PROJECT MANAGEMENT FRAMEWORK

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1 PROJECT MANAGEMENT FRAMEWORK

2 DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to CEO Internal Audit Committee Council DATE ADOPTED: 24/11/2015 VERSION NUMBER: 1 REVIEW DATE: 24/11/2016 DATE RESCINDED: RELATED STRATEGIC DOCUMENTS, POLICIES OR PROCEDURES: Council Plan Contract Management Framework (to be developed) Long Term Financial Plan Annual budget Communications and Community Engagement Policy Compliance Policy Engagement of Contractors Policy and Compliant Contractors Guidelines Government Stakeholder Engagement Policy and Procedure Levels of Authority Procurement Policy and Procedure Records Management Policy Risk Management Policy Staff and Contractors Code of Conduct RELATED LEGISLATION: EVIDENCE OF APPROVAL: Signed by Chief Executive Officer FILE LOCATION: K:\EXECUTIV\Strategic documents\current\str Project Management Framework v1.docx Strategic documents are amended from time to time, therefore you should not rely on a printed copy being the current version. Please consult the Loddon Shire website to ensure that the version you are using is up to date. This document is available in alternative formats (e.g. larger font) if requested.

3 CONTENTS 1 PURPOSE SCOPE BUDGET IMPLICATIONS RISK ANALYSIS DEFINITIONS OF TERMS OR ABBREVIATIONS USED PROJECT MANAGEMENT OVERVIEW Principles Document templates to be used Project Management Checklist Process to be followed for all projects Timeline PROJECT INITIATION Purpose Developing a case for the project Preliminary proposal (minor projects) Business case (major projects) Approval PROJECT/CONTRACTOR BRIEF PROJECT PLANNING Purpose of plan Developing a project plan Tasks and timing Resources Financial Quality Risk Governance Status reporting and monitoring Communications Procurement Implementation Maintenance and review activities Approval of project plan PROJECT EXECUTION Time management Cost management Quality Variations Risk Management Procurement Communications Managing stakeholders... 11

4 11 MONITORING AND REPORTING Project status reports PROJECT CLOSURE Project completion Project evaluation Approval RECORD KEEPING Purpose Records Projects register TRAINING AND SUPPORT COSTING AND FUNDING OF ACTIONS APPENDIX 1: PROJECT MANAGEMENT CHECKLIST APPENDIX 2: PRELIMINARY PROPOSAL... 1 APPENDIX 3: BUSINESS CASE... 1 APPENDIX 4: PROJECT PLAN... 1 APPENDIX 5: PROJECT BRIEF... 1 APPENDIX 6: PROJECT STATUS REPORT... 1 APPENDIX 7: PROJECT VARIATION REQUEST... 1 APPENDIX 8: PROJECT CLOSURE REPORT... 1

5 1 PURPOSE This framework incorporates formal policies, procedures and relevant checklists to govern the initiation, execution, implementation, evaluation and review of projects. The framework was established as a result of an Internal Audit Review of Project Management and is designed to help staff by providing consistency in processes to improve project planning, delivery, and monitoring of all Council projects across all business units. It will assist project managers with guidance to meet Council expectations for successful and timely delivery of projects, and achievement of project outcomes and objectives. 2 SCOPE The Project Management Framework applies to all Council staff responsible for delivering any Council project. The framework will take into account the nature and size of different projects to determine the complexity of the required documentation and reporting requirements. If a project requires any exemption from, or variation to, the processes and documentation in this framework, prior approval must be obtained from the relevant director in order for the project to proceed. This may be the case for some road infrastructure projects. The in-house development of strategic documents and policies by Council staff are not considered projects within this framework. Publication, relevant training and review of the framework will follow Council s Strategic Document, Policy and Procedure Framework. 3 BUDGET IMPLICATIONS The framework will be implemented using existing Council resources. In relation to any information technology solutions for the proposed project register, it is expected that acquisition and implementation of software will be included with the broader corporate systems software implementation project. 4 RISK ANALYSIS Implementation of a comprehensive framework for project management will reduce a wide range of risks to Council that are caused by failure to properly manage and deliver projects, including delays to delivery, unexpected cost overruns, failure to meet project objectives, managing stakeholder expectations, and poor record keeping. Page 1 of 16

