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Welcome to this issue of the IT Newsletter.

Articles

1. In this Issue
2. Governance of Information and Communication Technology
3. Better Governance through Online Collaboration
4. Failure to Implement Strategy
5. Managing Projects for Success
6. Further reading and references
7. Disclaimer

1. In this Issue

Corporate Governance is taking on a higher profile in the corporate world. Recently a standard was released “Corporate Governance of Information and Communication Technology” reinforcing that this issue will only become more important as corporate processes and activities increasingly rely on software, tools and technology platforms.

There are many innovative ways being developed to help companies meet their regulatory and compliance responsibilities so it is timely that this issue of the IT Newsletter brings you a range of articles that explore this topic in some detail. Recently, the Australian Innovation Showcase 2005 was held at the Australian Technology Park in Sydney which highlighted over 20 companies developing IT Solutions for business. Several of these Australian companies were invited to contribute articles to share insights into how their technology is being used to help business with their corporate governance issues and with competing in today’s competitive environment. Here they share their stories….

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2. Governance of Information and Communication Technology

We all know what critical role information plays in business today. So, when we talk about corporate governance, we cannot ignore the IT function in our organisations. Marghanita da Cruz and John Graham have been involved with Standards Australia Committee IT-030 IT Management and Governance and provide us with an overview of the new standard.

Standards Australia has now published AS8015:2005 Corporate governance of Information and Communication Technology (ICT). This standard addresses the need for governance of what is often the least understood resource in an organisation.

AS8015 offers 12 pages of concise guidance on the corporate governance of ICT. Corporate governance, with a small 'c' is the way in which the activities of an organisation are directed and supervised. The vocabulary, model and six principles offered in the standard can be applied to any organisation, large or small.

The vocabulary provides formal definitions of sometimes commonly used words, to ensure common understanding and establish a basis for communication. For example, Risk management is popularly understood as the management of threats, but the standard formally defines Risk management as “the culture, processes and structure directed towards the effective management of potential opportunities and adverse effects”.

The governance model offered by the standard requires Directors to evaluate, direct and monitor ICT activities in the context of business pressures and needs. The standard defines the term director as a member of the most senior governing body of an organization. This may include owners, board members, partners and senior executives anyone who is ultimately responsible for the direction, success or failure of an organisation.

The Six Principles

Principle 1

This principle requires the establishment of clearly understood responsibilities for ICT. While the responsibility for specific aspects of ICT Activities can be assigned, overall responsibility and accountability remains with the Directors. In assigning responsibilities, Directors need to direct personnel to become and remain competent and ensure that there are effective mechanisms for monitoring and evaluating their performance.

As organisations have become dependent on a wide range of ICT it may be necessary to look to external service providers to effectively provide the necessary ICT. In doing so, it needs to be remembered that while responsibilities may be assigned, the delivery of services needs to be effectively supervised to ensure the interests of the organisation are met.

Principle 2

Plan ICT to best support the organisation, requires that ICT activities are included in business planning. That ICT planning fits the current and ongoing needs of the organization as well as its plans.

Principle 3

Acquire ICT validly encompasses acquisition and disposal of ICT. Inherent in the principle is the requirement to monitor the business case as well as the costs associated with an ICT activity. To instil a culture in the organisation that ties ICT activities to organisational outcomes. The benefits and costs of an ICT activity may change over time due to external and internal factors. It also introduces the requirement for suppliers and the organisation to arrive at a shared understanding of the organisations ICT requirements.

Principle 4

Ensure ICT performs when required refers not only to the quality and performance of the technology but also the delivery of ICT services to the organisation.

Principle 5

Ensure ICT conforms to formal rules, refers to conformance with internal policies and external legislation and regulation. An example of internal policy may be the use of company resources, email for example, for personal purposes. Legislation and regulations includes the Trade Practices, Privacy and SPAM Acts.

Principle 6

Requires a respect for Human Factors. Human Factors are defined as the understanding of interactions among humans and other elements of a system with the intent to insure well being and systems performance.

