Goldsmiths Project Management Manual

8/10/2019 Goldsmiths Project Management Manual

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Project Management

Manual and Methodology


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VERSION HISTORY

Version Date Issued Brief Summary of Change Owners Name

0.1 01/12/2006 First Draft Version for review by Head of state ! Faci"ities

Henry #oo

0.2 1$/02/200% &econd Draft 'ncorporatin( review

comments) formattin(/"ayout chan(esand additiona" materia".

Henry #oo

0.* 02/02/2011 +dditiona" revisions and update ,ichae" Dic-

For more information on thestatus of this document)

contact

states Department

e" 020 %1 %121

Fa 020 %1 %12*

mai" estates3(o"d.ac.u-

'nternet www.(o"dsmiths.ac.u-

Date of 'ssue 02 February 2011

4eference ! fi"in( 5//o"dsmiths Pro7ect ,ana(ement ,ethodo"o(y


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Quick Reference

'f you are a new pro7ect mana(er or new topro7ect mana(ement 4ead chapters1)2) and *) then8)$)6)or%as appropriate

'f you are a member of a Pro7ect 9oard 4ead chapters:and and optiona""ysections 8.$)$.10and 6.:

'f you a head of department wishin( to promote apro7ect

'f you are re(isterin( a pro7ect proposa" 4ead sections 8.8and 8.6

'f you are preparin( a Pro7ect 'nitiation Document;P'Duence........................................................................................26Fi(ure $ Define Pro7ect +pproach...........................................................................................2Fi(ure 6 &et up Pro7ect 5ontro"s.............................................................................................*2

Fi(ure % 5reate the 5ommunication P"an...............................................................................*$Fi(ure :. 5reate the Cua"ity P"an............................................................................................*%Fi(ure Deve"op the P'D....................................................................................................... *Fi(ure 10 +uthorisin( the Pro7ect...........................................................................................81Fi(ure 11 ,ana(in( the De"ivery Process.............................................................................88Fi(ure 12 ,ana(in( the 4is-s............................................................................................... 86Fi(ure 1* ,ana(in( the 'ssues.............................................................................................. 8Fi(ure 18 ,ana(in( 5han(e 5ontro".....................................................................................$2Fi(ure 1$ 9a"ancin( the 'mpact and 9enefit of Pro7ect 5han(e...........................................$8

Fi(ure 16 ,ana(in( Cua"ity $$


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1 Intro8uction

1* $urpose of t:is 8ocu9ent

his document describes how effective pro7ect mana(ement shou"d be carried out. 'tspurpose is to describe the -ey activities) processes and techni>ues which contribute tosuccessfu" pro7ect de"ivery.

1. 0:at is $ro;ect &ana6e9entua"ity and performance.

1, 0:= a $ro;ect &ana6e9ent &et:o8olo6= is I9portant

+ methodo"o(y is a systematic approach to the initiation) mana(ement and c"osure ofpro7ects. @ithout such a structura" approach) there is a ris- that those who are invo"ved in thepro7ect may have differin( ideas about how thin(s wi"" be or(anised and comp"eted.Furthermore) there wi"" be confusion around ro"es and responsibi"ities) authority andaccountabi"ity. B"timate"y the pro7ect wi"" not on"y be comp"eted "ate) but wi"" cost more thanbud(eted and not fit for its intended purpose.

No one in his right mind wants a project to fail. However, in the history of ProjectManagement Failures, the primary reasons for failure would almost all contain one or

more of the following factors:


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1 Scalabilit= an8 Tailorin6 t:e &et:o8olo6=

@hi"e pro7ects share simi"ar (enera" characteristics ;see section 1.8


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Bse of certain essentia" contro"s and outputs is mandatory. However) accordin( to the pro7ect type ;derived from the pro7ectEs "eve" of ris-) as determined bythe 4is- +ssessment process) see section 8.6


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# $ro;ect &ana6e9ent (ifec=cle

1* !ifferences bet7een a $ro;ect an8 a Service

'n a"" business) irrespective of the environment or nature of the or(anisation) chan(e is aconstant factor. ?r(anisations are on"y ab"e to evo"ve and adapt successfu""y if they are adeptat mana(in( chan(e. Pro7ects) a"on(side improvements to business as usua"E activities) are-ey e"ements in introducin( chan(e into the or(anisation.

+ pro7ect is a temporary structure whose (oa" is the de"ivery to the or(anisation of specificproducts ;a"so -nown as de"iverab"es< which enab"e business benefits to be derived. Pro7ectsare finite G in other words they have a defined start and a defined end. hey often have adedicated pro7ect team) drawn from across the or(anisation) wor-in( to(ether to achieve theob7ectives of the pro7ect.

9y contrast) services or business as usua" activities are those tas-s) functions and processeswhich underpin the or(anisation. hey are re(u"ar) repeatab"e and often supported byoperationa""y focused teams and departments. 'n most cases) services do not have a definedend date) instead) they simp"y continue on a permanent or >uasipermanent basis.

5onsider the fo""owin( eamp"es

Deve"opment of a new students admission system

he function of mana(in( new students admission performed by the admissions team

+ usefu" statement which i""ustrates the difference between a pro7ect and a service is thefo""owin(

/0 til % h t t h t it h h it1 li% l t t d h t


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$:ase $urpose !ecision $oint

Appraisean8 Initiate

+ssess the viabi"ity of a proposed pro7ect and carryout initiation activities

&,) 5o""e(e&ecretary ! 4e(istrar)

Director of statesHead of 5apita"Pro7ects dependin(on the nature andsca"e of the pro7ect;see section 8.%uence + dia(ram showin( the processEs position with respect to other

processes in the same phase of the pro7ect mana(ement "ifecyc"e.he process bein( described is shown in the dia(ram usin( thefo""owin( notation

Inputs he information) documents or other outputs from a previous processwhich are needed in order for the process to be comp"eted

Outputs he outputs produced by the process

Co9pletionCriteria

5riteria which must be met to ensure that the process has beensuccessfu""y comp"eted

Steps he steps in the process to be carried out. &ome processes may a"sohave a supportin( process f"ow dia(ram for c"arity of use.

Scalabilit= he outputs and approach to the process may vary accordin( to the

i " it d i - " " f th 7 t hi ti h

&ana6e !eliver=


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* Appraise an8 Initiate

he processes described in the +ppraise and 'nitiate phase detai" how an initia" idea isdeve"oped into a structured pro7ect proposa") for review and approva" by the Pro7ect andPro(ramme +ssurance 9oard ;&,uirements ;such as new "e(is"ation


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Steps

1. 5apture idea or re>uirement and comp"ete initia" optionsana"ysis

Proposa" +uthor

2. Document and submit mandate information to appropriatecommissionin( body

Proposa" +uthor

*. Pass mandate information to 5apita" Pro7ects ?ffice. his maybe in the form of minutes of meetin(s) an emai" or a more forma"document.

Proposa" +uthor

8. 'ndividua" nominated to deve"op Pro7ect Proposa" 5ommissionin(Department

$. ,andate information "o((ed 5apita" Pro7ects?ffice

Scalabilit=

+ mandate must be (enerated for a"" proposed pro7ects. he mandate may ran(e from an emai" or a minute of a meetin( to a forma" document produced by a pro(ramme.

2est $ractice

For some "ar(er or more comp"e initiatives) the mandate at this sta(e may simp"y be for theproduction an initia" feasibi"ity study to investi(ate the situation and determine options for theway ahead.

Te9platesDC:ecklists

=ot app"icab"e


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** Create $ro;ect $roposal

!escription

his process deve"ops the initia" idea or re>uirement) identified via the Pro7ect ,andate) into amore detai"ed pro7ect proposa". his provides the appropriate commissionin( body withsufficient information to a""ow it to confident"y review the proposed pro7ect a(ainst theco""e(eEs strate(ic p"an.

he process a"so covers submissions to &, where pro7ects re>uire capita" ependiture to be

authorised.

Further information on the preparation of ?ut"ine and Fu"" 9usiness 5ases can be found insection$.8 Deve"op the 9usiness 5ase.

Se>uence

?btain Pro7ect,andate

Create$ro;ect

$roposal

9ui"d thePro7ect

,ana(ementeam

4e(ister Pro7ectand 5onduct 4is-

+ssessment

Portfo"ioPrioritisation and

&, +pprova"

$lanAppraisean8 Initiate


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1. 5arry out ana"ysis of the pro7ect with -ey sta-eho"der (roups Proposa" +uthor

2. 5omp"ete pro7ect proposa" document. H?D to comp"ete fundin(

and cost/benefit ana"ysis section.

