In 2012 the Civil Aviation Safety Authority (CASA) requested assistance to provide an Activity Based Costing (ABC) and Cost Recovery Impact Statement (CRIS) for their services provided to Industry. CASA uncovered that their cost recovery assigned to their large customers was not representative of the cost incurred. 

A client of BRG realised they needed assistance in understanding the common reasons for time delays in managing schedule risk to strengthen their project execution. However, their knowledge base relating to project schedules and associated risks was fragmented and variable. BRG identified common reasons for project schedule delays during the initial assessment, including poor scope definition, changes in project scope, and project complexity.

BRG has been actively supporting a highly complex multi-billion dollar project in CASG which will deliver a new sovereign-controlled capability to the Australian Defence Force (ADF). The CASG project has been affected by the lack of skilled workforce leading to a potential impact on the Project quality and schedule.

A branch of CASG realised that in order to strengthen their risk management function they needed to address risk gathering, analysis and reporting practices. The executive saw risk management as a crucial instrument for project success rather than a mere compliance task.

A CASG Systems Program Office (SPO) was transitioning from a primary platform-based SPO to becoming a broad RAAF training support SPO, which required a reformed Export Control framework.

The team recently overcame a challenge to reactively respond to an update to the Defence Security Policy Framework (DSPF), WRT to the storage and management of SECRET information.

The Attorney General’s Department approached BRG to undertake a review of the utilisaiton of SAP R/3 FI functionality post initial implementation.

This assignment required the development of a complex costing methodology and framework to allocate the full cost of Airservices Australia to three dimensional airspace.