Next Steps

Standards for the Governance of ICT in Projects, Operations and contracts are currently under development. More information about these activities and background reading on the Governance of ICT can be found on the Australian Computer Society's website at

www.acs.org.au/governance

This article was contributed by Marghanita da Cruz and John Graham, members of the Standards Australia Working group which drafted the standard. Marghanita is principal consultant of Ramin Communications, Chair of the ACS Governance of ICT committee and ACS representative on Standards Australia Committee IT-030 IT Management and Governance. John is principal consultant of Educad, member of the ACS Governance of ICT Committee and the Society of Consumer Affairs Professionals (SOCAP) representative on IT-030

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3. Better Governance through Online Collaboration

e-Meeting tools and other online collaboration tools are helping organisations become more competitive. While these tools were often assumed to be for the “big boys” only, today these technologies are more affordable offering benefits to all businesses. Anne Hudson from Grouputer explains.

In its broadest sense, corporate governance embodies the way business is done in an enterprise, from the very top of the organization to the business units and individual employees.

Managers and staff are clearly key compliance stakeholders particularly in implementing policies, procedures and processes and capturing, distributing and retaining ideas and insights. They are also responsible for the productive utilization of time, positive engagement with the business and commitment to decisions.

It is generally accepted that collaboration has become an important enabler of corporate governance. Like most enablers, effective collaboration relies on the use of technology to boost productivity. E-Meetings, although relatively new, have quickly become an important technology being used across the enterprise to support same-place and distributed collaboration.

A 2004 MCI survey reported that 63% of managers strongly agree e-Meetings save time and money. Thirty-five percent said they improved business relationships and 31% said they meet online more than once a week.

Australian electronic meetings pioneer, Grouputer, has launched GrouputerNet, a same-place and distributed e-Meeting program for enterprise-wide collaboration between customers, staff, suppliers and other stakeholders.

Conventional meetings, seminars, workshops and training are now possible using just a web browser and GrouputerNet. The most frequently used applications include:

• Presenting new products, financial results and sales meetings to distributed groups

• Quickly forming management teams to solve complex problems, create strategic plans and review projects

• Collaborating with customers and business partners on alliance development, focus groups and surveys

• Providing support to virtual project teams using a TeamSpace for document sharing and editing, brainstorming and discussions

• Conducting employee performance & development reviews

• Delivering training courses, e.g. facilitated software training and self-guided professional development

• Delivering Business Processes, such as Process Improvement, 360 Degree, Balanced Scorecard, Six Sigma, Risk and Project Management.

“In addition to performing as an enabler of corporate governance best practice, meeting productivity and team performance are also improved, which possibly accounts for the 36 percent of surveyed corporations that have specified its use in company policy,” said Anne Hudson, CEO of Grouputer Solutions.

Collaborators communicate from a desktop or conference room in face-to-face, distributed or combinations of the two modes. Recognizing the difficulties of getting team members together at the same time, the program offers synchronous and asynchronous modes so that collaboration can occur at any time. Sessions can be delivered by a facilitator or self-guided by participants, in either ad hoc or structured sessions that follow a prepared business process methodology.

Beyond Web Conferencing

To deliver the diverse collaboration needs of a typical corporation Grouputer set about creating a virtual one-stop-meeting-shop. First they integrated their original group decision support IP (structured brainstorming, voting, ranking, action planning) with web conferencing tools (presentations, document sharing, application and desktop sharing, web reviews). Team management tools were added and finally business process authoring tools to convert paper based methodologies into process templates to deliver methodologies such as Balanced Scorecard and Six Sigma.

“When teams work synchronously using the structured discussion tool, Discuss, they use parallel input of ideas in text to record and share ideas. Text discussions are captured in structured reports for distribution or inclusion in knowledge management systems. Automatic date and time stamping provides an optional audit trail of internal and external discussions.

Optional anonymity ensures that some of the participation inhibitors are minimized particularly in hierarchical environments. Team management features discourage disruptive behaviour by individual group members, while other mechanisms encourage critical thinking and problem solving.

“Brainstorming with Grouputer on strengths and opportunities, drilling down on priorities, identifying strategies, action plans, assignments, individually committing to deliverables and dates -- all this, done in real time in a large group in a half day, was a huge step made easy through the automated, moderated approach,” said Jim Richardson, Senior Director, Operations and Recognition, Pizza Hut, Texas.

Improving the output of Business Processes

Consider the number of internal teams in an average sized corporation undertaking business processes like Six Sigma and it is easy to see why the ability to template methodologies for delivery anywhere, anytime, consistently, has a lot of appeal.

Mike Gotta of the Meta Group sums it up. “Collaboration strategies are shifting from a focus on tools to an eye on improving process performance. Strategists that champion collaboration need to make business process the centrepiece of their strategy. Rather than view collaboration as a personal productivity endeavour (e.g., “saving time,” making individual tasks more efficient), the goal here is to enable people to work together more effectively e.g., improving decision making, reducing coordination costs, leveraging external relationships, enabling quicker exception handling and sharing expertise."