Proposa" +uthor

H?D*. &ubmit to 5o""e(e 5apita" Pro7ects ?ffice for >ua"ity review Proposa" +uthor

8. Perform >ua"ity review and "iaise with proposa" author to feedbac- comments

5apita" Pro7ects?ffice

$. For capita" ependiture pro7ects) submit proposa" to Director ofstates for appraisa" and prioritisation


6. For capita" bids va"ued at over K1m) comp"ete 9usiness 5ase)otherwise submit Proposa" to &,.

Proposa" +uthorDirector of

states%. &, confirm or re7ect proposa" ;with or without ?ut"ine 9usiness5ase< for entry into the 5o""e(e 5apita" Pro(ramme

state 5ommittee

:. &chedu"e &, review of proposa" un"ess &, has a"readyre7ected the proposa"


Scalabilit=

+pp"ication of the Pro7ect Proposa" process is mandatory for a"" pro7ects.

$rocess )lo7 !ia6ra9


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Eceptional 2i8s

1. ceedin( K2)000)000

2. 4e>uire eterna" fundin( support

*. Hi(h comp"eity) re>uirin( options app

8. Hi(h sensitivity) re>uirin( sta-eho"der

Sta6e +b ? $RO)OR&A C

Sta6e 1 ? $RO)OR&A A

Sta6e # ? $RO)OR&A 2

Sta6e +a ? &AN!ATE TO $ROCEE!

HO!

&,

1. Departmenta" #ead to obtain H?Ds

approva" for any new bid re>uest

L5D'= K10)000 and submit Form +to 5apita" Pro7ects ?ffice

2. 4efer to Director of states for initia"approva"

1. Bpon approva") departmenta" "ead to comp"ete

a pro7ect brief ;Form 9< coverin( indicative

costin(s) timesca"e and constraints

2. 4efer to Director of states for fina" approva"

1. &ervice #ead to deve"op a business ca

for eceptiona" bids with the support of

5apita" Pro7ects ?ffice

2. &ubmit 9usiness 5ase to &,

'nitiate pro7ect adherin( to P4'=52methodo"o(y

5ounci"

states 5ommittee


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2est $ractice

+t this sta(e) the eact detai" of how the pro7ect wi"" be de"ivered may not be -nown. 't istherefore to be epected that in some cases the proposa" wi"" be to a certain de(ree made upof hi(h "eve" materia" or supp"emented with assumptions.

+ va"id option for a proposa" may be to do nothin(. his option shou"d not automatica""y bediscounted. 'ndeed) doin( nothin( may provide a compe""in( case for ta-in( some -ind ofaction) for instance where it wou"d "eave the 5o""e(e open to "iti(ation.


Pro7ect Proposa"

?ut"ine 9usiness 5ase

Fu"" 9usiness 5ase

Reference

P4'=52 &B8 G Preparin( a Pro7ect 9rief


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*. 2uil8 t:e $ro;ect &ana6e9ent Tea9

!escription

his process assemb"es the pro7ect mana(ement team as part of initiation to ensure ear"ydirection and contro" necessary for pro7ect success.

he three initia" ro"es to be appointed at this sta(e are the Pro7ect &ponsor/&enior4esponsib"e ?fficer ;&4?


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Co9pletion Criteria

Proposed ecutive has sufficient financia" and functiona" authority necessary

to support the pro7ect ade>uate"y

5andidates are avai"ab"e to contribute to the pro7ectEs success throu(hout its

"ifecyc"e

+ppointees have s-i""s) >ua"ifications) -now"ed(e and eperience re>uired to

underta-e their duties G provision has been made for any necessary trainin( tofi"" any s-i""s (aps

+"" ro"es and responsibi"ities have been a""ocated and any ec"usions are

7ustified

Pro7ect ,ana(er and Pro7ect 9oard members can ma-e the commitments

re>uired of them and have eperience of bud(etary contro" to a "eve" that wou"dbe acceptab"e to an eterna" auditor

+"" re"evant sta-eho"ders are represented in the pro7ect mana(ement team

Table . Co9pletion Criteria

Steps

1. 'dentify candidates for Pro7ect ecutive and Pro7ect ,ana(er 5ommissionin(9ody

2. stab"ish responsibi"ities for each ro"e in "ine with best practiceapproaches to pro7ect (overnance

&,

*. +ppoint the Pro7ect ecutive 5ommissionin(9ody

8. +ppoint the Pro7ect ,ana(er Pro7ect ecutive

$. Desi(n ! deve"op Pro7ect ,ana(ement eam &tructure Pro7ect ecutivePro7ect ,ana(er

6. 'dentify candidates for other pro7ect mana(ement team ro"eso &enior &upp"ier

Pro7ect ecutivePro7ect ,ana(er


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pectations of what "eve" of commitment is re>uired from members of the pro7ectmana(ement team shou"d be c"ear"y defined and a(reed) for instance whether fu"" or part timecommitment is re>uired. #essons "earned from previous pro7ects may provide data on the"i-e"y commitment re>uired by pro7ect team members on simi"ar pro7ects) or on the mi ofs-i""s and eperience needed.

Fu""time en(a(ement may not be possib"e for each member of the pro7ect mana(ement teamon every pro7ect that is initiated. Pro7ect ecutives and senior mana(ement shou"d be awarethat whi"e parttime en(a(ement is not necessari"y a ne(ative) it can "ead to an increase inpro7ect ris-.


Pro7ect ,ana(ement ,ethodo"o(y &ection Pro7ect 9oard Handboo-

Pro7ect ,ana(ement ,ethodo"o(y &ection : Pro7ect ,ana(ement eam 4o"es

Reference

P4'=52 &B1 +ppointin( a Pro7ect ecutive and Pro7ect ,ana(er

P4'=52 &B2 Desi(nin( a Pro7ect ,ana(ement eam

P4'=52 &B* +ppointin( a Pro7ect ,ana(ement eam

+ssociation for Pro7ect ,ana(ement + uide to overnance of Pro7ect ,ana(ement &ee a"so section :Pro7ect ,ana(ement eam 4o"es for additiona" information
http://www.apm.org.uk/documentLibrary/319.pdfhttp://www.apm.org.uk/documentLibrary/319.pdf


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*, Re6ister $ro;ect an8 Con8uct Risk Assess9ent

!escription

his process "od(es the pro7ect proposa") for the time bein() with the 5apita" Pro7ects ?fficeand provides a ris- assessment score which is used by the Pro(ramme and Pro7ect+ssurance 9oard ;&,< when decidin( whether to approve the pro7ect.

Se>uence

2enefits

+"" pro7ect proposa"s are "o((ed centra""y) thereby contributin( to the deve"opment of

the 5o""e(eEs portfo"io of pro(rammes and pro7ects

4is-s are identified ear"y in the pro7ect) a""owin( potentia""y difficu"t or unviab"e

$lan

?btain Pro7ect,andate

5reate Pro7ectProposa"

9ui"d thePro7ect

,ana(ement

eam

Re6ister $ro;ect an8Con8uct Risk

Assess9entAF2

Portfo"ioPrioritisation and

&, +pprova"



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1. &end fina" version of Pro7ect Proposa" to 5apita" Pro7ects?ffice

Pro7ect Proposa"+uthor

2. nter pro7ect detai"s into pro7ect re(ister 5apita" Pro7ects?ffice

*. &upp"y Proposa" +uthor and Pro7ect ecutive with uni>uepro7ect number


8. &upp"y Pro7ect ecutive with pro7ect ris- assessment score 5apita" Pro7ects?ffice

$. &upp"y Pro7ect ecutive with date when Proposa" wi"" beconsidered by &,


Scalabilit=+"" proposed in c"ass + ! 9 pro7ects must under(o a ris- assessment prior to consideration by&,.


5apita" Pro7ects ?ffice Pro7ect 4e(istration Form and Database

Reference

'nterna" 5apita" Pro7ects ?ffice Procedure


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*/ $ortfolio $rioritisation an8 S&T Approval

!escription

his process reviews the comp"eted pro7ect proposa" a(ainst the rest of the 5o""e(eEs portfo"ioof pro(ramme and pro7ects and provides a decision on whether the pro7ect shou"d beapproved.

Se>uence

Inputs

5omp"eted Pro7ect Proposa"

?ut"ine 9usiness 5ase ;where

avai"ab"euired

Pro7ect ,ana(erPro7ect eam

8. ain approva" of &?5 if app"icab"e &,

$. Deve"op ?ut"ine 9usiness 5ase and Fu"" 9usiness 5ase Pro7ect ,ana(er

Pro7ect eam6. ain approva" of ?95 and F95 from appropriate bodies Pro7ect ecutive

Scalabilit=

Production of a 9usiness 5ase is mandatory for a"" 5"ass + and 9 pro7ects) a"thou(h in the"atter case) the appropriate section of the Pro7ect Proposa" is an acceptab"e substitute. For5"ass 5 pro7ects) the business case may be sca"ed down to a simp"e summary of cost andbenefit.