6 5 DEFINITIONS OF TERMS OR ABBREVIATIONS USED Term Definition Major project Total value of the project is greater than $100,000. OR Minor project Project Project superintendent The project will result in potentially high ongoing maintenance or costs to Council (regardless of its total value). Total value of project is between $10,000 and $100,000. For the purposes of this framework, a project is a series of tasks with a commencement and completion date, with clearly defined outputs and outcomes. Examples of projects within the framework include: all capital works IT or equipment acquisitions re-sheet or re-seal programs fleet/plant replacement programs tracks and trails construction of community infrastructure Does not include in-house development of strategic documents and policies by Council staff. The person nominated to control the project. 6 PROJECT MANAGEMENT OVERVIEW 6.1 Principles Page 2 of 16 Refer to the Levels of Authority document for specific requirements relating to contract limits. Key principles of effective management of projects are: 1. Project decisions are integrated with organisational strategic planning. 2. Project planning decisions are based on an understanding of the design considerations, evaluation of alternatives which incorporate life cycle costs, benefits and risks of ownership for project deliverables. 3. An effective internal control structure is established to manage the projects. This Project Management Framework addresses these principles by providing guidance for staff about matters that need to be taken into account when managing a project, and policies, procedures, templates and relevant checklists, to facilitate: effective and consistent project management across the organisation appropriate project governance effective change, communication and risk management improvement to Council s project methodology through the use of post implementation reviews. 6.2 Document templates to be used The following templates are located in K:\Templates and are required to be used for all Council projects, in accordance with the process in section Preliminary Project Proposal

7 2. Business Case 3. Project Plan 4. Project Brief 5. Project Status Report 6. Terms of reference for committees 7. Project Variation Request 8. Project Closure Report review and evaluation 6.3 Project Management Checklist The Project Management Checklist (Appendix 1) includes reminders of the process that should be followed by all Council projects in accordance with this framework. 6.4 Process to be followed for all projects Minor project: Total value of project is between $10,000 and $100,000 Major project: Total value of the project is greater than $100,000 OR The project will result in potentially high ongoing maintenance or costs to Council (regardless of total value). To avoid unnecessarily complex work in the project initiation stage, a minor project only requires the preparation of a simple Preliminary Proposal. Major projects require a Business Case to be prepared. After the initiation phase, the same documents will be required: the only difference between requirements for minor and major projects is the level of detail in each of the documents, and the complexity of project activities. Project phase When required Document Approval INITIATION Long Term Financial Plan MINOR PROJECT Preliminary Proposal OR MAJOR PROJECT Business Case MEG PLANNING Budget Project Plan MEG EXECUTION EXECUTION EVALUATION AND REVIEW For external parties completing tasks Throughout project After project outcomes are delivered Project Brief OR Tender and contract (refer Contract Management Framework) Project Status Reports Project Variation Requests Project Closure Report Project superintendent Project superintendent MEG Page 3 of 16

8 6.5 Timeline INITIATION PLANNING EXECUTION EVALUATION AND REVIEW TIMING Up to 10 years in advance of project delivery By due date of budget for year of project commencement For the term of project delivery After project delivery DOCUMENTS Preliminary Proposal Or Business Case Project Plan Project Plan Project Brief or Tender/Contract (if using external providers) Project Status Reports (as needed) Project Closure Report Project Variation Requests (as needed) PURPOSE To get project onto 10 year Long Term Financial Plan To get project onto next year s annual budget Monitoring and controlling activities to deliver project Check that the benefits of project are fully delivered NOTES Prepare documents as soon as need for project is realised, e.g. actions from strategy or program after Council adoption During implementation of this framework, even if project is already in budget but not underway, a project plan should be prepared. Plan must be continually updated throughout project as changes occur to items such as risks, costs, timing, resources, stakeholder issues. Improvements to Project Delivery Framework are identified and updated. Page 4 of 16