GrouputerNet’s process authoring tool enables almost any methodology to be easily converted into a re-usable template. Teams benefit from automation of the process steps and complete flexibility in where and when team meetings are held.

As the decision or complexity of the business process increases so does the return on investment. At the top end of the scale, complex business processes are delivering a four times productivity multiplier effect over conventional group meeting techniques.

Cost Savings

Improved corporate governance also delivers significant cost savings in major expense areas such as travel and accommodation. When the Wall Street Journal ran a story on e-Meetings in March 2003, they cited a 33% saving in corporate travel budgets simply by substituting some travel for virtual meetings.

E-Meeting tools are causing a major shift in the way business is conducted especially in the US. For example, where financial analyst meetings were once only conducted at a central venue, results are now routinely delivered using an e-Meeting and audio-conferencing over the phone line. Results are presented in PowerPoint slides with commentary and Q&A, in a fraction of the time and at much lower cost for everyone.

The legendary “road warrior” may also be a dying breed. Since the events of September 11, the dot com bust and the recession, the entrenched practice among US business people to leave home Monday morning and return Friday nights is rapidly disappearing. E-Meetings are taking the place of travel among sales and marketing managers, project managers, alliance and channel managers, training, tech support, CRM and other traditionally high travel jobs are getting on the bandwagon.

The MCI study cited better work-life balance (29 percent), increased productivity (28 percent), and concerns about travel safety and terrorism (12 percent) as further reasons for increasing use of the technology.

Once managers have experienced an e-Meeting and feel comfortable with the new way to meet, there appears to be no looking back. E-Meeting and web-conferencing vendors cite major increases in users year-on-year since 2001. Late last year Gartner gave a 70% probability factor to their prediction that by year-end 2008, 60 percent of Fortune 2000 enterprises will have deployed e-Meeting/Web-conferencing capabilities on an enterprise-wide basis.

Anne Hudson is CEO or Grouputer. For more information:

www.grouputer.com or email enquiries@grouputer.com

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4. Failure to Implement Strategy

Just having a corporate strategy is not good enough – you have to implement the strategy as well. Alan Bassal considers the ability to implement strategy is increasingly becoming an emerging area of competitive advantage. In this article, Alan takes a look at the steps needed for effective implementation of a corporate strategy.

“The board and management team accept responsibility for the failure to successfully execute the global strategy”
Mr Crawford, Chairman of Lend Lease explaining the loss of $ 3.5 billion in shareholder value (SMH November 2003)

Lend Lease is not alone in this regard, a 1999 Fortune cover story of prominent CEO’s failures concluded that the emphasis placed on strategy and vision created a mistaken belief that the right strategy was all that was needed to succeed. “In the majority of cases – we estimate 70 percent - the real problem isn’t bad strategy but bad execution” (Fortune 1999).

Kaplan & Norton in ‘The Strategy Focused Organisation’ reported: “The ability to execute strategy can be more important than the strategy itself. With failure rates reported in the 70 percent to 90 percent range, we can appreciate why sophisticated investors have come to realize that execution is more important than vision.”

An emerging area of competitive advantage particularly in knowledge-based organisations is increasingly the ability to implement strategy.

Strategy implementation requires attention. In many organisations there is as yet, no real understanding, ownership or commitment to an integrated and thought out strategy implementation mechanism. Fewer still use appropriate technology for their implementation of business plans. There is a huge opportunity here for those who are willing to put in the effort to realise additional shareholder value as well as giving their organisations a substantial competitive edge.

Why is good implementation so illusive? What are the known pitfalls? How do you design an effective implementation mechanism to suit your organisation?

Experienced CEO’s and CFO’s know all too well the consequences of poor implementation and apart from the career limiting elements, other consequences include:

• Corporate planning becomes just an annual exercise

• Failure to implement programs or strategy

• Ineffective corrective action

• Poor performance management

• Waste of resources.

The goal of implementation is to ensure that all the resources of an organisation are aligned with the strategic direction. The ideal is to have everyone in the organisation meaningfully engaged in contributing to the organisation’s direction. This means making decisions, setting priorities and taking actions in light of that direction.

People are at the heart of this alignment. Therefore an implementation mechanism must, at its core, be a people alignment process.

