Overview

The DMO Professionalisation Program provides the framework for up-skilling and professionalising the DMO workforce and is a key instrument for driving cultural change and transforming the DMO into a more businesslike, accountable and outcome-driven organisation. The program involves the implementation of an integrated, consistent and disciplined approach with, activities based on industry standards and closely aligned to the DMO's business practices.

A key aspect has been the introduction of certification programs within the DMO. These programs are focused on the professionalisation of all DMO staff including project directors, project managers, engineering and technical officers, lawyers, accountants, commercial and business managers, and procurement, contracting and logistics staff.

Table 1.1 Certification of Professional Groups in the DMO as at 30 June 2006

	Project Managers	Chartered Engineers and Technical Officers(1)	Chartered Accountants	Practising Lawyers
Program Commencement Date(2)	March 2005	May 2004	January 2005	April 2005
Total target group	300	1,327	106	-
Number certified at commencement date	10	125	18	-
Total enrolled post commencement	576	437	67	13
Total certified since commencement	336	107	23	13
Total certified	346	232	41	13

The development and professionalisation of both existing and prospective staff has been undertaken through:

• recognition and certification of competencies;
• funded assistance for professional development, through programs and standards developed in conjunction with leading professional bodies;
• funded leave for full or part-time study;
• establishment of a corporate institute, to provide industry-recognised training programs at vocational and tertiary level in areas such as project management, contracting, procurement, logistics, and communication;
• introduction of new leadership programs, incorporating mentoring and a specialist assessment centre;
• establishment of pools of specialist personnel whose careers and development opportunities are closely managed;
• opportunities for staff to undertake work placements in order to broaden and deepen skills; and
• encouragement of life-long learning.

The DMO has introduced a range of initiatives to develop and enhance the skills of our existing workforce, to attract additional people to the DMO, to retain staff for longer careers within the DMO, and to develop the skills and expertise available within the wider Australian defence industry. It includes the following:

• Launching the DMO Institute. The Institute provides strategic education and training, including project management, logistics and postgraduate programs.
• providing leadership programs. Courses have been designed for specific target groups with the Catalyst course for Executive Level 1 and Executive Level 2 staff and the Gateway course for APS 5 and 6 level staff and their military equivalents. All training is based on the DMO Leadership Capability Framework.
• In November 2005, introducing the DMO Project Management Training and Project Management Coaching program to assist project managers in the development of acquisition and sustainment activity and augment the existing Project Management Development Program.
• Promoting greater business acumen among staff. In 2005–06 the DMO provided training to 633 staff in private sector business and commercial skills. By December 2006, 375 more staff will complete the program.

The development of the DMO's workforce continued during 2005–06 through non-operational training and the extension of its graduate development program.

Table 1.2 DMO Non-Operational Training 2005–06⁽¹⁾

Type of Training	Total Student Days	Number of Students
Leadership(2)
Catalyst	696	116
Gateway	684	114
Sub-Total Leadership	1,380	230
Business Acumen(3)
Leaders	1,161	387
Practitioners	738	246
Sub-Total Business Acumen	1,899	633
Writing for Results(4)
Practitioner	20	20
Manager	12	12
Sub-Total Writing for Results	32	32
Practitioner Courses
Open Plan Professional	222	74
Diploma of Project Management(5)	200	40
Fundamentals of Project Management(5)	132	66
Scheduling	126	63
Workforce Breakdown Structure	42	42
Dynamic Object Oriented Requirements Management System	18	9
Logistics Support Analysis 1(6)	60	12
Integrated Logistics Support Awareness Support(6)	48	24
Contract Management	128	64
ASDEFCON Complex 1	17	17
ASDEFCON Complex 2	40	20
ASDEFCON Support	42	14
Foreign Military Sales	335	67
Quality and Environment Management System	10	10
Sub-Total Practitioners Course	1,420	522
Grand Total	4,731	1,417

Notes:

1. The data represents courses run over fiscal year and by individual modules.
2. DMO-specific leadership programs are Catalyst—targeted at Executive Level 1–2/Military (Equivalent) staff, and Gateway—targeted at APS 5–6/Military (E) staff. The programs are delivered by Mt Eliza School for Executive Education and are linked to the Employee Performance Agreement. All leadership programs are aligned with the DMO Leadership Capability Framework.
3. Business Acumen for Leaders targeted at Executive Level 1–2/Military (Equivalent) and Business Acumen for Practitioners targeted at APS 5–6/Military (Equivalent) and are linked to the Employee Performance Agreement.
4. Writing for Results for Managers targeted at Executive Level 1–2/Military (Equivalent) and Writing for Results for Practitioners targeted at APS 5–6/Military (Equivalent).
5. The professional education framework for project management is aligned to the A Categorisation and Certified Practising Project Manager frameworks.
6. The professional education solution for logistics is based on two separate streams with a total education initiative for each stream from Diploma to a Masters Level. The streams are Acquisition Logistics Engineering and In-Service or Supply Chain logistics.

People Training and Development

During 2005–06, a partnering arrangement between the DMO and DeakinPrime (the commercial arm of Deakin University) was established to form the DMO Institute. The Institute aims to professionalise the DMO workforce. DeakinPrime has partnered with other institutions, including TAFE NSW, the University of Technology Sydney, Melbourne Business School and the Mt Eliza School for Executive Education, to design and deliver targeted learning and development initiatives for DMO staff.

With the Institute, the DMO sought to align corporate learning and development programs with industry and professional standards in design and content, and to reflect recognition offered by professional bodies.

Table 1.2 classifies non-operational training provided to DMO staff, according to total student days and number of students, recognising that DMO staff also undertake training provided by Defence. Refer to Defence Non-Operational Training—Table 4.14 in the Defence Annual Report.

Graduate Development Programs

The DMO views the Materiel Graduate Scheme as an important initiative targeted at building a professional workforce and future leadership capability for the DMO.

Through the Materiel Graduate Scheme, the DMO recruits and provides structured rotations and development opportunities for graduates in two professional disciplines, engineering and commercial (legal, finance, business and commerce). Graduates have their rotations in capital cities and regional DMO System Program Offices.

Table 1.3 shows the number of graduates recruited by DMO since 2003–04, and the projected number of graduate placements for 2007.

A traineeship program targeting technical and further education-level students studying for diplomas and advanced diplomas in fields like engineering, business, contracting, financial management and human resource management, was trialled in the Electronic and Weapon Systems Division.

Table 1.3 DMO Graduate Program—Recruitment numbers

Graduate Program	Actual 2003	Actual 2004	Actual 2005	Actual 2006	Projected 2007
Engineering Stream	24	22	18	19	-
Commercial Stream	22	8	15	25	-
Total	46	30	33	44	100

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