Project Management Framework

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1 Information Services Project Management Framework October 2003 Document ID No. Page 1 of 1

2 Contents 1. Introduction Page 3 2. Use of Framework Page 3 3. Project Register and Monitoring Page 4 4. Project Roles Page 4 5. Project Initiation Page 5 6. Authorisation Page 7 7. Project Planning Page 8 8. Project Implementation Page 9 9. Handling Project Changes and Project Problems Page Project Close and Post Implementation Review Page Acknowledgements / Bibliography Page 12 Appendix A Template for Project Proposal Page 13 Appendix B Template for Project Plan Page 14 Appendix C Template for Risk Register Page 15 Appendix D Template for Project Monitoring Report Page 16 Appendix E Template for SMT Overview Report Page 16 Appendix F - Template for Project Exit Strategy Page 17 Appendix G - Template for Post Implementation Review Page 17 Appendix H - Stages in Project Life Cycle Page 18 Document ID No. Page 2 of 2

3 1. Introduction This document sets out the project management framework for Information Services. It draws on existing methodologies and frameworks, but is customised to reflect the context of how Information Services operates. 2. Use of the Framework 2.1 Framework structure The framework is structured to reflect the major stages in a project life span: Project Initiation (Project Proposal) Project Planning (Project Plan) Project Implementation (Project Monitoring Reports) Project Close and Review (Project Exit Strategy and Post Implementation Review) A flow chart illustrating the stages can be found at Appendix H. 2.2 When the framework should be used An activity is defined as a project if it has one or more of the following characteristics: It is a one-time undertaking (not part of routine) It has a start and end date. The framework should be used for projects that have one or more of the following characteristics: - More than 8 weeks of total staff time will be required Additional staffing will be required (either during or post project) The project will impact upon the work of other teams / sections / divisions (during or after project) Non-staff funds over 2,000 will be required The project will result in the implementation of a new or substantially changed service The project is initiated in response to an external invitation to bid for funds. The members of staff authorised to initiate a project proposal will normally be: Team Leaders, Section Heads, Assistant Directors and Director. The framework is designed to cover different sizes and types of project. Therefore some elements will not be appropriate for every project. Judgment will be needed on which elements should be used. In particular it will not be necessary to supply information under all headings in the document templates if not relevant to the project. The core principle is to ensure that all significant information is available to managers and colleagues to support the planning, authorisation, implementation and ongoing management of the activities. For small projects use of the framework is optional. In this case the document templates can be used as a checklist of matters to consider. Document ID No. Page 3 of 3

4 3. Project Register and Monitoring Projects that meet the baseline criteria for using the framework (specified above) will be recorded in the IS Project Register database. The register will be used to record projects progress through each stage of the life cycle and to provide monitoring information to assist the strategic management of project activity across IS. Information extracted from individual project monitoring reports (Appendix D) will be entered onto the register database to be included on a monthly projects overview report for SMT (Appendix E). 4. Project Roles There are usually a number of people involved in delivering a project. Clarity of role is crucial to ensure clear accountability for each activity and clear routes for communication and reporting. Each IS project must have a single sponsor and a single project manager. The sponsor is the person with primary accountability for directing the project to ensure it delivers benefits in line with IS and University objectives. The project manager is responsible for the day-today management of the project, ensuring the outcomes and deliverables are achieved to timescale and within allocated resources. Where projects have closely related objectives and/or share interdependent activities it may be appropriate to manage them together as a programme of projects with a programme manager. The programme manager s overall role is to ensure co-ordination across all the individual projects to achieve the aims and objectives of the programme. Where projects are managed within a programme there should still be a single sponsor. For a lot of projects the authorising management team will undertake many of the responsibilities of a project or programme board. However, in some cases it may be appropriate to establish a specific board with representatives from key stakeholder groups, to assist the sponsor in steering the project(s)*. The decision to establish a specific project or programme board should be made by the sponsor in collaboration with the authorising management team. For each stage in the project life cycle set out below, an outline of the responsibilities connected with key roles has been provided. *Stakeholders are staff / groups within or outside Information Services who have an interest in and/or may be affected by the project. Document ID No. Page 4 of 4