“Eventually, strategy and the big picture must degenerate into work”
Peter Drucker, “The Age of Discontinuity”

What is needed to make it happen?

1. Ownership

It is quite common in organisations to find someone with the title Strategic Planner who is responsible for facilitating strategy development, a Finance Manager who oversees the financial operations, a Human Resource manager who looks after the people issues. However does your organisation have someone who has the role of Strategy Implementation Manager?

And since implementation or execution of strategy is such a key determinant of value and success, is this not potentially a most critical role?

Implementation is one of those things that is assumed to be everyone’s responsibility. The same can be said of finance. Everyone has a role to contribute to the dollars, yet you have a finance manager, many contribute to strategy yet you have a strategy manager.

You can often tell how seriously the management team regards implementation by looking to see if anyone is actually in charge of implementation. By this we don’t mean someone who will take charge of a handful of corporate projects, we mean someone who will bring the most appropriate process, skills and technology so that everyone in the organisation is working purposefully and in a structured way towards the organisation’s strategy.

Forward-looking organisations such as Coles Myers Liquor Group have created the position of Strategy Implementation Manager. Victorian Work Cover Authority has a specific team in their finance division accountable for providing the mechanism and over viewing the implementation of their strategic plan providing greater focus, direct involvement and transparency. Ownership is key.

2. Important yet not urgent

The issue of strategy implementation can sometimes be treated as important but not urgent. As a consequence it is easily drowned by more urgent matters and is often left poorly attended till failure due to poor implementation of strategy occurs. At that point it can be too late to do anything about it. It takes a visionary proactive leader and leadership team to realise the importance of this area and to act on it.

“Okay, now that we have finished our planning exercise, we can get back to work”
Sacher Associates “Performance Measures Applied”

3. Culture

A culture of accountability, responsibility, performance management and effective annual planning is required to make strategy implementation a competitive advantage. Many organisations assume that planning is an innate skill and that all their managers can do it without training or guidance and with an ill defined process.

From our experience we have found this to be far from the truth. The benefit of focusing on strategy implementation is that it is naturally part of a bigger agenda and can be the forerunner for influencing performance management, accountability, alignment and involvement. More astute leaders realise this and act upon it using strategy implementation as a lever to implement practical, focused culture change.

4. Use of enabling technology

Many managers are still attempting to implement their strategies predominantly using the MS office suite. Unfortunately this is totally inadequate for medium to large organisations and even with the most creative use of Excel you quickly hit limitations. Likewise an information management system is not a strategy implementation system; it may provide information essential for planning purposes however it is unlikely to assist in the development and reporting on the numerous activities that need to take place as part of strategy implementation.

The technology in the field of planning implementation has evolved greatly. The Balance Score Card concept has brought to the market software tools to enable that methodology and is excellent at producing stand alone plans. However if your organisation wants to adopt the more advanced cascaded implementation model so that both development and reporting are seamlessly linked to strategy then a leading application in this field is Corpalign.

Here are three useful questions to ask yourself if you want to test if your implementation of strategy is adequate:

1. Do we have a strategy implementation process suited to the nature, size and maturity of our organisation?

2. Do our managers have the necessary implementation knowledge, skills and competencies?

3. Are we using the right technology to support our implementation process?

If your answer to these questions lacks certainty or precision then you could greatly benefit from a review of the strategy implementation practices of your organisation.

About the author - Alan Bassal is a Director of Corpalign Pty Ltd, a company dedicated to the successful implementation of strategic processes in private and public sector organizations. Corpalign also provides a web based application that has been featured in the Australian Technology Showcase, and received a Certificate of Achievement from AusIndustry in 2003. You can learn more by visiting www.corpalign.com

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5. Managing Projects for Success

One of the biggest failure rates in companies today is managing projects for delivery on time and within budget. There has been much written about why there is a high failure rate but it seems that we don’t learn by our mistakes. While there are many project management tools in the marketplace, it pays to stay abreast of developments and improvements. Maarten Tentij presents the results of 5 years of research and trials into ways of managing small repeatable projects and delivering to budget and schedule.

The industry standard for IT Project Management is appalling – and every other service related industry is equally blessed with poor service delivery results.

There are three reasons for this:

1. Most projects are too large – they need to be broken down into smaller more manageable activities

2. Management practice is flawed – there is too much reliance on command and control with lots of “buffer for error”, a perfect model for under delivery (Refer to the body of Critical Chain scheduling literature for more information.)