2est $ractice

'n the case of the ma7ority of pro7ects carried out by the 5o""e(e) the business casecomponent of the Pro7ect Proposa" can simp"y be inserted direct"y into the Pro7ect 'nitiationDocument) with additiona" detai" bein( inc"uded as appropriate. 4efer to section 8.8 for furtherinformation.

'n some circumstances such as PF' it wi"" be necessary for the pro7ect to comp"ete a &trate(ic


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't may be necessary therefore for trainin( activities to occur prior to the deve"opment of thebusiness case.

Production of a robust business case is a vita" component in ensurin( that pro7ects areadherin( to benefits mana(ement best practice. For more on benefits mana(ement) seesection10.$.


Pro7ect Proposa"

?ut"ine 9usiness 5ase emp"ate

Fu"" 9usiness 5ase emp"ate

Reference

H, reasury reen 9oo-

?5 ateway 4eview


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.. !efine t:e $ro;ect Approac:

!escription

his process describes how the wor- to be underta-en by the pro7ect wi"" be approached.he output of this process forms an important component of the Pro7ect 'nitiation Document.

Se>uence


Portfo"ioPrioritisation

and &,+pprova"

Define Pro7ect+pproach

Deve"op theP'D

5reate the5ommunications

P"an

Deve"op the9usiness 5ase

+uthorise thePro7ect

5reate thePro7ect P"an

&et Bp Pro7ect

5ontro"s

$lan !eliver

5reate Cua"ityP"an


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ey sta-eho"ders have been consu"ted and fu""y understand the se"ected

approach

Steps

1. Define appropriate criteria and parameters for the choice ofpro7ect approach

Pro7ect ,ana(erandPro7ect ecutive

2. 'dentify any standards or (uide"ines which mi(ht (overn howthe pro7ect is carried out or how the so"ution must bedeve"oped or supported.

Pro7ect ,ana(er

*. 'dentify a ran(e of options to conduct the wor- Pro7ect ,ana(er

8. 'dentify and eva"uate the "eve" of ris- of each su((estedoption

Pro7ect ,ana(er

$. 'dentify any constraints of time) scope or resourcesassociated with each option

Pro7ect ,ana(er

6. va"uate the possib"e options a(ainst the identified criteriaand parameters

Pro7ect ,ana(erand Pro7ectecutive

%. &e"ect the most appropriate option Pro7ect ,ana(erand

Pro7ect ecutive

Scalabilit=

Production of a dedicated Pro7ect +pproach document is discretionary. However) as aminimum) the correspondin( section of the Pro7ect 'nitiation Document must be comp"eted.

2est $ractice


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he choice of pro7ect approach often has a direct bearin( on the cost) duration and "eve" ofris- of a pro7ect. 't is stron("y recommended that the Pro7ect ,ana(er consu"t and invo"ve thePro7ect ecutive in the assessment and eva"uation of possib"e approaches.

Prior to the net sta(e of the pro7ect G de"ivery G bein( authorised) it is recommended that theapproach be discussed informa""y with -ey sta-eho"ders and/or members of the appropriatecommissionin( body.

'f the pro7ect is "ar(e) the pro7ect approach may be a document or paper in its own ri(ht.ypica""y however) the pro7ect approach wi"" be a component of the Pro7ect 'nitiationDocument.


&ee Pro7ect +pproach section of Pro7ect 'nitiation Document temp"ate

Reference

P4'=52 &B8 Definin( the Pro7ect +pproach


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., Set "p $ro;ect Controls

!escription

his process determines the necessary contro" mechanisms to ensure successfu" monitorin(and mana(ement of the pro7ect.

ey contro"s) such as the 'ssue #o( and 4is- #o( temp"ates are customised at this point tomeet the needs of the pro7ect.

5onfi(uration mana(ement is the contro" of products and documentation produced durin( thepro7ect. +s pro7ects produce "ar(e amounts of information) a standard fo"der structure isproduced to ho"d any documentation (enerated durin( the pro7ect and to assist with efficientconfi(uration mana(ement and contro" of chan(e. Document mana(ement standards for thepro7ect a"so contribute to this contro" and shou"d be defined as part of this process.

Se>uence

Appraise

an8 Initiate


and &,+pprova"


Deve"op theP'D



&et Bp Pro7ect

$lan !eliver


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5ustomised 4is-) 'ssue and

5han(e #o(s specific to thepro7ect itse"f

#essons #earned #o(

+(reed pro7ect hi(h"i(ht)

chec-point and summary reportin(structure and schedu"e

Draft 5apita" Pro7ects ?ffice

Cua"ity +ssurance schedu"e

Co9pletion Criteria

&tandard pro7ect fo"der structure must be appropriate for the type of pro7ect

ffective system in p"ace for ho"din() base"ine) archive and in pro(ress pro7ect

information

5ustomisations to pro7ect ris- and issue "o( temp"ates must be fu""y functiona"prior to re"ease to the pro7ect

+ny necessary trainin( on use of standard temp"ates has been defined and

schedu"ed

Steps

1. Produce standard pro7ect fo"der structure and save anycurrent pro7ect information in the appropriate fo"ders

5apita" Pro7ects?ffice ;P&?uired customisations to ris-) issueand chan(e "o( temp"ates

P&?


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4is- and 'ssue #o( Bser

uidance

Reference

P4'=52 'P8 &ettin( Bp Pro7ect 5ontro"s

P4'=52 5onfi(uration ,ana(ement


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./ !efine t:e Co99unications $lan

!escription

ffective communication with the pro7ectEs sta-eho"ders is e>ua""y important in ensurin(pro7ect success as the de"ivery of (ood >ua"ity products on time and within bud(et. +5ommunication P"an he"ps with this by identifyin( the sta-eho"ders and detai"in( theapproach to communicatin( with them. his process describes the steps to be ta-en toproduce such a p"an.

'n "ar(er or more comp"e pro7ects) the 5ommunications P"an may form a document in its ownri(ht) but in most cases it is a component of the Pro7ect 'nitiation Document ;P'Duence



and &,+pprova"


Deve"op theP'D


Deve"op the

9usiness 5ase



&et Bp Pro7ect5ontro"s

$lan !eliver


43/106

'dentified sta-eho"ders have a(reed to the content) fre>uency and method of the

communication

ime for any re>uired communications wor- has been incorporated into the

pro7ect and/or sta(e p"ans as appropriate

Steps

1. 'dentify pro7ect sta-eho"ders Pro7ect ,ana(er Pro7ect eam

2. Define communication re>uirements Pro7ect ,ana(er

*. +(ree communication fre>uency and format Pro7ect ,ana(er

8. &chedu"e communication deve"opment and transmission

activities into the pro7ect p"an

Pro7ect ,ana(er

$. Bpdate 5ommunication P"an Pro7ect ,ana(er

Scalabilit=

Production of a 5ommunications P"an is discretionary for a"" pro7ects. However) in the case of5"ass + pro7ects it is hi(h"y recommended that one is produced.

2est $ractice

4e(ard"ess of whether a 5ommunications P"an is produced) the importance of re(u"arcommunication both within the pro7ect and from the pro7ect to sta-eho"ders cannot beemphasised stron("y enou(h. 'n most cases it is better to overcommunicate than not at a"".

&ta-eho"ders may not simp"y be those with a direct interest in the pro7ect) such as the Pro7ectecutive) or users of the pro7ectEs outputs. here may be other sta-eho"ders ;possib"yeterna" to the 5o""e(e< who have an indirect interest in the pro7ect. 't is important not to "osesi(ht of these (roups and to consider how their communication needs shou"d be met.


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. Create t:e Qualit= $lan

!escription

he Cua"ity P"an describes how the pro7ect wi"" meet the customerEs >ua"ity epectations forthe products to be de"ivered.

Se>uence

Appraise

an8 Initiate


and &,+pprova"


Deve"op theP'D


P"an



5reate the

Pro7ect P"an


$lan !eliver

5reate theCua"ity P"an


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Steps

1. stab"ish the customerEs >ua"ity epectations Pro7ect ,ana(er 5ustomer / Bser

2. stab"ish whether eistin( >ua"ity standards eist ;both on thesupp"ier and customer sidesua"ity responsibi"ities both within) and outside) thepro7ect

Pro7ect ,ana(er

$. Define the procedures to be used to contro" the confi(uration of

the pro7ectEs outputs

Pro7ect ,ana(er

6. Document a"" the above e"ements into the Pro7ect Cua"ity P"an Pro7ect ,ana(er

Scalabilit=

he Cua"ity P"an component of the P'D must be comp"eted for a"" pro7ects.