5 5. Project Initiation 5.1 Requests for Projects Three common ways in which projects may be triggered are: Requests from within Information Services for activities to be undertaken by IS Requests by IS user community for activities to be undertaken by IS or in collaboration with the requestor Requests from within Information Services for activities to be undertaken by other University departments or external contractors A template for a project proposal can be found at Appendix A. This can also be used for proposals for feasibility studies. Where requests for projects are originated outside Information Services, the template should still be used. 5.2 Roles at project initiation stage: Project or Programme Board The board s remit at this stage is to: - Agree the scope of the project with the sponsor, providing guidance and expertise as appropriate Agree the board s Terms of Reference with the sponsor (if specific board established in addition to authorising management team) Approve the project proposal Represent the requirements of key stakeholders Project /Programme Sponsor All projects or programme of projects requiring use of the framework must have a single IS sponsor. An IS sponsor is required even if the project has been initiated outside Information Services. At this stage the sponsor s role is to: - Agree and confirm project scope with project manager (and programme manager), ensuring it is in line with IS and University objectives Assess risks and dependencies with project and programme manager(s) Approve proposal for onward submission to authorising management team and project board Propose establishment of specific project/programme board as appropriate. The Sponsor should be a member of the management team to which the proposal is being submitted and should also be a member of the project/programme board. Document ID No. Page 5 of 5

6 5.2.3 Programme Manager If a programme manager is required for a number of related projects, their role at the initiation stage is to: - Agree programme scope with sponsor and project managers Prepare an overall programme proposal in collaboration with the project managers, ensuring integration of individual projects into a cohesive programme Assess risks and dependencies relating to the composite programme Project Manager If a project manager can be identified at the initiation stage their role is to: - Agree project scope with sponsor and programme manager Prepare proposal in consultation with stakeholders and programme manager, for approval by sponsor and project board Contact IS Finance Team for guidance on budget and procurement matters Assess risks and dependencies with sponsor /programme manager. Where a project manager cannot be identified at this stage, for example where a project plan is being submitted for external funding to employ a project manager, the above activities may be undertaken by a nominated manager or the project sponsor Planning & Quality Division Provide support in using the Project Management Framework Create a record on the project register database Finance Team Provide assistance and guidance in costing, budget implications and procurement procedures. Document ID No. Page 6 of 6

7 6. Authorisation The following criteria are to be used to identify the authorisation level required for both proposals and project plans: a) Section level authorisation for projects that have one or more of the following characteristics: Will impact upon the work and workload of another team (during or after project) Require more than 8 weeks of total staff time Require non-staff funds that can be authorised from section budget Or, it is judged appropriate by the project sponsor to raise it at this level. b) Divisional Management Team authorisation for projects that have one or more of the following characteristics: Will impact upon the work and workload of another section (during or after project) Require non-staff funds that can be authorised from divisional budget Or, it is judged appropriate by the project sponsor to raise it at this level. c) Senior Management Team authorisation for projects that have one or more of the following characteristics: Will impact upon the work and workload of other divisions (during or after project) Require significant staff time or additional staffing (either during or after project) Require non-staff funds that cannot be authorised from divisional budget Will result in implementation of a new or substantially changed service across the University Are in response to external invitations for funding bids Or, it is judged appropriate by the project sponsor to raise it at this level. The following authorisation criteria (not ranked in any particular order) will be used for project proposals and plans: The project s integration with the strategic objectives and priorities of IS / University The benefits and outcomes resulting from the project The resource implications, both staff and non-staff The impact on other projects The project s risks The exit strategy. Decisions from the authorising management level will normally be made within one month of proposal submissions. Proposals requiring urgent decisions will be scheduled for discussion accordingly. Document ID No. Page 7 of 7