9 7 PROJECT INITIATION 7.1 Purpose Councils make significant investment decisions on behalf of the community. In order to meet its obligations for sound financial management, Council must demonstrate its focus on community priorities and offer value-for-money to ratepayers. Projects are normally undertaken as a result of a business decision by Council. Rigorous business cases supporting proposed works, together with effective planning and review, provide assurance that prudent investment decisions are made in line with Council s objectives. Project initiation involves identifying the problem or opportunity, the agreed solution, and outlining a project to deliver the solution. To minimise the risk that Council might undertake a project that is not in support of its Council Plan, project initiation may also involve feasibility studies, needs analysis, risk assessments, and analysis of the impact on the Council s ability to deliver current projects. Once the initiation documentation is approved, the project will be included in Council s Long Term Financial Plan. 7.2 Developing a case for the project Depending on the nature of the project, a preliminary proposal or a business case may need to be developed Preliminary proposal (minor projects) A preliminary proposal for new work in line with the Council Plan must provide sufficient information to enable Council to seek funding and prepare a project plan. It contains similar information to a business case, but does not require as much detail. The proposal provides the initial justification and enables an in-principle decision to be made whether to proceed to a project plan. It will take into account stakeholder views and evidence where available. The objectives identified in the preliminary proposal and carried through the planning, execution and implementation stages should be able to be measured and monitored, and outcomes able to be evaluated through an audit of the project, once implemented Business case (major projects) Preparing the business case is a more substantial task. It will include many elements of a project plan, but with less in-depth analysis and detail. Although most of the business case will be able to be prepared by Council staff, some research or consultant work may also be necessary to prepare expert analysis. Council staff may develop standard business cases for repeated projects such as gravel resheets, with some sections pre-populated and other sections (e.g. options analysis, risks, stakeholders) that need to be completed each time. Development of a business case includes: detailing the vision, objectives, scope and deliverables of the project defining the nature and size of the problem or opportunity the project will address establishing why Council should be involved in delivering a solution rather than leaving it to others analysing potential options (and documenting potential benefits and costs to relevant stakeholders, risks and issues of each). Are there are any windows of opportunity for Page 5 of 16

10 achieving them? This will demonstrate that alternatives have been considered where appropriate identifying key stakeholders assessing political or stakeholder support or resistance, based on effective consultation with stakeholders. Where appropriate, stakeholders should be consulted to provide information about matters such as feasible options or impacts on business or community recommending a solution and basic implementation plan, including: o a summarised plan of activities o roles and responsibilities o a high level timetable o resources (including potential contractors where relevant) o estimates of potential costs and identification of any procurement obligations, e.g. number and type of quotes, evaluation processes necessary and procedures for obtaining the required financial approvals o funding required to undertake the project o any subsequent maintenance and whole of life costing o risks and relevant treatments/issues/planning assumptions and constraints o proposed performance measurement and payment mechanisms. Depending on the anticipated complexity of the project, a feasibility study may be required to support the business case by assessing whether the recommended solution could achieve the benefits, estimated costs are reasonable, solution is achievable, risks are acceptable and potential issues are manageable. 7.3 Approval The preliminary proposal or business case must be approved by the Management Executive Group to ensure the project fits with the Council Plan, has been initiated effectively, and provides an audit trail for the review and approval of project initiations. Following approval, the project will be included in Council s Long Term Financial Plan. 8 PROJECT/CONTRACTOR BRIEF Council reference: Engagement of Contractors Policy Compliant Contractors Guidelines The Engagement of Contractors Policy and accompanying Compliant Contractors Guidelines must be adhered to, to ensure that all contractors engaged by Council are aware of and comply with minimum standards to mitigate risk with contractors activities undertaken on behalf of Council. If a contractor is engaged to assist in the development of a proposal or business case, or carry out a part of a project, the template project brief should be used to ensure that standard criteria are addressed, including: objectives of the work and expected outputs the tasks expected to be completed by the contractor and methodology they will use any out of scope details timeframe for completion governance requirements or considerations criteria for acceptance of deliverables cost structure and payment arrangements a requirement for the contractor to have appropriate liability and other insurance cover and to meet any other legal obligations relevant to the work. Page 6 of 16