2est $ractice

o ensure the pro7ect de"ivers outputs of an acceptab"e >ua"ity) the >ua"ity p"an shou"d coverthe fo""owin( areas

How the product wi"" be tested a(ainst its >ua"ity criteria

@hen this testin( wi"" occur

@ho wi"" be responsib"e for this testin(

How acceptance of the product wi"" be notified

he chosen pro7ect approach may affect how the pro7ect (oes about meetin( the customerEs


46/106

.- !evelop t:e $I!

!escription

he Pro7ect 'nitiation Document ;P'D< is the -ey document which is produced durin( theP"annin( phase of a pro7ect. +uthorisation of the P'D is the (reen "i(ht for the pro7ect toproceed into the De"ivery phase. ?nce authorised the P'D forms the base"ine a(ainst whichpro7ect pro(ress wi"" be measured. his process assemb"es the P'D) ta-in( materia" producedin other P"annin( phase processes) prior to it bein( considered for approva" by the Pro7ect9oard.

Se>uence

+s can be seen from the dia(ram be"ow) there are severa" processes which shou"d becomp"eted before the assemb"y of the P'D. 'n practice these processes can occur in para""e"with each other) with the P'D bein( updated as each component becomes avai"ab"e.

Appraise

an8 Initiate


and &,+pprova"


Deve"op theP'D


5reate the

Pro7ect P"an


$lan !eliver


47/106

+"" the necessary components of the P'D have been supp"ied

he document is under version contro"

he document provides a"" the information re>uired to enab"e a decision on

pro7ect approva" to be ta-en

Steps

1. 5o""ate a"" information and components produced in the otherP"an processes

Pro7ect ,ana(erPro7ect &upport

2. 'ncorporate this materia" into the P'D Pro7ect ,ana(er Pro7ect &upport

*. 5omp"ete any additiona" sections and incorporate

supp"ementary materia"s as re>uired. For eamp"e Pro7ect ?b7ectives

+ssumptions

+cceptance 5riteria

Pro7ect to"erances

Pro7ect ,ana(er

Pro7ect &upport

8. 'ssue draft P'D for review and comment Pro7ect ,ana(er

Scalabilit=

+ P'D must be produced for a"" pro7ects. For 5"ass 5 pro7ects) the P'D may be sca"ed downsub7ect to the a(reement of the Pro7ect ecutive.

2est $ractice

'f the contents of the P'D have been deve"oped usin( various other components) then theseshou"d be crosschec-ed to ensure consistency and compatibi"ity across the document.

he P'D is not a static document) produced on a onetime on"y basis. 't shou"d be -ept


48/106


49/106

Steps

1. 4eview the P'D Pro7ect 9oard

a. 5onfirm that the pro7ectEs ob7ectives and scope arec"ear"y understood by a""

b. 5onfirm that the ob7ectives are in "ine withcorporate/pro(ramme ob7ectives

c. 5onfirm that a"" authorities and responsibi"ities area(reed

d. 5onfirm that the business case is ade>uate) c"ear and

measurab"ee. 5onfirm the eistence of a credib"e pro7ect p"an for the

pro7ect and the net sta(e

f. 5onfirm to"erance "imits for the pro7ect and the netsta(e

2. Feed bac- amendments Pro7ect 9oard

*. &et sta(e to"erances for the fo""owin( areas

Duration

5ost/effort

4is-

Cua"ity

Pro7ect 9oard

8. &i(n off the P'D and the p"an. Pro7ect 9oard

$. Forma""y commit resources to the pro7ect Pro7ect 9oard

6. 9ase"ine any documentation produced to this point Pro7ect ,ana(er Pro7ect &upport

%. +rran(e a date to review the net sta(e Pro7ect 9oardPro7ect &upport


50/106

best practice to obtain a si(ned copy for stora(e in the fi"e of pro7ect documentation.'ncorporate a Pro7ect 5harter into the P'D to forma""y denote the 9oardEs approva". &ee+ppendi+.2 for a temp"ate.

@here the pro7ect is approved) but amendments to the P'D are re>uired) and it wi"" ta-e sometime to update the document) the Pro7ect 9oard may a""ow de"ivery activities to commencewith the proviso that the updated P'D is issued by a (iven date. his avoids pro7ect approva"becomin( a bott"enec- for the rest of the pro7ect mana(ement processes.

Pro7ect 9oard members are busy peop"e) so it is advisab"e to schedu"e the date for the reviewof the net sta(e at this point rather than at short notice "ater.

AT THE EN! O) THIS $HASE A 'ATE0AY REVIE0 $ROCESS SHA(( 2E CON!"CTE!AS !E)INE! IN $RINCE# )OR C(ASS A $RO%ECTS


Pro7ect 9oard ,embers Handboo-

Reference P4'=52 DP2 G +uthorisin( a Pro7ect


51/106

, !eliver

he De"iver phase is the en(ine room of the pro7ect. 't is where the ma7ority of the pro7ectEsdesired outputs and de"iverab"es shou"d be produced. 't is a"so where re(u"ar pro7ectreportin() trac-in( and rep"annin( ta-es p"ace. Processes within the De"iver phase areconcerned with the comp"etion and de"ivery of pro7ect outputs) ensurin( effective contro" andminimisin( pro7ect ris-) and with ensurin( (ood >ua"ity information is provided to the pro7ectmana(ement team to enab"e effective decision ma-in(. he principa" processes of mana(in(de"ivery) chan(e) >ua"ity) ris-s and issues occur iterative"y throu(hout the De"iver phase.

1* &ana6e !eliver=

"he e#act process for managing delivery will !e dependent on the type, comple#ity andapproach of the project. (est practice guidance is included for reference !elow.

Se>uence

$lan Closean8Revie7

+uthorisethe Pro7ect

!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(eDe"ivery

4eportPro(ress


52/106

eam or person authorised to perform the wor-

Description of the wor-

Product description of products to be produced

+(reed effort) cost and start and end dates

4eportin( arran(ements

&i(noff re>uirements

he definition of what constitutes a fit for purposeE output of the pro7ect must be a(reedbetween the customer and supp"ier. Bse of product descriptions can he"p to forma""y >ua"ifyand >uantify the >ua"ity of de"iverab"es.

@hi"e on sma"" pro7ects) the assi(nment of wor- pac-a(es can be a verba" instruction) it isadvisab"e to -eep a written record to avoid misunderstandin( and a""ow for performanceassessment.

Reference

P4'=52 5&1 G +uthorisin( a @or- Pac-a(e

P4'=52 ,P1 G +cceptin( a @or- Pac-a(e

P4'=52 ,P2 G ecutin( a @or- Pac-a(e


53/106

,* &ana6e Risks

!escription

his process covers the activities necessary to re(ister ris- information and to reduce theimpact of unforeseen events on the pro7ect.

+ ris- is defined as somethin( that may happen at some point in the future which re>uirespositive mana(ement to reduce the "i-e"ihood of it happenin() its impact on the pro7ect) orboth.

Se>uence

)i6ure 1# &ana6in6 t:e Risks

$lan Closean8Revie7

+uthorise

the Pro7ect

!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(eDe"ivery

4eportPro(ress


54/106

Steps

1. 'dentify the ris- +ny member of thepro7ect team

2. 5omp"ete ris- re(istration form ;where used< 4is- author

*. Discuss identified ris- with pro7ect mana(er/pro7ect team.Determine "i-e"ihood and conse>uence ratin(s of the ris-.Bpdate ris- re(istration form with any chan(es to theinformation.

4is- authorPro7ect ,ana(erPro7ect eam

8. 'f ris- is va"id) update ris- "o( with ris- information fromre(istration form. 'f ris- is not va"id then notify ris- raiser andre>uest new information or c"ose ris-.

Pro7ect ,ana(er orPro7ect &upport

$. 'f ris- is a corporate or 5o""e(e "eve" ris-) add the ris- to Dati Pro7ect &upport

6. 5arry out ris- mana(ement activities. For more informationon ris- mana(ement) see section 10.8.

Pro7ect ,ana(erand Pro7ect eam

%. sca"ate the ris- to the net "eve" of authority if it cannot beade>uate"y miti(ated without impact to the pro7ect

Pro7ect ,ana(er

:. Perform re(u"ar monitorin( and review of ris- mana(ement

activity

Pro7ect ,ana(er

and Pro7ect+ssurance

. 'f a ris- becomes an issue G in other words the ris- hasbecome rea"ity it shou"d be mar-ed as an issue and addedto the issue "o(.

Pro7ect ,ana(er orPro7ect &upport

Scalabilit=

rac-in( of pro7ect ris-s must be carried out for each pro7ect. + ris- "o( must be produced for


55/106

5onse>uenceNe6li6ible Insi6nificant &inor &o8erate &a;or Catastrop:ic

#i-e"ihood Certain

(ikel=

$ossible

"nlikel=

Rare

I9possible

+"ternative"y) the standard 4is- #o( temp"ate contains a 4is- 4atin( fie"d with the va"uesbe"ow) based on "i-e"ihood and conse>uence.

