Australian Digital Transformation Agency & Industries and Value for Money Case Study - Management Assignment Help

Assignment Task

Scenario:

• Assuming you are engaged by the Australian Digital Transformation Agency. You are required to establish the broad context in which strategic procurement takes place for a specific procurement. It includes undertaking environmental analysis; analysing, developing and monitoring procurement capability; influencing and developing strategic industries; and establishing and managing risk exposure. It also includes understanding the government and political context for strategic procurement.
• The DTA sets up and manages coordinated ICT procurements to help agencies buy commonly used ICT products and services. These procurements level the playing field for small and medium enterprises, leverage whole of government buying power and achieve value for money for the taxpayer when the Government buys ICT.
• 264160048958500The DTA intends to establish a Hardware Marketplace to make purchasing ICT hardware simpler, clearer and faster for buyers and sellers. The Marketplace will consolidate the expiring ICT Hardware and Associated Services panel (Hardware panel), the Mobile panel, and the hardware categories of the Commercial off the Shelf Software and Hardware panel.
• Understanding the Australian Government’s procurement policy framework (the framework) is the key to ensuring optimal value for money in purchasing decisions. The Framework establishes the Government’s expectation for all departments and agencies when performing duties in relation to procurement. It also governs how agencies procure property or services and reinforces the fundamental procurement principle of value for money.
• You must refer to the Commonwealth Procurement Rules, which are available at:
• https://www.finance.gov.au/government/procurement/commonwealth-procurement-rulesAnd must adhere to Australian Government Procurement Policy and Guidance at outlined at:
• https://www.finance.gov.au/government/procurement/commonwealth-procurement-rules/procurement-frameworkEstablish Strategic Procurement Context
• Introduction
• Provide a brief introduction about the business and procurement management.
• Organisational Objectives (Use SMART technique (Simple, measurable, achievable, relevant, time bound) (Atleast 5 objectives)
• Define organisational objectives with respect to procurements by considering the following points:
• Stakeholders
• Risk Management
• Time to Market
• Time to delivery
• Time and cost certainty
• Business Analysis and documentation of process
• Policy Context
• Describe the government policies that impact on or influence the procurement, including:
• how policy implications will be managed throughout the procurement;
• the ability of each procurement method to address policy requirements;
• probity risks and ethical issues
• Outline how the project priorities align with other departmental and broader government projects and operations including:
• interfaces with other governmental projects, including location and timing synergies.
• Please make sure you describe about the internal organization policies as well.
• Analysis:
• Market Analysis:
• Provide an analysis of the market capability and capacity to meet the procurement objectives. Evidence presented in this section should demonstrate:
• the ability of the market to deliver the project objectives and produce what is needed;
• general market capacity and expected interest in this project;
• the opportunity and need to influence and develop markets;
• market familiarity with the type of project;
• the market’s familiarity doing business with government; and
• market access to suppliers and resources, noting any expected supply anomalies in the availability of skills, materials or components.
• Supplier Analysis: (atleast 5 categories)
• Obtain a high level overview of your organisation’s suppliers to determine and ‘segment out’ those that are strategically important to your organisation and/or that account for a significant proportion of your overall spend. Identify top suppliers by category and not just by spend, to ensure critical suppliers are not missed. You can use the following table to summarise the supplier analysis:
• Category Supplier 1 Supplier 2 Supplier 3
• You can add more rows or columns if needed.
• With the suppliers- mention their names, cost estimate, time for delivery and/or any other comments
• c. Spend Analysis:
• Prepare a short profile of the organisation’s anticipated spend against core procurement categories. You can make use of tables/graphs/descriptions. You can use the following points to determine your spend analysis:
• Forecast by category—logically group similar items. These could then be listed based on level of expenditure.
• Forecast spend by goods or services.
• Forecast spend by key suppliers (could be listed based on critical to business and extremely high risk, etc.).
• Forecast spend for major areas of procurement, total or major areas of spend for capital expenditure and operational expenditure by year.
• Types of spend, i.e. how are goods and services being purchased? (e.g. percentage under state purchase contracts, panels).
• Agency Capabilities:
• Overview of the capabilities:
• Discuss the capabilities the organization has to perform for l the entire procurement function. You can use some of the following points to discuss the capabilities:
• the agency’s capacity to manage what is required in the procurement under different deliver models;
• management capability in the agency;
• where projects cross organisational boundaries, clear management arrangements are in place to ensure ongoing alignment of all organisations business objectives;
• governance arrangements within the agency;
• if there is a skilled and experienced procurement/project team with clearly defined roles and responsibilities (if not, if there is access to expertise for those fulfilling the roles);
• reporting and monitoring arrangements;
• if there are systems and processes in place for monitoring and controlling project expenditure and for measuring and tracking realisation of project benefits;
• Inventory management
• Negotiating with the stakeholders
• b. Stakeholder Management:
• Stakeholder Management Plan: (Atleast 5)
• Stakeholder Identification (Name/Title/Position) Stakeholder Classification
• (Internal/External) Assessment Information
• Potential strategies for engagement - gaining support and reducing objections Communication Strategy Timing of Engagement
• <Name or title> <Can describe if internal or external/supplier/government> <assess the stakeholder in terms of what the stakeholder requires or expects and their potential influence> <list strategies to collaborate, consult, empower, inform, involve or win them> <How the communication will be done, at what intervals> <Timeframes for the engagement and any constraints around time>

Issues faced with the stakeholders: (Atleast 3)

• No Stakeholder Name Issue/Risk Identified Proposed Solution
• C. Review and improvements:
• Variance Table: (Atleast 5)
• Tasks Planned Actual Details (why?)
• Discuss the variance in above table using some of the points mentioned below:
• Operational Flexibility
• Cost
• Time
• Stakeholder Management
• Analysis (Can include market/supplier/ spend)
• Future scope
• Policy context
• Review Process:
• Suggest the review process for the procurement plan. Discuss about the audit process, who will conduct, when it will be conducted. Mention the stakeholders (team members) involved in the review process and how the feedback will be collected.
• Suggested Improvements:
• Based on the variance and review process, suggest improvements to the procurement process and how these improvements are implemented in the procurement process. (You can make use of tables if needed)
   

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