11 9 PROJECT PLANNING 9.1 Purpose of plan Project planning is the most important phase in project management. It helps to reduce the risk of project failure by assisting with prioritisation of projects, resource needs and allocation over the project lifecycle, minimising conflicts with other projects, and promoting understanding of the financial and other constraints on the project and project team members. It allows everyone concerned with the project to have the same understanding about the project, and will reveal any misunderstandings or contradictory assumptions about the project at an early point in the process, and expose technical and practical details that have been missed or under-estimated. A project plan expands on a preliminary proposal or business case, and contains all of the information necessary to deliver the project, and: defines the project, its scope, objectives, timeframes, methodology and tasks justifies the project identifies resources needed, and secures funding for the project defines the roles and responsibilities of project participants and gives them the information they need to be productive and effective from the outset analyses project risks and identifies actions to mitigate them manages expectations of key stakeholders by providing clarity about the project deliverables allows for a proper performance evaluation of the project at completion. Once the project plan is approved, the project will be included in Council s Budget. 9.2 Developing a project plan Project plans are the working documents for project managers throughout the delivery of a project, and must be updated continually to remain current (particularly for changeable elements such as risk management, communications plans, stakeholder management). Any nonnegotiable givens should be clearly identified in the plan, and not assumed. The following components of a detailed plan will help to ensure the activities to deliver the project are properly sequenced, resourced, executed and controlled Tasks and timing Identify the phases/activities/tasks to be undertaken, an assessment of the effort required to undertake them, the sequencing of tasks and allocation of resources for each task. Consider whether the project can be broken down into smaller phases or sub-projects to assist planning and control. Project phases should have defined milestones and decision points, and mid-project reviews should be built in at significant points to allow consideration of scope, resources, or whether to proceed with the next work phase. A project schedule (or work breakdown structure) should result from this process and be the primary tool used by the project manager to monitor and manage progress. This should be a complete set of tasks with a linking structure that explains how individual tasks fit together (or are managed in parallel) to deliver a project. This will help identify how delays or time savings will impact on milestones and project delivery. It is important that the project manager establish and maintain a work breakdown schedule as a Gantt chart or a similar recognised project management tool. Page 7 of 16

12 9.2.2 Resources Calculate the types of resources, quantities of each resource type, roles/responsibilities/skillsets (for human resources) and specifications for other resource types (i.e. equipment and materials). Plan the timing of when these resources will be needed for relevant activities within the project Financial Identify the level of funding required for each stage of the project, allowing the project manager to monitor budget v actual at all stages of the project Quality Ensure the quality expectations are clearly defined (quality targets), can be achieved and are documented, including any relevant standards or legal requirements Risk Council reference: Risk Management Policy Managing risk is an integral part of Council activities. The difference between a project delivering intended benefits and one that does not can often depend on the way that project delivery risks are managed. Document and assess foreseeable project risks, and identify actions to be taken to prevent or minimise them. Any mitigating action plans should be incorporated into the tasks and timing for the project (refer Tasks and timing). Maintain an up to date risk register in the project plan, and ensure that any strategic risks are submitted for inclusion in Council s risk register for monitoring at a higher level Governance Council reference: Staff and Contractors Code of Conduct Identify how the project will be managed and directed, setting out Council or management responsibilities, establishing the project team and any steering committees or stakeholder/advisory groups. Members of the project team should have clearly defined roles and assigned activities with expected timeframes. Job descriptions may need to be documented for each project role if tasks are project-specific, and individuals should be selected based on an assessment of relevant skills and experience. For any reference groups or steering committees, establish terms of reference to ensure mutual understanding of roles and responsibilities of each group. Any conflicts of interest for members of the project team, reference groups or steering committees should be documented and acknowledged at decision points of the project (refer Council s Staff and Contractors Code of Conduct for conflict of interest guidance) Status reporting and monitoring Monitoring of a project requires milestones to be set in the project plan that are frequent enough to enable checking and correction of progress, and involves regular reviews and reporting. Page 8 of 16