&i(nificant

Hi(h

,oderate

#ow

his may be used to determine an appropriate thresho"d for esca"ation of ris-s.

For sma""er pro7ects) use of a ris- re(istration form may be an unnecessary overhead. 't maybe appropriate for ris-s to be entered direct"y into the issue "o( fo""owin( discussion with thepro7ect mana(er.

5are shou"d be ta-en to a""ow sufficient time for ris- mana(ement and monitorin( activities inthe pro7ect p"an.


Escalate


56/106

,. &ana6e Issues

!escription

his process describes how to assess and contro" or miti(ate issues which are affectin( thepro7ect in some way. his process) a"on( with those to mana(e pro7ect chan(e) and pro7ectris-) is carried out iterative"y throu(hout the duration of the pro7ect.

+n issue is defined as somethin( that is happenin( now) which is affectin( the pro7ect in someway and which needs to be active"y dea"t with and reso"ved. he term issue is a"so used todescribe >ueries or su((estions raised durin( the pro7ect

Se>uence

$lan Closean8Revie7


!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(eDe"ivery

4eportPro(ress


57/106

Steps

1. 'dentify the issue +ny member ofthe pro7ect team

2. 5omp"ete issue re(istration form 'ssue author

*. Discuss identified issue with pro7ect mana(er/pro7ect team. 'ssue author /pro7ect mana(er

8. 5arry out impact ana"ysis and a(ree impact ratin( 'ssue raiser /

pro7ect mana(er$. Bpdate the issue re(istration form with any chan(es 'ssue raiser

6. 'f the issue is va"id) update the issue "o(. 'f the issue is aprevious"y identified ris- which has occurred) update the ris- "o(to ref"ect this.

Pro7ect ,ana(eror Pro7ect&upport

%. 5arry out issue mana(ement activities) updatin( the pro7ectp"an with additiona" tas-s and mi"estones as appropriate

Pro7ect ,ana(erand Pro7ect eam

:. sca"ate the issue to the net "eve" of authority if the issuecannot be ade>uate"y reso"ved without impact to the pro7ect

Pro7ect ,ana(er

. Perform re(u"ar monitorin( and review of issue mana(ementactivity

Pro7ect ,ana(erand Pro7ect+ssurance

Scalabilit=

rac-in( of pro7ect issues must be carried out for each pro7ect. +n issue "o( based on thestandard issue "o( temp"ate ;in ,icrosoft +ccess format< must be used for 5"ass + pro7ects.For other pro7ects) a sca"ed down version ;in another format if necessary< may be used at the


58/106

'ssue #o( emp"ate

Reference

P4'=52 5&* G 5apturin( Pro7ect 'ssues

P4'=52 5&8 G aminin( Pro7ect 'ssues

P4'=52 5&: G sca"atin( Pro7ect 'ssues


59/106

,, &ana6e C:an6e!escription

his process describes how chan(es to the pro7ectEs scope) duration or bud(et are ana"ysedand authorised in a contro""ed manner.

Se>uence

)i6ure 1* &ana6in6 C:an6e Control

2enefits

Pro7ects with uncontro""ed chan(e are si(nificant"y more "i-e"y to fai" to meet their

ob7ectives) therefore a ri(orous and systematic approach to chan(e contro" reduces

$lan Closean8Revie7


!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(eDe"ivery

4eport

Pro(ress


60/106


61/106

o @hat are the ris-s and/or the opportunities associated with the chan(eA

o @i"" incorporation of the chan(e have an impact on other ris-s to the pro7ectA

o @hat is the impact of the chan(e on the pro7ectEs business case) and

u"timate"y the benefits of the pro7ectA Cua"ity

o @i"" the chan(e have any impact on the outputs of the pro7ectA

his ba"ancin( act between ris-) cost and time on the one hand) and the potentia" advanta(esand savin(s of the chan(e can be i""ustrated usin( the dia(ram be"ow

)i6ure 1. ? 2alancin6 t:e I9pact an82enefit of $ro;ect C:an6e

+s part of authorisin( the Pro7ect 'nitiationDocument ;see section $.10+uthorise thePro7ect


62/106

,/ &ana6e Qualit=

Se>uence

)i6ure 1, &ana6in6 Qualit=

Cua"ity considerations be(in with discoverin( what the customerEs >ua"ity epectations are.his shou"d be a part of the pro7ect initiation and p"annin( activities.

he approach ta-en by the pro7ect ;see section $.$ Define the Pro7ect +pproach< wi"" affectthe abi"ity of the pro7ect to meet the customerEs >ua"ity epectations. herefore the way thepro7ect see-s to contro" >ua"ity shou"d be tai"ored to the approach.

$lan Closean8Revie7


!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(eDe"ivery

4eportPro(ress


63/106

, Report $ro6ress

!escriptionhis process covers the production of both Hi(h"i(ht and 5hec-point 4eports.

he Hi(h"i(ht report provides the Pro7ect 9oard with information about the status of thepro7ect at the fre>uency defined by the pro7ect board. he Hi(h"i(ht 4eport additiona""y feedsinto pro(ramme status reports which are provided to &,. he dia(ram be"ow shows overa""pro7ect and pro(ramme reportin( structure within the 5o""e(e.


64/106

Se>uence

)i6ure 1 Reportin6 $ro6ress

2enefits

5o""e(e ,ana(ement and the Pro7ect 9oard receive re(u"ar and appropriate

information to (ain assurance the pro7ect is pro(ressin( to p"an and to enab"eeffective decision ma-in(

Deviations from the pro7ect base"ine are hi(h"i(hted ear"y

Inputs

4eportin( structure and timetab"e

Pro7ect P"an

4is- #o(

'ssue #o(

$lan Closean8Revie7


!eliver

4eviewa &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(eDe"ivery

4eportPro(ress


65/106


66/106

Reference

P4'=52 5&2 G +ssessin( Pro(ress

P4'=52 5&$ G 4eviewin( &ta(e &tatus

P4'=52 5&6 G 4eportin( Hi(h"i(hts


67/106

,- Revie7 a Sta6e

!escription

his process covers both the review of a sta(e fo""owin( comp"etion and a"so the activitiesnecessary for on(oin( contro" of the sta(e.

he resu"ts of a sta(e shou"d be reported bac- to those who provided the resources andapproved its eecution so that pro(ress is c"ear"y visib"e to the pro7ect mana(ement team.

Se>uence

)i6ure 1- Revie7in6 a Sta6e

$lan Closean8Revie7


!eliver

4eview

a &ta(e

,ana(e4is-s

,ana(e'ssues

,ana(e5han(e

,ana(eCua"ity

,ana(e

De"ivery

4eportPro(ress


68/106

he Pro7ect 9oard have received the net sta(e p"an and/or eception p"an

Steps

1. amine the impact of the sta(e on the business case) pro7ectp"an) and pro7ect ris-s

Pro7ect ,ana(er

2. 4eview resource uti"isation and future avai"abi"ity Pro7ect ,ana(er

*. amine the impact of approved chan(es on the business case)the pro7ect p"an and pro7ect ris-s

Pro7ect ,ana(er

8. 4eview eterna" deve"opments for any impact on the pro7ect Pro7ect ,ana(er

$. 5ompare actua" pro(ress a(ainst what was ori(ina""y p"anned Pro7ect ,ana(er

6. 'f this review is occurrin( at the end of a sta(e) prepare an nd&ta(e 4eport

Pro7ect ,ana(er

%. 'f this review is occurrin( at the end of a sta(e) submit the nd&ta(e 4eport to the Pro7ect 9oard

Pro7ect ,ana(er

:. 'f this review is occurrin( at the end of a sta(e) (iveauthorisation for the pro7ect to proceed to the net sta(e

Pro7ect 9oard

Scalabilit=

Forma" end sta(e reviews must be carried out for a"" 5"ass + pro7ects. hey are stron("yrecommended for a"" other pro7ects.

2est $ractice

4e(u"ar reviews of sta(e status shou"d be he"d to chec- that the sta(e remains within anyto"erances set by the Pro7ect 9oard when the pro7ect was approved.

'f any "essons "earned have arisen durin( the sta(e) they shou"d be captured at this point and


69/106

/ Close an8 Revie7

he 5"ose and 4eview phase of the "ifecyc"e is concerned with reviewin( the success of thepro7ect) capturin( "essons and best practice which can be app"ied by future pro7ects) anddocumentin( any outstandin( actions.

1* Revie7 t:e $ro;ect

!escription

his process "oo-s at the actua" outcomes and benefits of the pro7ect and the effectiveness ofthe methodo"o(y and approach used durin( the pro7ect. 't can be carried out in para""e" withthe capture of "essons "earned.

