TEMPLATE FOR SUBMISSION OF CASE

File: BSBMGT516_FacilitateContinuousImprovement_CaseStudy
Reference: BSBMGT516_CS_007

Nicole, project manager with Aged Care Inc., has been focused on developing a project management
framework (PMF) for Aged Care Inc., in order to create better value and improve success rates of
project execution. A key priority for Nicole is to ensure that a continuous improvement system and
processes are implemented to monitor and adjust the performance of the PMF, project
management office (PMO) and project management team. Nicole believes the best approach is to
ensure quality inputs and quality processes are established to ensure quality outcomes. Her motto
is, ‘Quality in, Quality out’.

Aged Care Inc. has an established quality management system compliant with AS/NZS ISO 9001
Quality Management Systems, by which the organisation analyses and evaluates operational
information for continuous improvement. The key principles, descriptions and rationale of the
quality management system are provided in the table that follows.

Nicole realises the PMF and PMO will be an asset to Aged Care Inc.’s, quality management system
principle for ‘improvement’: Establishing best practice processes to implement, manage and
evaluate improvement projects.

Nicole conducts a review of the quality management system principles adopted at Aged Care Inc., to
identify specific actions that she can implement as a priority across the PMF, office, team and
stakeholders as an incremental step to facilitate the quality management system.

Nicole and project administrator, Ava, have been working closely with the functional managers
across Aged Care Inc., and are preparing to establish a quality circle for process improvement with
relevant focus groups from customers and other business relationships.

Aged Care Inc. quality principles as per AS/NZS ISO 9001:2016

Principle Statement
Customer focus The primary focus of quality management is to meet customer requirements
and to strive to exceed customer expectations.
Leadership Leaders at all levels establish unit of purpose and direction and create
conditions in which people are engaged in achieving the organisation’s quality
objectives.
Engagement of Competent, empowered and engaged people at all levels throughout the
people organisation are essential to enhance the organisation’s capability to create and
deliver value.
Process Consistent and predictable results are achieved more effectively and efficiently
approach when activities are understood and managed as interrelated processes that
function as a coherent system.
Improvement Successful organisations have an ongoing focus on improvement.
Evidence-based Decisions based on the analysis and evaluation of data and information are
decision-making more likely to produce desired results.
Relationship For sustained success, organisations manage their relationship with relevant
management interested parties, such as providers.

© 2019 McGraw-Hill Education (Australia) 1|Page

 Nicole’s action sheet
Principle Actions
Customer focus 1. Link the organisation’s objectives to customer needs and expectations
2. Plan, design, develop, produce, deliver and support products and services to
meet customer needs and expectations
Leadership 3. Establish a culture of trust and integrity
4. Encourage an organisation-wide commitment to quality
5. Provide people with the required resources, training and authority to act
with accountability
Engagement of 6. Promote collaboration throughout the organisation
people
7. Empower people to determine constraints to performance and to take
initiative without fear
Process approach 8. Establish authority, responsibility and accountability for managing processes
9. Determine process interdependencies and analyse the effect of
modifications to individual processes on the system as a whole
10. Manage risks that can affect outputs of the processes and overall outcomes
of the quality management system
Improvement 11. Educate and train people at all levels on how to apply basic tools and
methodologies to achieve improvement objectives
12. Develop and deploy processes to implement improvement projects
throughout the organisation
13. Track, review and audit planning, implementation, completion and results of
improvement projects
14. Ensure people are competent to successfully promote and complete
improvement projects
Evidence-based 15. Determine, measure and monitor key indictors to demonstrate
decision-making organisation’s performance
16. Make all data needed available to the relevant people

17. Ensure people are competent to analyse and evaluate data as needed

18. Make decisions and take actions based on evidence, balanced with
experience and intuition
Relationship 19. Determine and prioritise interested-party relationships that need to be
management managed
20. Gather and share information, expertise and resources with relevant
interested parties
21. Measure performance and provide performance feedback to interested
parties, as appropriate, to enhance improvement initiatives

© 2019 McGraw-Hill Education (Australia) 2|Page

Essay questions

QUESTION 1

Nicole is taking an organisational view to continuous improvement, ensuring the PMF and PMO are
aligned with Aged Care Inc.’s quality management system. Using the table provided, document what
strategies are required to implement Nicole’s actions.

Principle Actions Strategy

Customer 1.
focus
2.
Leadership 3.

4.

5.

Engagement 6.
of people

7.

Process 8.
approach
9.

10.

Improvement 11.

12.
13.

14.
Evidence- 15.
based
16.
decision-
making 17.
18.
Relationship 19.
management 20.
21.

© 2019 McGraw-Hill Education (Australia) 3|Page

QUESTION 2

Nicole has developed an action plan for implementing continuous improvement principles as a
priority. Based on Nicole’s action plan and the strategies you have recorded in Question 1, document
SMARTA principles for the following two principles: engagement of people and relationship
management.

Principle Strategy Performance measure

Engagement Specific:
of people Measurable:
Assignable:
Realistic:
Time-bound:
Agreed:
Relationship Specific:
management Measurable:
Assignable:
Realistic:
Time-bound:
Agreed:

© 2019 McGraw-Hill Education (Australia) 4|Page

QUESTION 3

Nicole has assigned Ava to develop an information and communication plan to track, review and
prioritise improvement opportunities and risks and communicate this information to relevant
stakeholders. Describe the processes you would use to inform stakeholders of continuous
improvement efforts, team performance and future planning opportunities.

Principle Actions Process

Improvement 11.

12.
13.

14.

© 2019 McGraw-Hill Education (Australia) 5|Page