13 9.2.8 Communications Council reference: Communications and Community Engagement Policy Social Media Policy Social Media Post Submission and Approval Procedure Identify how key stakeholders are engaged, consulted, and kept informed about project progress. For some projects, it may be appropriate to convene focus groups (internal and external) to draw on expertise of others when developing the plan. This will engage stakeholders to understand the project from the beginning and minimise the risk of later scope changes as the project proceeds Procurement Council reference: Levels of Authority Procurement Policy Identify those elements of the project to be supplied by external suppliers and include any processes to meet Council s procurement policy and legal obligations Implementation Project activities and phases should include any tasks required to fully implement the project, including handover of responsibilities to another party (for example, consider the establishment of management agreements or committees of management) Maintenance and review activities Depending on the nature of the project, consider whether a review (for example, of management arrangements for a facility) may be required and when, and whether there are any specific events or actions that should trigger a review. Document any need for ongoing maintenance and the expected responsibility for, frequency, cost and timeframe of likely maintenance actions. 9.3 Approval of project plan Final approval of the project plan is to be granted by the Management Executive Group prior to commencement of the project, to verify the project has been effectively planned and continues to fit with the Council Plan. Once the project plan is approved, the project will be included in the budget for the years the project is expected to take place. 10 PROJECT EXECUTION The execution phase of project management involves monitoring and controlling the activities needed to deliver the project, and the production of each project deliverable to the satisfaction of stakeholders Time management It is important that the project manager establish and maintain a work breakdown schedule as a Gantt chart or a similar recognised project management tool. Tasks are completed within the planned timeframe (according to the work breakdown structure, refer Tasks and timing) for each task or phase, and corrective action is taken for any delays. Page 9 of 16

14 Time spent by team members is recorded against activities where it is necessary to record those costs against a project budget. This must be determined in the project plan Cost management Budget reviews are undertaken as part of project status reviews in accordance with the periods scheduled in the project plan, to check whether budgetary targets are being met. The relevant director should be involved in reviews and will be required to approve any variations within their delegated authority. Costs incurred in the project are formally identified and approved before payment. Expense claims should be approved by the project manager (or appropriate financial delegate). Any potential over-expenditure is identified and actions taken to adjust project spending, or a budget variation is submitted to the Finance team for approval Quality Ensure that the quality of the deliverable is assured and controlled. Quality reviews should be undertaken where appropriate as part of Project Status Reports (refer 11.1) Variations Changes to the project scope, deliverables, timescales or resources should be formally defined, evaluated and approved prior to their implementation. A project variation request must be completed and approved for any changes in scope, estimated cost or duration of a project. The project manager must seek approval of the variation by the project superintendent or project manager s director, CEO or Council (according to the Levels of Authority) before proceeding with any changes. The approved variation must be kept with the project plan. The project plan should be amended to reflect any changes. The plan allows everyone involved to access the current, common understanding of the project, and if the content changes, all involved in the project should be advised. Any budget changes in a project variation request can also be submitted to the Finance team in place of a budget variation form Risk Management Council reference: Risk Management Policy Formal identification, quantification and management of risk should occur at the strategic and operational level throughout the project execution phase. The risk analysis section of the project plan should be updated with any new or changed risks as the project progresses. Strategic risks relating to the project should be provided to the Manager Organisational Development for inclusion in Council s risk register Procurement Council reference: Levels of Authority Procurement Policy Procurement tasks must be carried out in accordance with Council s Procurement Policy and Procedure and Levels of Authority strategic document. Any product sourced from an external supplier should be based on an approved purchase order (verified supplier) or in accordance with the conditions of the contract for a larger project. Page 10 of 16