8 7. Project Planning Following proposal approval a project plan should be submitted to the authorising management team for further agreement before project commencement. This is to ensure any changes to the plan since the proposal stage can be fully considered. The template for a project plan can be found at Appendix B. 7.1 Roles at project planning stage: Project or Programme Board Approve the project plan Represent key stakeholders Provide guidance and expertise as appropriate Project Sponsor Ensure plan s continued fit with IS/University objectives Approve plan for onward submission to authorising management team and project board Programme Manager If a programme manager is required their role is to: - Prepare an overall programme plan in collaboration with the project managers, ensuring integration of individual projects into a cohesive programme, identifying and resolving any planning inconsistencies between projects Ensure risk management plans for the composite programme are in place Project Manager Prepare the project plan in consultation with sponsor, programme manager, project team and stakeholders Consult with sponsor on any significant changes since proposal stage Define project team roles Consult as appropriate with IS Finance Team Ensure risk management plans are in place Where a project manager cannot be identified at this stage, for example where a project plan is being submitted for external funding to employ a project manager, the above activities may be undertaken by a nominated manager or the project sponsor Project Team Agree work responsibilities with project manager Planning & Quality Division Provide support in using the Project Management Framework Maintain information on project register Finance Team Provide assistance and guidance in costing, budget implications and procurement procedures. Document ID No. Page 8 of 8

9 8. Project Implementation 8.1 Roles at project implementation stage: Project or Programme Board Review progress in collaboration with project sponsor, agreeing major changes Provide support, guidance and expertise as required Represent the requirements of key stakeholders Project Sponsor Direct the project and make decisions which guide the project Recruit the project manager and team (if not already in place) and ensure all relevant information is passed to them Support the project manager, including help in resolving issues / constraints Agree the terms of reference of project/programme board, (if specific board established in addition to authorising management team) Raise need for additional resources with authorising management team if required Receive progress reports and respond as appropriate Approve and sign-off project outcomes and deliverables Promote the project to ensure continued support at strategic level Programme Manager Maintain an overview of the programme, taking actions to resolve problems that cannot be solved within individual projects and ensuring co-ordination of activities across projects Maintain the programme plan and report on progress Co-ordinate meetings of project managers to share programme information Project Manager A Project Manager must be in place at this stage. Here the manager s role is to: - Manage the team s activities in line with the plan and resource allocation Recommend solutions to achieve outcomes Maintain the project plan & obtain approval for changes to the plan Produce project monitoring reports and communicate project status to: sponsor, team and stakeholders Liaise with stakeholders as required Maintain project documentation Project Team Undertake work as required for project Report on work status and any risks / problems / constraints to project manager Planning & Quality Division Maintain information on Project Register Provide monthly overview report for SMT (Appendix E). Document ID No. Page 9 of 9

10 9. Handling Project Changes and Project Problems A project s scope may change for a variety of reasons or a project may be failing to progress for a variety of reasons. Changes or problems identified through reporting and monitoring (Appendix D) will result in one of the following options: 1. Project continues as is 2. Project continues with changes made to project plan (and resources as required) 3. If the project plan can t be modified, a review of progress will be made and then a decision on whether to continue or cease the project will be taken. Document ID No. Page 10 of 10

11 10. Project Close and Post Implementation Review Towards the close of the project it will be important to review the exit strategy and agree arrangements for implementation and any continuing maintenance / development work. A template for a project exit strategy can be found at Appendix F. At the close of the project all ongoing arrangements should be in place. A review of the project should also be carried out to help inform future projects. A template for a post implementation review report can be found at Appendix G Roles at close and review stage: Project or Programme Board Approve exit strategy Sign off the close of the project Support implementation as required Project Sponsor Approve the exit strategy for onward submission to authorising management level and board Oversee the close of the project Support programme / project manager(s) in conducting post implementation review Programme Manager Review programme exit strategy in consultation with project managers and sponsor Work with project managers to ensure continuing support arrangements are in place Manage close of programme Produce post implementation review report for programme in collaboration with project managers Project Manager Review exit strategy in consultation with programme manager, sponsor and key stakeholders Ensure continuing support arrangements are in place with required resources Manage close of project, including any hand-over activities Produce post implementation review report Planning & Quality Division Review post implementation review report for lessons learnt to inform future projects. Document ID No. Page 11 of 11