Se>uence

Close an8 Revie7

Revie7 t:e$ro;ect 5arry out5"osedown+ctions

'dentifyFo""ow?n+ctions

5apture#essons#earned

Pro7ect 5"osed

!eliver

4eview a&ta(e

Pro7ect9oardDecisionto c"ose


70/106

Steps

1. 4eview pro7ect documentation Pro7ect ,ana(erM

2. 'nterview -ey sta-eho"ders Pro7ect ,ana(erM

*. Prepare end pro7ect report with recommendations Pro7ect ,ana(erM

M 'n certain situations it may be appropriate for an independent reviewer to conduct the reviewof the pro7ect to avoid potentia" conf"icts of interest and a""ow the pro7ect mana(er to providehis/her own persona" feedbac-.

Scalabilit=

Production of an nd Pro7ect 4eport is mandatory for 5"ass + and 5"ass 9 pro7ects) anddiscretionary accordin( to the wishes of the Pro7ect ecutive for 5"ass 5 pro7ects.

2est $ractice

he review shou"d consider the effectiveness of a"" aspects of the pro7ect mana(ementprocess. @herever possib"e the pro7ect team shou"d concentrate on items that can be of use

to future pro7ects. &ome areas to eamine inc"ude

Pro7ect (overnance

How effective was the decision ma-in( processA

@as the composition of the Pro7ect 9oard appropriateA

5ommunications and information f"ow

@ere the activities out"ined in the communication p"an effectiveA

How was the information sent out by the pro7ect received by sta-eho"dersA


71/106

@ere there any unforeseen issues which affected the pro7ectA How were these

mana(edA

@as the contin(ency p"anned for the pro7ect actua""y invo-edA

5han(e 5ontro"

How many chan(es to the pro7ect were raised and how did they affect the success of

the pro7ectA

@ere there any compromises that had to be made as a resu"t of chan(esA

'mpact on the or(anisation

How did the de"ivery of the pro7ect affect the or(anisationA 5onsider the impact on

services or resources durin( the "ife of the pro7ect.

Pro7ect reviews must be time"y. he >ua"ity of information (ained durin( the review wi"" bediminished if the review does not occur within a reasonab"e period of time of the c"ose andreview phase bein( initiated. his is because the pro7ect team may return to the service orshift its focus to the net pro7ect.


nd Pro7ect 4eview 4eport

Reference

P4'=52 5P* G Pro7ect va"uation 4eview


72/106

/* I8entif= (essons (earne8

!escription

his process captures "essons) both positive and ne(ative) to be transferred into the 5o""e(eEsbody of -now"ed(e for future pro7ects. his information wi"" be stored centra""y and increaseover time as pro7ects are comp"eted.

he process may ta-e p"ace in para""e" with that of reviewin( the pro7ect.

Se>uence

)i6ure #1 I8entif=in6 (essons (earnt

2enefits

!eliver

4eview a&ta(e


Close an8 Revie7

4eview thePro7ect

5arry out 5"osedown+ctions

'dentify Fo""ow?n+ctions

Capture (essons(earne8 Pro7ect 5"osed


73/106

Steps

1. 4eview pro7ect documentation Pro7ect ,ana(er

2. 'nterview -ey sta-eho"ders Pro7ect ,ana(er

*. Prepare "essons "earned report with recommendations Pro7ect ,ana(er

8. Pass "essons "earned report to 5apita" Pro7ects ?ffice for centra"stora(e and archivin(

Pro7ect ,ana(er

$. Disseminate "essons "earned to the wider pro7ect mana(ementcommunity and other sta-eho"ders as appropriate

5o""e(e 5apita"Pro7ects ?ffice

Scalabilit=

#essons "earned must be captured by 5"ass + and 5"ass 9 pro7ects. For 5"ass 5 pro7ects)they can be incorporated into the nd Pro7ect 4eport if one is produced.

2est $ractice

'dentification of "essons "earned is an easier process to underta-e if observations about thepro7ect mana(ement process and procedures are made and stored as they occur) throu(h the

"ifetime of the pro7ect. Bse of a #esson #earned #o( can assist with this.

@hen writin( recommendations) the main >uestion to consider is @hat shou"d be donedifferent"y net timeAE

+ny usefu" measurements) techni>ues or statistics which have been used durin( the pro7ectshou"d be inc"uded in the #essons #earned 4eport to assist with future p"annin( andestimatin( activities on other pro7ects.


74/106

/. I8entif= )ollo7?On Actions

!escriptionhis process captures and documents any outstandin( issues which are unab"e to bereso"ved before the forma" c"osure of the pro7ect. hese items wi"" main"y be derived from thepro7ect issue "o() but may a"so inc"ude tas-s from the pro7ect p"an which have not beencarried out.

Se>uence

)i6ure ## I8entif=in6 )ollo7 on Actions

2enefits

&upp"ier and Bser are in a(reement as to the >uantity and severity of outstandin(

!eliver

4eview a&ta(e


Close an8 Revie7

4eview thePro7ect

5arry out 5"osedown+ctions

I8entif= )ollo7?On

Actions

5apture #essons#earned Pro7ect 5"osed


75/106

Steps

1. 4eview the pro7ect p"an) issue "o( and ris- "o( for outstandin(issues and uncomp"eted tas-s

Pro7ect ,ana(er

2. 4eview the business case for any benefits which cannot bemeasured at this sta(e

Pro7ect ,ana(er

*. Bpdate the Fo""ow?n +ctions #ist with the output of steps 1 and2 above

Pro7ect ,ana(er

8. ,a-e recommendations for the reso"ution of outstandin( items Pro7ect ,ana(er

Scalabilit=

+"" pro7ects must produce a "ist of fo""owon actions.

2est $ractice

+t this sta(e) p"ans shou"d be reviewed on a re(u"ar basis by the pro7ect team to ensure that

a"" comp"eted activities are mar-ed. his wi"" ensure that misp"aced effort does not resu"twhen the fo""owon actions "ist is compi"ed.

't is important to distin(uish between those outstandin( issues or actions which can bereso"ved by the operationa" or support areas) and those which shou"d be recommended tobecome future enhancement pro7ects.

'dentifyin( fo""owon actions shou"d not be used as a substitute for comp"etin( a"" the wor-re>uired to be performed by the pro7ect) nor for terminatin( the pro7ect ear"y.


76/106

/, Carr= out Close8o7n Actions

!escription

his process is intended to ensure that the pro7ect is c"osed down in a contro""ed manner andthe de"ivered or deve"oped products and services are si(ned off by and transferred to theappropriate owners.

Se>uence

)i6ure #+ Carr= out Close8o7n Actions

2enefits

Close an8 Revie7

4eview thePro7ect

Carr= outClose8o7n Actions

'dentify Fo""ow?n+ctions

5apture #essons#earned

Pro7ect 5"osed

!eliver

4eview a&ta(e



77/106

Steps

1. Pro7ect 9oard re>uests pro7ect c"osure Pro7ect ecutive

2. 5reate schedu"e of pro7ect c"osedown actions Pro7ect ,ana(er

*. 5arry out pro7ect c"osedown actions Pro7ect ,ana(er Pro7ect eam

8. Bpdate Fo""ow?n +ctions "ist with any outstandin( issues Pro7ect ,ana(er

$. 5omp"ete Pro7ect 5"osure =otification 5hec-"ist Pro7ect ,ana(er

6. &chedu"e and ho"d fina" Pro7ect 9oard meetin( to confirmo +"" aspects of pro7ect are c"osed

o Handover and review arran(ements in p"ace

o Fo""ow?n +ctions and recommendations are accepted by

the appropriate owner) be that user) supp"ier) or user andsupp"ier

o Disbandment of the Pro7ect 9oard itse"f

Pro7ect 9oard

Scalabilit=

+"" pro7ects shou"d comp"ete a Pro7ect 5"osure =otification 5hec-"ist.

2est $ractice

he customer shou"d be ready to support) maintain and further deve"op any products supp"iedby the pro7ect.

+"" sta-eho"ders must be in a(reement that the pro7ect is to be c"osed and that there are nooutstandin( issues) with the eception of those documented in the Fo""ow?n +ctions "ist.

,embers of the pro7ect team must be debriefed and their contribution ac-now"ed(ed.5e"ebrate pro7ect success and (ive reco(nition to teams and individua"s for si(nificantachievements


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$ro;ect &ana6e9ent Tea9 Roles

Pro7ect ro"es can be tai"ored to suit the needs of any pro7ect. ai"orin( may inc"ude combinin(ro"es or dividin( a ro"e between two or more peop"e. he important thin( is that a""responsibi"ities must be he"d by someone. 4esponsibi"ities may be moved from one ro"e toanother) but shou"d never be dropped.