15 Communications Council reference: Communications and Community Engagement Policy Social Media Policy Social Media Post Submission and Approval Procedure Project status reports (refer section 11.1) should be used as one tool to communicate the status of the project to stakeholders, including updating the relevant director or Management Executive Group, depending on how critical to Council s goal/budget the project status is (e.g. delays, cost increases, community concerns) Managing stakeholders Council reference: Government Stakeholder Engagement Policy and Procedure The following guidelines may assist staff in managing stakeholders to optimise project delivery. Identifying stakeholders: Identify relevant stakeholders and ensure contact lists are kept up to date during the course of the project. Identification should first occur at the beginning of a project (i.e. at the project initiation stage). Check stakeholder lists with experienced staff and or other relevant external contacts to ensure that all relevant stakeholders have been identified for the project. Informing stakeholders: Contact stakeholders by preferred methods e.g. , letters and or hard copy letters as appropriate. Formal letters may be necessary for certain matters, e.g. when seeking endorsement or formal comment. Timing of contact will be determined by the stage of the project. Always acknowledge quickly, s especially, even if we cannot give answers immediately. This is important to Council s credibility. Ensure that what we are requesting from stakeholders is clear and concise. For example, when requesting comments, setting specific questions for respondents to answer can be a useful way to focus and manage the way stakeholders respond. Managing response times: Ensure that response times requested are reasonable based on past experience and that the respond by date is made clear. Prior to the due date for responses, make contact with all stakeholders who have yet to respond and establish when a response should be received. Where key stakeholders have not responded by a due date, make contact with them. Where feasible, provide feedback to stakeholders on the extent to which any responses from them have been incorporated into the project. Prepare a summary report on all submissions ensuring that all respondents can see their views addressed in the report. Managing stakeholder expectations: Ensure that the scope of the project is made clear to stakeholders and outline what options might be feasible. It is recommended that input is obtained from stakeholders during the development of the scope. Ensure that varying stakeholder views are respected and given opportunity to be expressed at relevant forums. Keep stakeholders informed of revisions to scope or delivery time of the project as they occur, so there are no surprises or misunderstandings. Project completion: Advise stakeholders of project completion and outcomes, preferably within one month of completion of a project. Page 11 of 16

16 11 MONITORING AND REPORTING The success of most projects is highly dependent on making sure that project tasks and stages are delivered as planned and to the project sponsors and/or stakeholders expectations. Project managers are responsible for routinely monitoring progress on a project, tracking the differences between what was planned and what is actually happening. This includes whether start and finish dates for activities are being met, how cost estimates are working out in reality, whether planned resource requirements are matching actual use, and whether the expected outputs are being achieved. The project manager should also take a realistic look ahead and assess issues that are likely to cause changes to the project plan. Quality assurance should be applied by the project team for verification and tracking of all tasks that have been allocated to each project participant (including contractors and external consultants). Project reporting and monitoring activities must be set and checked-off in the project plan to provide evidence that they have occurred. Regular project team meetings should be scheduled in the project plan for monitoring activities. Additional meetings may be needed during critical phases of the project, or if: there are outstanding actions from previous status reports to be completed there are changes to project scope or milestones, cost or resource availability there are stakeholder issues that need to be addressed new issues or risks arise. For larger projects where contract conditions provide, monitoring and reporting of the contract is achieved through contract provisions such as Practical Completion, Defects Liability Period and Final Completion Certificate. Project monitoring may also involve evaluating, at key milestones and decision points, whether to proceed, modify, or in some cases, if a key objective cannot be achieved, abandon the project Project status reports Template project status reports must be prepared for projects during the execution, implementation and finalisation phases. Project status reports must be scheduled at a frequency that will be valuable to the management of the project according to its duration and complexity. The reports must identify whether milestones and budgets have been met. If milestones have not been met, template project variation requests must accompany the status reports for approval, detailing actions to reduce time or budget overruns and setting revised targets. The reports should also address (for the status review period): how quality management obligations have been or are being met updates for current risk identification and mitigation actions a report of any communications with stakeholders that have occurred. The frequency, content and extent of reporting should be determined based on the nature and size of the project, and scheduled as actions in the approved project plan. Project status reports should be discussed by the project team and steering committee or review group (as identified in the Project Plan), and be provided to the relevant director or the Management Executive Group (depending on the nature of the project) for review and approval. Page 12 of 16

