Human Resources and Project Management might seem like two different disciplines. However, Dr Joannelle (Jo) Bacus, Acting Director, Defence Learning Academy, Department of Defence and Sam Hollins CPHR, Acting Assistant Secretary, People Branch, Department of Health, Disability and Ageing show that the skills and interests across these two areas are closely aligned. Together, they demonstrate how this alignment can strengthen the way HR professionals design, deliver and lead workforce initiatives.
Career journeys shaped by delivery
Both Jo and Sam’s careers illustrate how project management capability can develop alongside HR.
Jo’s pathway into HR was shaped by an early foundation in Science, Technology, Engineering and Mathematics, where she was exposed to formal project management through large‑scale technical work.
‘Having come from a STEM background, my first exposure to project management was in engineering projects … I found it really rewarding taking something from an early idea through to a proof of concept.’
Her interest in learning and development later led her into HR roles across the APS, where she has since led major people initiatives.
‘These roles have given me the opportunity to lead HR projects that support organisational change, workforce capability and the adoption of new technologies.’
Sam’s career similarly progressed from specialist HR and workplace relations roles into enterprise‑level delivery.
‘In the APS, the most impactful HR work is rarely transactional – it’s about delivering reform, capability uplift and organisational change.’
As he moved into senior and whole‑of‑department roles, project leadership became central to how HR outcomes were delivered.
Applying project discipline to HR practice
For both Jo and Sam, project management capability fundamentally changed how they approached HR work, providing structure for translating strategy into action.
Jo explained that her project experience strengthened both technical and engagement skills, particularly when working with senior leaders.
‘My earlier experience in project management has given me the foundations for tackling HR projects. As well as building fundamental technical skills such as planning and risk management, it has built my ability to engage senior leaders in change by understanding the organisational needs and outcomes and translating them into tangible actions. Layering this approach with a people focus by understanding the impacts on the workforce and their needs has enabled me to support people effectively through change’
Sam described a similar shift, noting that disciplined project approaches were critical in high‑risk and high‑visibility environments.
‘I approach initiatives with clear outcomes, strong governance, disciplined risk management and active stakeholder engagement … Project discipline gave me the structure to translate HR strategy into outcomes, particularly in high risk, high visibility environments.’
This, he said, allows HR reforms to be delivered at pace and scale while maintaining executive confidence.
Why project capability matters for HR
Both reflected on why project management capability is becoming increasingly important for HR professionals across the APS.
Jo noted that HR is now expected to do more than advise – organisations increasingly rely on HR to lead workforce transformation, capability uplift and cultural reform.
‘Project management capability gives us the skills to plan, coordinate and risk manage initiatives at scale, while also working through uncertainty and complexity.’
For Sam, the importance was clear:
‘HR in the APS is now delivery‑critical. Workforce reform, digital transformation and capability uplift all require structured execution, not just sound policy design. HR professionals with project capability are better equipped to manage complexity, deliver sustainable change and support government priorities in fast moving, highly scrutinised environments.’
Advice for HR professionals
When asked what advice they would offer HR professionals interested in building project capability, both encouraged a practical, applied approach.
Jo observed that many HR professionals are already doing project work – even if they don’t label it as such.
‘You can build knowledge in project management through training but learning through application is an effective way to build capability. Start looking at your HR initiatives as projects and how you can apply those foundational project management skills so that you can deliver change through structured, credible approaches that build confidence in your initiatives.’
Sam reinforced the importance of focusing on outcomes.
‘Build capability in managing outcomes, not just issues – invest early in skills like governance, risk, stakeholder management and benefits realisation. My AHRI Certified Practitioner HR (CPHR) qualification reinforced this, embedding the importance of disciplined delivery alongside strong HR technical expertise.’