12 11. Acknowledgements / Bibliography Queensland University of Technology, Division of Information and Academic Services (2000) Project Management Framework, Version 1. (Accessed 14/08/02) Stephen Pinfield, University of Nottingham (2000) Draft Project Management methodology. (Based upon methodology produced by Charlotte Jarvis at Birmingham University). Project Management documentation prepared by Graham Moore, University of Nottingham JISC, (2000). DNER Project Management Protocol. Document ID No. Page 12 of 12

13 Appendix A Template for Project Proposal This template can also be used for proposals for feasibility studies. It is expected that a completed proposal will be 2 pages maximum. It is not necessary to supply information under all headings in the document templates if not relevant to the project Document Details: Author / Date / Version Name of Project: Project Outline: Brief description of the scope of the proposed activity including outcomes and deliverables. Project Start and End Dates: Reasons for Project: Why the project is being undertaken. The aims, objectives and the quantifiable benefits. The problem/issue it would solve. The change it would make and what would happen if the project did not happen. Relationship to Strategies / Plans: How the project relates to IS/University strategies, priorities and the IS Service Enhancement Plan. Success Criteria: The basis on which the project will be judged to have been successful. Options: The major options for achieving the outcomes, including the implications of following each option and the recommendation for which option should be used. Project Staffing: Project Sponsor: Estimate of time required: Include information on any significant impact on other duties / projects. Project Manager: (include Programme Manager as relevant) Estimate of time required: Include information on any significant impact on other duties / projects. Project Team members: Estimate of time required: Include information on any significant impact on other duties / projects. NB. Please include all proposed staffing, whether IS, other University staff or external. Project / Programme Board: To be established? Proposed membership. Funding Required: Amount required and proposed source. (May be estimate at initial stage) Training Needs / Additional Software/ Equipment: Communications: Information on the stakeholders who would need to be aware of the project and how they are to be kept informed of progress and outcomes. Risks / Dependencies / Prerequisites: What would happen if the project was not undertaken? Are there any factors that would inhibit the progress/success of the project? Would the project s progress be dependent/impact on any other project/activity? Are there any prerequisites that need to be in place for project start? What key assumptions have been made? The Planning & Quality division will assign a unique project reference number from the Project Register following submission of the proposal. Document ID No. Page 13 of 13

14 Appendix B Template for Project Plan It is not necessary to supply information under all headings in the document templates if not relevant to the project Project Name & Reference Number: Reference number allocated by Planning & Quality Document Details: Author, date, status (e.g. draft) Project Start and End Dates: Project Outline: Changes Since Proposal Stage: E.g. include changes to scope, deliverables, cost, length. Funding: Any further costing information since proposal stage. Include funding source and Agresso Project Code as applicable. Plan of Activities: Include planned activities, key milestones and dates. It may be helpful to group activities into work packages. It may also be useful to present the planned activities as a Gantt chart. Project Staffing: Any further information since proposal stage. Project Sponsor: Estimate of time required: Include information on any significant impact on other duties / projects. Project Manager: (include Programme Manager as relevant) Estimate of time required: Include information on any significant impact on other duties / projects. Project Team members: Estimate of time required: Include information on any significant impact on other duties / projects. NB. All proposed staffing, whether IS, other University staff or external to be included. Project / Programme Board: If specific board is to be established, please include membership Project Meeting and Reporting Schedule: The standard reporting schedule is monthly Dissemination Plan: How stakeholders are to be kept informed of progress and outcomes Quality Assurance: Any quality measures to be implemented in addition to post implementation review following project close. Intellectual Property Rights: if applicable Risks / Dependencies / Prerequisites: Any further information since proposal stage. Include factors that could have a negative impact on the project, what this would mean e.g. longer timescale, and measures to be undertaken to avoid these happening. A template for a Risk Register is provided at Appendix C. Include interdependencies with and impacts upon other projects. Exit Strategy: Information on what needs to happen at the close of the project. Include continuing support requirements, such as maintenance, staffing, training and any anticipated resource requirements. Or, requirements for further development work. Document ID No. Page 14 of 14