't is important to note that the ro"es of &enior &upp"ier and &enior Bser shou"d not becombined) to avoid potentia" conf"icts of interest.

1* $ro;ect 2oar8

's responsib"e to the Pro7ect and Pro(ramme +ssurance 9oard ;&,< for the overa""

direction and mana(ement of the pro7ect and has responsibi"ity and authority for thepro7ect as described in the Pro7ect Proposa" approved by the &,.

's the pro7ectSs SvoiceS to the 5o""e(e 5ommunity and) where appropriate) the outside

wor"d and it is responsib"e for any pub"icity or other dissemination of informationabout the pro7ect.

For more information on the ro"e of the Pro7ect 9oard throu(h the "ife of the pro7ect seesection.

* $ro;ect Eecutive

's u"timate"y responsib"e for the pro7ect) supported by the &enior Bser and &enior

&upp"ier.

nsures that the pro7ect is focused throu(hout its "ife cyc"e on achievin( its ob7ectives


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Pro7ect +ssurance responsibi"ities can be shared amon(st the Pro7ect 9oard or an

interna" or eterna" member added to the Pro7ect 9oard to carry out some) or a"") ofthe assurance ro"e.

$ro;ect &ana6er nsures that the pro7ect produces the re>uired products) to the re>uired standard of

>ua"ity and within the specified constraints of time and cost.

's responsib"e for the pro7ect producin( a resu"t that is capab"e of achievin( the

benefits defined in the 9usiness 5ase.

- $ro;ect Support

he provision of any Pro7ect &upport on a forma" basis is optiona".

as-s need to be done by the Pro7ect ,ana(er or de"e(ated to a separate body and

this wi"" be driven by the needs of the individua" pro7ect and Pro7ect ,ana(er.

amp"es of activities which cou"d be performed by a Pro7ect &upport function

inc"udeo rac-in( and updatin( of pro7ect or sta(e p"ans

o 5o""atin( ris- and issue information and updatin( "o(s

o Provision of financia" or bud(etary supporto ?wnin( and maintainin( the "ibrary of documentation produced by the pro7ect

Further information on pro7ect mana(ement team ro"es and responsibi"ities can a"so be foundin the ?r(anisation section of P4'=52.


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Corporate or $ro6ra99e &ana6e9ent

$ro;ect 2oar8

Senior "ser Eecutive Senior Supplier

$ro;ect Assurance

$ro;ectTea9s

$ro;ectSupport

$ro;ect&ana6er

- $ro;ect 2oar8 Han8book

his section out"ines the -ey activities and responsibi"ities for the Pro7ect 9oard durin( the "ifeof the pro7ect.

1* Role an8 $urpose of t:e $ro;ect 2oar8

hree interests must be represented onthe Pro7ect 9oard at a"" times.

1. 2usiness;9usiness 5ase< Grepresented by the Pro7ectecutive

he product;s< of the pro7ect shou"dmeet a business need and (ive va"ue formoney. here shou"d be representation

from the business viewpoint to ensurethat these two prere>uisites eist beforecommitment to the pro7ect is made andremain in eistence throu(hout thepro7ect. here is a distinction betweenthe business and the re>uirements ofthose who wi"" use the fina" product;s


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-* $ro;ect 2oar8 Ter9s of Reference

he pro7ect board wi"" brin( to(ether -ey sta-eho"ders from across the 5o""e(e and otherareas to ensure the pro7ect runs effective"y) in particu"ar by

+(reein( the pro7ect p"ans and documentation ;e.(. Pro7ect 9rief) 4is-s and 'ssues

4e(ister


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THE SENIOR RES$ONSI2(E O0NER SRO

he &4? is u"timate"y responsib"e for the pro7ect) supported by the &enior Bser and &enior&upp"ier;s


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,ana(ers and appointed pro7ect assurance ro"es) and a(reein( them with the Pro7ect9oardI

,ana(in( business and pro7ect ris-s) inc"udin( the deve"opment of contin(ency p"ansI

#iaisin( with pro(ramme mana(ement ;where necessary< or re"ated pro7ects to ensurethat wor- is neither over"oo-ed nor dup"icatedI

a-in( responsibi"ity for overa"" pro(ress and use of resources) and initiatin( corrective

action where necessaryI

9ein( responsib"e for chan(e contro" and any re>uired 5onfi(uration ,ana(ementI

4eportin( to the Pro7ect 9oard throu(h Hi(h"i(ht 4eports and sta(e assessmentsI

#iaisin( with the Pro7ect 9oard or its appointed pro7ect assurance ro"es) to assure the

overa"" direction and inte(rity of the pro7ectI

+(reein( technica" and >ua"ity strate(y with appropriate members of the Pro7ect 9oardI Preparin( the #essons #earnt 4eportI

Preparin( any Fo""owon +ction 4ecommendations re>uiredI

Preparin( the nd Pro7ect 4eportI

'dentifyin( and obtainin( any support and advice re>uired for the mana(ement) p"annin(

and contro" of the pro7ectI

9ein( responsib"e for pro7ect administrationI

#iaisin( with any supp"iers or account mana(ers.

-. Role of t:e $ro;ect 2oar8 8urin6 t:e $ro;ect

Appraise and Initiate Phase

+t this point) the Pro7ect 9oard does not forma""y eist. However) there must be a Pro7ectecutive in p"ace in order to steer the Pro7ect Proposa" throu(h to approva" by &,) theother ro"es wi"" not have been forma"ised at this point


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we"" p"anned) they can authorise the pro(ress of the pro7ect on to the net sta(e. However)the Pro7ect 9oard has the ri(ht to refuse to approve the net sta(e if it is unhappy with anyaspect of the previous or prospective sta(e.

+pprova" to proceed to the net sta(e shou"d be forma""y documented within Pro7ect 9oard,inutes.

?nce a pro7ect is underway) the princip"e of ,ana(ement by ception wi"" continue to app"yand if a"" is (oin( we"") Pro7ect 9oards shou"d on"y meet at the end of a sta(e. his howeveris at the discretion of the Pro7ect 9oard. he 9oard may wish to have additiona" meetin(s atcritica" points of the pro7ect) for eamp"e in the "eadup to imp"ementation or "aunch activities)or if the "eve" of issues which re>uire 9oard intervention increases (reat"y.

However) most Pro7ect 9oard members "i-e to have some reassurance that a"" is pro(ressin(we"" durin( the sta(e. For this reason) Pro7ect ,ana(ers wi"" provide Pro7ect 9oard memberswith a re(u"ar Hi(h"i(ht 4eport. Pro7ect 9oard members wi"" use the Hi(h"i(ht 4eport tomonitor sta(e and pro7ect pro(ress.

Pro7ect ,ana(ers may a"so use the Hi(h"i(ht 4eport as a means of informin( Pro7ect 9oardmembers of any potentia" prob"ems so that they are forewarned if any issues arise at a "aterdate. Hi(h"i(ht 4eports may a"so be used) sub7ect to a(reement between the Pro7ect 9oard

and Pro7ect ,ana(er) as a means of esca"atin( issues which re>uire 9oard invo"vement toreso"ve.

Close and Review Phase

+t this point a"" wor- on the pro7ect shou"d be comp"eted and there shou"d be no surprises forthe Pro7ect 9oard. he ro"e of the Pro7ect 9oard is to

5hec- that a"" products have been de"ivered satisfactori"y)

+pprove fina" reports)


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14 Tec:ni>ues

he fo""owin( sections contain detai"s on various techni>ues which may be used in addition tothe pro7ect mana(ement processes detai"ed above. heir use is not mandatory) and notevery pro7ect wi"" re>uire their use) however they are usefu" supportin( aids to the pro7ectmana(er.

1* $ro8uct 2ase8 $lannin6

Product 9ased P"annin( is a p"annin( techni>ue which focuses principa""y on products or

outputs rather than tas-s or activities.

here are three steps invo"ved in product based p"annin(

Definin( a Product 9rea-down &tructure

@ritin( Product Descriptions

Producin( a Product F"ow Dia(ram

Defining a Product Breakdown Structure

+ Product 9rea-down &tructure ;P9&< is a decomposed view of a"" the products that a pro7ectwi"" produce.

Production of the P9& he"ps to define the scope of the pro7ect and (ives the pro7ect team anunderstandin( of what the pro7ect wi"" de"iver. 't can be produced individua""y by the pro7ectmana(er) but it is often beneficia" to invo"ve the pro7ect team) by way of a p"annin( wor-shop.