17 All project status reports must be retained with the project plan, electronically and/or in hard copy. This will provide a history of the management of the project and will form part of the project closure and post-implementation review. 12 PROJECT CLOSURE Project closure involves a series of activities to wind up the project and ensure the benefits are fully realised by the customer/stakeholders. Findings from evaluation and assessment will also help Council improve its efficiency and consistency in project management over time Project completion The following activities to wind up a project should be formally documented in the template project closure report: assessing whether the project completion criteria has been met identifying any outstanding items producing a handover/transition plan communicating closure to stakeholders and interested parties 12.2 Project evaluation A post-implementation review should be conducted to determine if the project objectives have been met, and to document what went well and the issues/challenges encountered. It should also capture any remaining or on-going tasks for the project. An assessment of the project team and/or contractor s ability to deliver projects within the allocated budget, time and resources can assist management in continuously improving the project management framework. The following evaluation activities should be formally documented in the template project closure report: reviewing the overall success of the project by determining how well it performed against the defined objectives and conformed to requirements of this project management framework. Any exceptional performance of project team members can be recognised, and any skills gaps relating to project management can be identified and addressed assessing lessons learnt from the project and how that learning can be translated/used for future projects, particularly for similar projects. Project evaluation can best be achieved by having a cross-functional team, made up of individuals from departments across Council, so that all Council functions are considered, evaluation is transparent and objective, and the team is made up of different skill sets. The selection of individuals will vary depending on the project being evaluated, but consideration should be given to including: the project manager s director finance personnel team leader for outdoor works Manager Information or delegate Manager Organisational Development or delegate Any conflicts of interest in the team must be stated and recorded for full disclosure (refer Council s Staff and Contractors Code of Conduct for conflict of interest guidance). Page 13 of 16

18 12.3 Approval The project closure report must be provided to the Management Executive Group for review and sign-off to enable appropriate actions to be taken where required (such as providing more training, or discontinuing the use of under-performing contractors). 13 RECORD KEEPING Council reference: Records Management Policy Complete and accurate records should be an integral part of project management. This section sets the requirements that all project managers must follow to overcome inconsistencies in the level and type of records kept in both the hardcopy files and records management system. Refer also to the record keeping requirements in the Contract Management Framework where contracts are part of the project Purpose All records (both hardcopy or electronic) created or received during all phases of a project should be captured in Council s record keeping system. This will enable Council to: ensure that evidence of business and project management activities can be easily located provide accountable, efficient and effective project outcomes ensure consistency, continuity and productivity in managing stakeholders support policy formulation and management decision making ensure compliance with legislative and regulatory requirements ensure an audit trail is maintained to support the Council where litigation may be involved Records The records that must be retained and kept together in a folder (on the electronic records management system and/or hardcopy) for each project include (but are not limited to): all documents required in accordance with this framework from initiation to closure and evaluation, including copies of approved variation requests and approved project status reports documents developed as part of the project plan, such as work breakdown structures and risk management registers for the project budget bids or variations correspondence and media relating to the project copies of milestone or other reports to Council, steering groups or other governance arrangements At the completion of the project, unnecessary working drafts of documents should be removed or deleted, and a set of final documents should be combined to create a complete file on the project Projects register A projects register will enable key information on projects to be formally captured and used for reporting purposes. The register must be updated constantly, to reflect project status following variations and reviews. Page 14 of 16

