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much room for improvement.
 
2.9 Manageable Technology Involved in the Project
In the 21st century, technology is considered to be one of the most significant factors that can lead to a project or business activity’s success. As supported by Naoum (1996), who had surveyed 19 head office personnel and 17 site managers on factors of productivity. Results of this researched illustrated that both of the two kinds of interviewers considered technical factors should be the second critical influencer for productivity second only to the project planning, so as studied by Borcherding and Garner (1981). In consequence, a manageable technology involvement in the project isan issue of the utmost importance.In addition to the above, contracted projected managers were also required to make sure appropriate processes were on the track with the aim of assessing deliverables qualities before implementation. It is apparently to conclude that project managers were highly involved and supported this project for keeping it progressed in the right place.
 
In this case, some technological committees were informed of progress on the project such as the Information and Technology (I&T) Committee, as well as the Information and Communications Technology Committee (ICTC) (page 18). SoftLaw, which was currently building on the Edge work, provided technology solutions for a number of local governments that can extend expert systems. Besides, new technologies were substantially introduced by this project even though in the last 5 years, the pace of technology was paced (page 127). This demonstrated that the technological options to enable connectivity to support the project improvement have been strengthened.
 
2.10 Competent Project Manager
Project management is definitely about managing. A project manager should effectively lead a project team to achieve project objectives. In most circumstances, a project team is composed of people inside and outside the organization. Thus, it requires the project manager to be capable to bring them together in an appropriate approach. Furthermore, when there are changes or emergencies happen, competent managers will direct the issues in a right way but not try anything when in a desperate situation. However, in this case, although managers had been trained and measured in right ways, they should still improve in respect of decision-making.
 
2.11 Clear Evidence of a Risk Management Strategy
Differing from the above, risks are issues that can adversely influence project outcomes. Also, risks vary for different projects; accordingly, project plans should be made to minimize the risks and lessen their impacts if they happen. It can also be called risk management; what can be done by the project executors are estimating its impacts on the project and proposing an effective risk management strategy.
 
The original 1999 Business Case for the project had addressed various basic elements including a risk analysis and identification (page 15); whilst, FaCS and Centrelink were incapable to provide the ANAO a copy of a procurement risk assessment or any risk strategies (page 16). Take a panoramic view; this Business Case has recognized 16 risks that could be rated from high to low. This reorganization can facilitate the development of risk monitoring and deliverables’ payments.
 
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