Finance and Deregulation. The ICT Management Consultants multi use list is specific to ICT management consultancy services, while the ICT MUL is a general purpose list of ICT suppliers.
- List of Suppliers on the ICT Management Consultants multi use list
- Information on how to apply to the ICT Management Consultants multi use list
- Request for Application
- Frequently Asked Questions
The ten, niche ICT management consultancy service categories are listed, with full description below:
- Strategic Planning
- Corporate Governance of ICT
- Organisational Project Management Maturity Assessment
- Project and Portfolio Management
- Project Governance
- Business Case Analysis and Development
- Project Management Methodology
- Project Outcome Evaluation and Benefit Realisation Management
- ICT benchmarking
- Business Process Transformation
ICT management consultancy service descriptions
Strategic planning
This refers to the development and implementation of the planning process and documentation, examining how ICT should be used to achieve and support the organisation’s overall business strategy and objectives.
Corporate governance of ICT
This refers to the structure and processes an organisation uses to direct, evaluate and monitor its portfolio of ICT investments and their performance.
It could cover: the design and implementation of the governance structure; roles and responsibilities; quality assurance; risk management and change management policies and processes; stakeholder engagement mechanisms; and measurements to assess the effectiveness of the governance processes.
Applicants should note that Australian Standard 8015-2005: Corporate governance of information and communication technology, provides guiding principles on the effective, efficient, and ethical use of ICT within an organisation.
Organisational project management maturity assessment
This refers to the assessment of an organisation’s current project management practices, the level of organisational effectiveness and the development of a roadmap to improve an organisation’s overall performance.
There is a range of industry standards, methodologies and best practice in organisational project management maturity assessment tools. Some commonly referred examples are:
- Capability Maturity Model – Integration (CMMI) of the Carnegie Mellon University and Software Engineering Institute, USA;
- Portfolio, Programme and Project Management Maturity Model (P3M3) of the Office of Government Commerce, UK Government;
- Organisational Project Management Maturity Model (OPM3) of the Project Management Institute, USA.
Project and portfolio management
This refers to the processes and tools used to support the ICT governance process at corporate and/or project levels and could include the:
- Establishment of a centralised body to provide project management support and services, often referred to as a PMO (Project or Programme or Portfolio Management Office depending on its functions and roles); and
- Evaluation, selection and/or implementation of industry standard enterprise project and portfolio management software tools.
Project governance
Project Governance can be seen as a discipline under Corporate Governance. It refers to the design and implementation of processes, structures and communications that need to exist for a successful project.
Business case analysis and development
This refers to the analysis work required to provide an understanding and knowledge of a project’s values and options. The analysis could examine the values, feasibility, performance, risks and costing of the various options. Such analysis work is important for the development of a business case.
AGIMO has developed an ICT Business Case Guide to help agencies develop business cases with comprehensive cost benefit analysis and more detailed project planning.
Project management methodology
This refers to the evaluation, selection, development, and/or implementation of appropriate project management methodology, procedures, templates, and the associated skill transfer and training.
Note the use of industry standards, methodologies and best practice in project management. Some commonly referred examples are Prince2 and Project Management Body of Knowledge (PMBOK).
Project outcome evaluation and benefit realisation management
Refers to the development and implementation of organisational processes and procedures to identify, monitor, track and harvest the realisation of project benefits.
ICT benchmarking
This refers to the analysis and reporting of ICT spending on hardware, software, outsourcing, personnel, and in various technology areas, against industry trends.
The benchmarking analysis could be used to provide quality assurance of the costings of a project business case and/or ICT spending performance at the organisational level.
Business Process Transformation
This refers to the reengineering and management of business processes at an agency or whole of government level.
It could cover:
- Developing and documenting business process models and associated information;
- Understanding and applying business process modelling standards (eg BPMN and XPDL) and how they may affect modelling tools and methods used by agencies;
- Facilitating business process workshops with agencies; and
- Presenting and explaining business process models to senior non-technical officers in the APS, in a persuasive and accessible manner.
Contact for information on this page: ictprocurement@finance.gov.au