3. Practice and process are disconnected – it is difficult to define, apply and constantly improve best practice

The Standish Group (www.standishgroup.com/index.php) is the Information Technology leader in project and value performance. The Standish Group was formed with the vision to collect case information on real-life IT environments to profile client environments against those cases and deliver advice based on collective wisdom.

Their 2001 statistics on project management are as follows:

• Average time overrun now 63%

• Average cost overrun now 45%

• Average undersupply of features now 33%

This is a vast improvement on previous years – so somebody is making the right decisions. Closer to home, a 2004 EQuest/iGate analysis of the Australian project management IT landscape showed that:

• Delivered Late : > 50%

• Over Budget:
  *< 50% scope delivered = 26%
  *50% - 90% scope delivered = 37%
  *90% scope delivered = 37%

Now you may be laughing about the inability of software project managers to get it right – but remember that software projects address business problems, and it is often an increased understanding of the nature and scope of the business need that causes some of the underwhelming outcomes.

But let’s go back to the improved outcomes – what have companies been doing to get on top of budget and schedule blowouts?

According to the Standish Group, reasons for improvement over previous years are:

• Smaller project size

• Better tools to monitor project progress

• Better PM skills using formal processes

The Standish Group Recommendations therefore are:

• Keep requirements to a minimum

• Use a process for constant communication

• Use standard infrastructure & an iterative development process

• Use project management tools

So, looking at the Australian environment, what constitutes a typical project:

• Size of Project : 67% are between $100K to $1M

• Duration of Project : 64% are between 3 and 6 months

• Size of Team: 54% are less than 10 people.

Most projects are small – and yet still fail to deliver to expectation – what’s wrong? According to Project Management World Today (www.pmforum.org)

“Small projects can't afford a dedicated project manager, much less a staff of PM support personnel. And trying to run multiple projects limits a shared project manager's close iteration with each project. This is especially true for organizations without coherent enterprise project prioritization, that is, for almost all the organizations in my industry. As a result, most small-project teams are left to fend for themselves ....... Relying on even a full time project manager to exercise the knowledge, skill and influence needed to handle the myriad issues and decisions in a timely manner is an obsolete notion, one that should have been abandoned along with hierarchical, command-and-control project management structures."

Somewhere along the line someone forgot to change tools as the nature of the work changed – resulting in increased frustration by the team, and still the poor results of old.

Most of the project tools on the market today have their roots in a command and control “big project” mentality. That paradigm is in itself flawed, and even more so for small projects.

Crux Cybernetics has spent the past five years researching the project management environment and trialing various approaches and combinations of leading project management ideas to solve the three big problems that prevent project success i.e. size, management style and process.

The solution needed to be lightweight and not too technical (easy to learn, and useful for everyone), it had to promote collaboration to bypass the management bottleneck, and it had to provide direct and practical access to the process knowledge required to complete an activity to expectation.

The result is TeamFrame.

Why TeamFrame is different

TeamFrame is for small(ish) ($50,000 - $300,000, but also on programmes (several related projects) of over $1 million) repeatable projects that can be quickly adapted to meet custom needs. In order to effectively manage small projects, project management methodologies and frameworks designed for large projects are typically cumbersome and overkill.

Because projects are smaller, it is often tempting for businesses to skip the planning phase and dive right into work, on the assumption that the execution process is optimised. Unfortunately, without a disciplined approach to managing the small project, essential steps are sometimes skipped, done out of order or done later than desired. Steps include timely customer and management reporting, cost and risk management, work scheduling and monitoring progress, issue tracking, change management, and process quality monitoring. This complexity makes it difficult for companies to consistently identify area for process improvement, and to communicate current “best practice” to distributed and transient teams.

We wanted a solution that

• Enabled companies to transition from a hero-led and sometimes haphazard service delivery approach to a definable and repeatable method that delivers consistent and cost-effective service excellence.

• Enabled a company to build templates that define complex services and use these to schedule and assign work packets that maximise workforce utilisation across multiple service projects. By using templates to define and assign work, companies can focus on standardising the 80% of company business that can be "commoditised" and charging a premium for the "custom" 20%.

• Retained project data in the system so that it can be measured and constantly improved.

• Enabled a company to refine and integrate their actual process methods into a shared best practice environment accessible by all service delivery participants. This allows companies to overcome issues associated with communications of process as its workforce becomes more fragmented and transient thus reducing the potential for cost blowouts and poor results.

