Project Sizing Guide. Property & Campus Services

Transcription

1 Purpose This document is intended to assist in deciding what sort of management overheads would be justified for a proposed project. Instructions for Use 1. Evaluate the proposed work against each of the criteria in the Project Sizing Template section. Put a tick in the column that best describes the work for each of the criteria. 2. Discuss your evaluation of the project with the Project Executive. This may change the placement of some of the ticks. 3. Add up the ticks in each column. The column with the greatest number of ticks determines the project category. If two columns have the same number of ticks, then regard the project as belonging in the more complex project category. a. If the project is evaluated as a Task or Minor Works, the work may be managed using normal business processes. Each tick in the other Project columns for such work represents an explicit risk to the work. Create an entry in the Risk Log for each such tick, and work out how you will manage these risks. If there are many such ticks, the work should perhaps be managed as a Simple Project. b. If the project is evaluated as a Simple Project, then each tick in the Standard and Complex Project columns represents an explicit risk to the project. Create an entry in the Risk Log for each such tick, and work out how you will manage these risks. c. If the project is evaluated as a Standard Project, then each tick in the Complex Project columns represents an explicit risk to the project. Create an entry in the Risk Log for each such tick, and work out how you will manage these risks. 4. For projects, use the Project Framework applicable to the agreed project size (simple, standard or complex). The Process Framework is intended to indicate the level of project management that is implied by project size. The Control Implications section provides guidance on how the sizing of the project should be reflected in project governance and management arrangements. The Information Implications section provides guidance on the information and documents that should be gathered for the project, depending on the project sizing. Property & Campus Services

2 Criteria Task or Minor Works Simple Project Standard Project Complex Project Strategic importance The outcomes of the work will not directly impact achievement of objectives for a single Functional Area The outcomes of the project may directly impact achievement of objectives for a single Functional Area The outcomes of the project will directly impact achievement of objectives for a single Functional Area The outcomes of the project will directly impact achievement of objectives for one or more Functional Areas or one or more organisations Visibility The work will only be visible to a Line Manager The project will only be visible to a General Manager The project will be visible to a Vice Principal The project will be visible to the University as a whole Client impact Work outcomes have little or no operational impact Project outcomes have minimal operational impact Project outcomes have moderate operational impact Project outcomes have major impact on operations Sizing Indicators Budget < $60k Budget < $200K Budget < $1M Budget > $1M Project Approach Will only use internal staff and existing panel members There is a requirement to engage one consultant as well as internal staff The project engages multiple consultants as well as internal staff The project is technically complex, with multiple consultants engaged Stakeholders Only a single faculty or departmental group stakeholder There are more than one stakeholders, in a single Faculty/ departmental group only There are several stakeholders in one or two Faculties/ departmental groups There are many stakeholders in every Faculty or departmental group and/or from external organisations Funding Funding < $60k is from a single source Funding <$500k is from a single source Funding <$1M is from multiple sources Funding is from multiple sources >$1M Dependencies / Integration No dependencies or interrelated work exist No minor dependencies or inter-related projects exist Some major dependencies or interrelated projects exist Significant dependencies or inter-related projects exist Expected number of major review points None 1 only 1-3 Reviews >3 Reviews Page 2 of 11

3 Criteria Task or Minor Works Simple Project Standard Project Complex Project Risks associated with achieving objectives There are minimal risks associated with the work There are low level risks associated with the project There are medium level risks associated with the project There are high level risks associated with the project Complexity of Construction Work Standard construction techniques required Some techniques may be beyond standard but all work completed within the one stage Project requires demolition, propping barricading, dust protection or similar Project requires decanting, multiple stages, modifications to existing structures or extensive changes to services Totals Task or Minor Works Simple Project Standard Project Complex Project Page 3 of 11

