1.55 The DMO is committed to enhancing its performance management system through establishment of a charter system that improves the accountability, responsibility and authority of individuals managing complex and demanding projects and products.
1.56 Charters clarify accountability, but importantly they are not just a 'one- way street'. In the same way that each charter describes the results the project or product manager must deliver, they also document the commitments the DMO makes to support them to acquire new equipment or sustain existing materiel systems. Consequently, the charters ensure that the DMO continues to focus on its reason for existence - supporting the ADF.
1.57 The CEO endorses a Project Charter that nominates the Project Manager who will be personally accountable to deliver the outputs specified in the MAA. The Charter forms the basis of that Project Manager's individual performance agreement, describing the results that are expected, support to be provided and high level guidance on achieving expected results.
1.58 Under the Charter, there is a DMO commitment to resourcing the manager to do the job in accordance with workforce plans and budgets. General Managers and Divisions are also committed to ensuring that delegations and authorities are specified and effective, and must assist the manager to obtain support from Defence or the DMO if this is agreed but not forthcoming.