• Enabled a company’s management team to better monitor the many activities and projects their teams are involved in order to make more informed decisions, and to improve their ability to report on status and progress.

• Provided an accessible work and resource management environment that works as “part of” the daily processes and enabled task allocation to be more effective and responsive to change.

• Provided an ASP solution to eliminate many of the issues that tend to dissuade small and medium businesses from adopting innovative IT solutions such as server installations and desktop software management issues.

There are many direct benefits that flow from TeamFrame. The overriding and key benefits stem from its being a shared and real-time collaborative environment for best-practice activity There are many direct benefits that flow from TeamFrame. The overriding and key benefits stem from its being a shared and real-time collaborative environment for best-practice activity scheduling, communication and recording. Organisations have also found many indirect benefits ranging from organisation-wide growth enablers down to personal job satisfaction for an individual who feels that their voice is being heard.

This article was contributed by Maarten Tentij, Crux Cybernetics. Further information is available at www.teamframe.com/web/index.html The EQuest report referenced in this article is available online at www.teamframe.com/PMtoday

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6. Further reading and references

In this issue we have identified a number of issues and trends and provided some specific website references for our contributors. Below is a miscellaneous selection of websites that has been compiled to help interested readers undertake further research on these topics.

Corporate Governance

The Corporate Library is an independent investment research firm providing corporate governance data, analysis & risk assessment tools. Their website www.thecorporatelibrary.com/ provides a host of products and services that can be bought or to which you can subscribe. Information such as articles, reports, and research on compliance, and corporate government as well as managed databases of corporate policies and CEO contracts and an international lookup of codes and regulations by country.

For a more local flavour, check out the CEO Online website (www.ceoonline.com.au/content/expert_talk/ethics_governance ) for a wealth of information about ethics and corporate governance. For subscribers to the CEO Magazine, the site provides not only corporate governance information but broader topics regarding ethics, compliance, strategy and social responsibilities.

Part of good corporate governance is also about staying in business and business continuity planning forms part of this. The Business Continuity Online website offers a section devoted to Corporate Governance (www.business-continuity-online.com/Corporate_Governance/) where you will find links to white papers, research papers, articles, case studies and the latest industry news. While mainly aimed at the US market, there is nonetheless information that may assist.

“Supporting computer-mediated collaboration at Ernst & Young” (http://www.users.bigpond.com/chieftech/downloads/CaseStudy.pdf) is a case study written up by James Dellow, Chief Technology Solutions. With insights into how technology was used to assist in strategic knowledge sharing practices implemented by Ernst & Young, the article highlights the importance of tools to effective knowledge management practices.

Project Management

The Australian Institute for Project Management (www.aipm.com.au/html/) is the peak body for Project Management in Australia. Find out about undertaking specialist studies of Project management or sign up for regular newsletters and updates on Project Management. Whatever you want to know you should start here.

While targeting those undertaking project management roles within Government, the Tasmanian site for Project managers (www.projectmanagement.tas.gov.au/res_kits/pm_sprojresourcekit.htm) offers a range of resources that are worth a look. In particular this resource kit for managing small projects contains a list of valuable templates, proformas and fact sheets that may provide a valuable starting point for those who have to manage a small project and want some formalised methods and procedures.

Project Perfect (www.projectperfect.com.au/wp_index.php) is an Australian organisation based in Sydney, that specialise in helping companies better manage projects. Providing white papers, software tools, a Project management BLOG and details about new project management services, this site is a great place to browse for Project Management covers all industries.

The University of New England (UNE) undertook a study 'Enhancing Project Management Skills for Teaching Development Projects' program, throughout 2000 (www.une.edu.au/tlc/project) . The project aimed to improve the quality of project management in teaching and learning projects at UNE as well as provide a model for project management in teaching and learning projects that can be applied at universities throughout Australia. The site provides some interesting resources developed throughout the project as well as the results of the project and some links to other resources.

7. Disclaimer
This newsletter is a publication of the Institute of Chartered Accountants in Australia. The copyright for all articles is reserved and such articles may not be reproduced in whole or in part without permission. Opinions of authors are their own and do not necessarily reflect policies of the ICAA or the IT Special Interest Group.

The IT Newsletter is available by subscription for $66.00 annually (inclusive of GST).

For further information please contact:
Kylie Wilson
The Institute of Chartered Accountants in Australia
Email: business_practice@icaa.org.au,

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