19 A register maintained for all Council projects would provide a full and comprehensive listing that can be used to generate reports about all of the projects that are planned, currently in progress and/or that have been completed. It also allows management to assess potential sources and implication of risks caused by interdependencies between projects. Information to be included on register Item Description Project name Council Plan reference Project type Major or minor Project manager Name and position of staff member responsible for delivering project Total cost Budgeted (while incomplete) or actual (completed project) Duration Start date and end date ( estimated whilst in progress, actual when complete) Stage of project Initiation, Execution/in progress, Closed Links to other projects List any projects that this project is dependent upon, or which depend on this project Key stakeholders List stakeholders that have an impact or are impacted by project Status reporting Scheduled dates for status reports from project plan signed off when each report is approved indication of whether project is on target Closure Outcomes of project evaluation lessons learnt, changes to policies or frameworks as a result of findings (Note: The Director Operations is investigating project and contract management software options and will incorporate consideration of the data elements identified for a project register. Functionality of reporting should be proportionate to their value to Council how often will reports be used, what data is necessary, etc.) 14 TRAINING AND SUPPORT Training about this Project Management Framework will be provided to all staff required to manage projects. Other training will be made available to relevant staff, where required, on the processes required for effective project management. Where relevant, project managers should have skills in the following areas: the capital evaluation framework and project initiation and planning processes project management budgeting and cash flow analysis time management contract management risk assessment and mitigation. Page 15 of 16

20 15 COSTING AND FUNDING OF ACTIONS Action 1. Implementation of Project Management Framework, policies and procedures 2. Establishment of projects register 3. Training and support relating to framework Cost of project Total expected funding Net cost to Council Proposed funding source Completion timeframe In-house Nil Nil Council Approval by Council September 2015 Costs to be identified as part of corporate IT system To be determined To be determined Council With corporate IT system In-house Nil Nil Council Upon implementation and ongoing Page 16 of 16

21 APPENDIX 1: PROJECT MANAGEMENT CHECKLIST

22

23 Page 1 of 2 APPENDIX 2: PRELIMINARY PROPOSAL

24 Page 2 of 2

25 Page 1 of 8 APPENDIX 3: BUSINESS CASE

26 Page 2 of 8

27 Page 3 of 8

28 Page 4 of 8

29 Page 5 of 8

30 Page 6 of 8

31 Page 7 of 8

32 Page 8 of 8

33 Page 1 of 12 APPENDIX 4: PROJECT PLAN

34 Page 2 of 12

35 Page 3 of 12

36 Page 4 of 12

37 Page 5 of 12

38 Page 6 of 12

39 Page 7 of 12

40 Page 8 of 12

41 Page 9 of 12

42 Page 10 of 12

43 Page 11 of 12

44 Page 12 of 12

45 Page 1 of 14 APPENDIX 5: PROJECT BRIEF

46 Page 2 of 14

47 Page 3 of 14

48 Page 4 of 14

49 Page 5 of 14

50 Page 6 of 14

51 Page 7 of 14

52 Page 8 of 14

53 Page 9 of 14

54 Page 10 of 14

55 Page 11 of 14

56 Page 12 of 14

57 Page 13 of 14

58 Page 14 of 14

59 Page 1 of 3 APPENDIX 6: PROJECT STATUS REPORT

60 Page 2 of 3

61 Page 3 of 3

62 Page 1 of 3 APPENDIX 7: PROJECT VARIATION REQUEST

63 Page 2 of 3

64 Page 3 of 3

65 Page 1 of 3 APPENDIX 8: PROJECT CLOSURE REPORT

66 Page 2 of 3

67 Page 3 of 3

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