15 Appendix C Template for Risk Register No. Status Description Impact H/M/ L Probability H/M/L Owner Action Required Resolution Contingency open/closed Brief description of risk Assessment of the impact Probability of the risk happening Person responsible for managing the risk Action required to minimise the probability of risk happening Action that was taken to minimise risk Fall back solution if resolution doesn t happen (Plan B) Document ID No. Page 15 of 15

16 Appendix D Template for Project Monitoring Report To be submitted by the Project Manager to the Project Sponsor on the last working day of each month for reporting on to the authorising management team as appropriate. Copy to be sent to Planning & Quality, to extract information for the monthly SMT Projects Overview Report (Appendix E below). Project Name & Reference Number: Report date: Status Summary: Quick indicator of the project s overall status. The options and definitions are: Very good: Work is ahead of schedule, with progress better than expected; no unmanageable issues/risks. Good: Work on schedule; no unmanageable issues/risks. OK: Some small delays in schedule, but not causing concern; delays not impacting on any other work; may be issues/risks impacting on the project, but low impact. Problems: Work behind schedule and causing concern; delays potentially/actually impacting on other work; issues / medium risks impacting on the project. However, problems are not critical. Severe Problems: Work seriously behind schedule; major issues/ high risks impacting on the project which may result in project failure or inability to achieve any major objectives/deliverables. Progress to date: Brief summary of the project s overall progress (2/3 sentences). Include key milestones achieved. Deliverables/Milestones not completed Deliverable/Milestone: Brief description Reason: Corrective action: Early warning, Barriers & Risks: Any factors likely to have a negative impact on the project. Actions / Decisions required from Project Sponsor or Project Board: Proposed changes to project scope or plan: Template for SMT Overview Report Appendix E The following SMT Overview Report will be provided on a monthly basis. Reports will be generated by Planning & Quality from information supplied in the Project Monitoring Report above. Project Name & Reference Number: Project Sponsor and Project Manager: Start and End dates: Progress to date: Status Summary: (quick indicator) Document ID No. Page 16 of 16

17 Template for Project Exit Strategy Appendix F Project Name & Reference Number: Project End date: Implementation Plan: Details as appropriate on how the change is to be implemented. Please include communication and training plans. Continuing Support Requirements: Ongoing maintenance and staffing requirements. Outstanding deliverables: Information on any outcome or deliverable which was not achieved during the project. Deliverable: Action to be taken: Further development requirements: Template for Post Implementation Review report Appendix G Project Name & Reference Number: Review of Project: Brief assessment of project outcomes against aims and objectives. Did the project achieve the intended benefits? Has the project achieved the success criteria as stated in the proposal? Have the outcomes been implemented? Lessons learnt: Information which may be helpful for future projects. Project Expenditure: If possible please provide the total expenditure on the project Document ID No. Page 17 of 17

18 Stages in Project Life Cycle Appendix H Project Initiation (Project Proposal) Authorisation to prepare plan Project Planning (Project Plan) Authorisation to implement Project Implementation (Monitoring Reports) Review of Exit Strategy (Project Exit Strategy) Project Close and Review (Post Implementation Review) Document ID No. Page 18 of 18

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