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Product descriptions describe the detai" of the epected outputs of the pro7ect. hey are ineffect the specification for the product.

ach product description shou"d contain the fo""owin( items

Ite9 !escription Ea9ple

Title he tit"e of the product 'nvitation to ender

$urpose +n ep"anation of the purpose of theproduct

+ forma" document invitin(prospective supp"iers to bid for acontract to supp"y the 5o""e(e

Co9position + "ist of the various parts of theproduct

9ac-(round4e>uirements

&ubmission Process4eview Process etc

)or9at @hat the product shou"d "oo- "i-e Document G bound hard copy

!erivation he sources of information for theproduct

Procurement &trate(yPro7ect Proposa" etc

Qualit=Criteria

@hat >ua"ity measures the productmust meet

,ust be "ess than $0 pa(es "on(,ust use 5o""e(e standard 'temp"ate

Qualit=

&et:o8

@hat method of chec-in( the

productEs >ua"ity is to be used

Cua"ity chec- by Procurement

team

'n practice) product descriptions are usua""y on"y produced for the specia"ist products of apro7ect.

Producing a Product Flow Diagram

he product f"ow dia(ram ;PFD< is a (raphica" representation of the dependencies betweeneach product and the se>uence of their de"ivery he dia(ram shou"d f"ow either top to


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14* Risk &ana6e9ent

Pro7ect mana(ement must contro" and contain ris-s if the pro7ect is to stand a chance of bein(successfu". his section (ives an introduction to the mana(ement of ris- in a pro7ectenvironment.

4is- is defined as uncertainty of outcomeE. 't is important to remember that a certain de(reeof ris- ta-in( is essentia" if or(anisations are to move forward. ,oreover) pro7ects brin( aboutchan(e and chan(e incurs ris-.

I8entif=t:e risks

Evaluatet:e risks

I8entif= an8i9ple9entresponses

I8entif= risk

o7ners

&onitor an8report on risks


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?wners shou"d have the authority to enab"e miti(ation of the ris-) however it is important toreco(nise that in some instances senior mana(ement may not be ab"e to dedicate sufficient

time to ris- mana(ement activities.

Risk !valuation

4is-s shou"d be assessed in terms of their impact and their "i-e"ihood of occurrence.

he impact of some ris-s can be eva"uated in >uantitative terms ;for eamp"e) the 5o""e(emay have to spend an additiona" K100)000 if the pro7ect is de"ayeduire the most ur(ent miti(atin( actions.


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+n additiona" response is 5ontin(ency or 5ontainment. his invo"ves invo-in( actions whichare p"anned and or(anised to come into force as and when the ris- occurs. @hen p"annin(containment actions) there shou"d be a tri((er identified which wi"" "ead to the actions bein(

invo-ed.

"onitoring and Reporting

'n terms of contro" of pro7ect ris-) the ris- "o( is the most important too" avai"ab"e to the pro7ectmana(er. +"" ris-s shou"d be he"d in the ris- "o() and re(u"ar reviews of the informationcontained in it shou"d be carried out as part of the pro7ect reportin( and sta(e contro"processes.

,onitorin( activities may inc"ude chec-in( that the eecution of p"anned actions is havin( thedesired effect) or watchin( for the ear"y si(ns that a ris- is deve"opin(.


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14. 2enefits &ana6e9ent

+ benefit can be defined as a positive outcome of a chan(e. he proposed benefits to bede"ivered by a pro7ect are the compe""in( part of the investment appraisa" process and arestated in the pro7ectEs business case. 9enefits can ta-e many forms) for eamp"e

Financia" benefits) in the form of reduced ependiture or additiona" revenue

&trate(ic benefits) by movin( the or(anisation towards one of its strate(ic aims

'ntan(ib"e benefits) such as improved pub"ic perception of the 5o""e(e.

9enefits ,ana(ement is a series of activities desi(ned to ensure that the outputs of pro7ectsde"iver sustainab"e benefits and va"ue for money to an or(anisation. ,oreover) in the pub"icsector) demonstratin( that benefits are routine"y mana(ed and subse>uent"y rea"ised is a -eyassurance for the "i-es of centra" (overnment and commissionin( authorities.

9enefits mana(ement is typica""y considered as a component of pro(ramme mana(ement)but there are "in-s with the pro7ect mana(ement "ifecyc"e) as shown in the dia(ram be"ow.

On6oin6 2enefitsRevie7 2enefitsI8entification

+ppraise

! 'nitiate

5"ose !

4eview+ppraise

! 'nitiate

5"ose !

4eview


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Pro#ect Deliver$ and Benefits Realisation

't is important to note that de"ivery of pro7ects in themse"ves do not provide benefits. 9enefits

are on"y rea"ised when the outputs of a pro7ect are de"ivered to the or(anisation and theseoutputs are used effective"y. For eamp"e) the benefit of reduced administrative costs by wayof a reduction in data entry can on"y be obtained when the new automated system isde"ivered to users and is used on a daytoday basis. herefore) the de"ivery phase of thepro7ect shou"d a"so inc"ude activities to ensure that products are correct"y handed over andaccepted.

+ctivities such as those mentioned above) which are underta-en to rea"ise benefits) shou"d beowned and comp"eted by members of the service or operationa" area. For trac-in( purposes

they may be he"d in the pro7ect p"an) provided they occur within the timesca"es of the pro7ect.?therwise it is more usua" for benefits rea"isation activities to be monitored at the pro(ramme"eve" usin( the pro(ramme p"an.

ngoing Benefits Review

Fo""owin( comp"etion of the pro7ect) it is vita" to ascertain the effectiveness of its outputs inrea"isin( benefits. + review of the actua" a(ainst the p"anned benefits shou"d be conducted atthe same time as the pro7ect review. However) as there can be a "a( between product

de"ivery and actua" benefits rea"isation) it is important to note that benefits reviews shou"doccur at re(u"ar interva"s fo""owin( the end of the pro7ect.

he 5apita" Pro7ects ?ffice is ab"e to supp"y further detai" on benefits mana(ement andpro(ramme mana(ement) inc"udin( a ran(e of temp"ates) on re>uest.


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Appen8i A C:ecklists an8 Supportin6

&aterialshis section contains chec-"ists to assist with pro7ect mana(ement activities and documents

A1 Outline 2usiness Case

his chec-"ist inc"udes the -ey content re>uired for submission of an ?ut"ine 9usiness 5aseto eterna" commissionin( or approva" bodies) such as the HF5 or the Department for

ducation and &-i""s.

Eecutive su99ar=

+ brief se"fstandin( statement of

he service ob7ectives of the scheme

+ summary of the short"isted options

he resu"ts of the economic and financia" appraisa"s

+ statement of the preferred option ;inc"udin( reasons for its superiority< + statement of commissioner invo"vement and une>uivoca" support for the scheme

Strate6ic contet

Provide an overviewof the ducation strate(y for the "oca" hi(her education system

+ssessment of the case for chan(e in the pattern of services needed to meet) for

eamp"e) commissionin( =on Department Pub"ic 9odies ;=DP9< re>uirements andfuture demand


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5riteria by which options assessed

4easons for ear"y re7ection of options

Description of the short"isted options

'dentification) timin( and assessment of >uantifiab"e benefits associated withshort"isted options

'dentification and assessment of non>uantifiab"e benefits associated with short"isted

options ;usin( wei(htin( and scorin( techni>uesuantification is on"y re>uired for the preferred optionor short"isted options with materia""y different ris- profi"esuate corporate po"icies

Bntrained) poor"y trained or under trained staff

#ac- of operationa" support

Hea"th and safety compromised


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A. Sa9ple RA' Re8?A9ber?'reen Status !efinitions

hese definitions may be used when a 4+ status is re>uired for reportin( purposes. =otethat the criteria for each status shou"d be a(reed between Pro7ect 9oard and Pro7ect ,ana(eras part of the Pro7ect +uthorisation process ;see section $.10


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Re8 A9ber 'reen

0orkstrea9C:eck

point

Rep

ort

&ilestone!ates

ey mi"estone isforecast to de"ivermore then a wee%late

hreat that the -eymi"estone de"iverydate wi"" not bemet

ey mi"estone isdue to de"iver withinthe a(reedtimesca"e

M,ar- a mi"estone as 9"ueif it has been comp"eted.


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Appen8i 2 '

lossar=

9ase"ine

+ snapshot of a pro7ectta-en at a specificpoint in time ;foreamp"e fo""owin(approva" of the Pro7ect'nitiation Document< to(ive a startin( point for

the measurement ofpro(ress

9ase"ined

Denotin( a product ordocument which hasbeen produced and issub7ect to chan(econtro"

9+B 9usiness +s Bsua"

9enefit+ positive outcome thepro7ect is bein(underta-en to de"iver

9enefits,ana(ement

+ctivities which ensurebenefits are identified)p"anned) de"ivered andreviewed

5ontin(ency ;2

Documents

Goldsmiths Project Management Manual