4 Control Implications of Work Sizing Work Type Implications Task or Minor Works Simple Project Standard Project Complex Project Program Governance Manager level General Manager Building and Estates Committee Building and Estates Committee Project Governance Line Manager Executive only Project Board Project Board Assurance Carried out by Line Manager Carried out by Executive Carried out by assigned Project Board members Carried out by assigned Project Board members, or delegated to third parties with subject matter expertise Stakeholder engagement Directly by Line Manager Directly by Executive Directly by Executive and other Project Board members Stakeholders organised into User Groups and Reference Groups. Each Project Board member assigned specific responsibilities Project Management Line Manager manages the work Project Manager is at least 20% available to the project Project Manager is at least 60% available to the project Project Manager is 100% available to the project Organisational structure No formal structure required Informal project team structure Formal structure, formal role descriptions Formal structure, formal role descriptions, separate teams Planning and control This work is a task Normal Business Process to be followed Use the process model for a Simple Project and adjust as necessary Use the process model for a Standard Project and adjust as necessary Use the process model for a complex project and adjust as necessary Staging No staging required Merged Project Definition and Project Initiation stages, one Delivery stage only Separate Project Definition and Project Initiation stages, and several Delivery stages, with informal Project Board reviews between each stage Separate Project Definition and Project Initiation stages, and several Delivery stages, with formal Project Board reviews between each stage Page 4 of 11

5 Document Implications of Project Sizing Product Task or Minor Works Simple Project Standard Project Complex Project [0] Pre-Project Project Mandate Optional Recommended Mandatory Mandatory [1] PD - Project Definition BR File components BR File Including: - EH&S Checklist - Tender Summary Sheet - Project Commencement Checklist -Project Completion Checklist Project Brief components Project Brief Including: Project Definition Project Approach Outline Business Case Including: - Feasibility Study Checklist - Project Budget Project Quality- Client Interview Sheet - Room Data Sheet - Stakeholder Checklist - Sketch drawings Key Project Risks Recommended Mandatory Mandatory Mandatory Operational Impacts and Stakeholder Analysis Recommended Mandatory Mandatory Mandatory Other Key Documents Project Definition Page 5 of 11

6 Product Task or Minor Works Simple Project Standard Project Complex Project Risk Log Optional Mandatory Mandatory Mandatory Approvals Log Not required Not required Mandatory Mandatory Initiation Stage Plan (for the Initiate Project stage) Approval to Commence Project Initiation Request for Quotation / Proposal Not required Not required Mandatory Mandatory Not required Not required Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Project Start Notification [2] IP - Initiate Project Project Plan Components Project Plan Not required Not required - attach a Task list or Schedule to Project Brief Mandatory Mandatory Project Organisation Structure Including: - Role Descriptions Not required Not required Mandatory Mandatory Project Schedule Not required Not required Mandatory Mandatory Communication Plan Not required Not required Mandatory Mandatory Project Quality Plan Not required Not required Mandatory Mandatory (as separate document) Acceptance Criteria Not required Not required Mandatory Mandatory Configuration Management Plan Not required Not required Recommended Mandatory Project Controls Not required Not required Recommended Mandatory Schematic Design Business Case Components Business Case Including: - Project Description Optional Outline Business Case Recommended Outline Business Case Mandatory Full Business Case Mandatory Full Business Case Page 6 of 11

7 Product Task or Minor Works Simple Project Standard Project Complex Project Dependencies and Constraints Recommended Mandatory Mandatory Mandatory Options Recommended Mandatory Mandatory Mandatory Other Key Documents Initiate a Project Issue Log Quality Log Recommended Recommended Mandatory Mandatory Project Issue (Project Variation, Off-Spec, Request for Change) Request for Quotation / Proposal Contract Documentation (Work Order / Contract) Project Resourcing Agreements (Charge Code) Stage Plan (for Next Stage) Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Not required As required Mandatory Mandatory Project Approval [3] CS Control a Stage Contract / S.O.W Mandatory -(= service agreement + work order) Mandatory Mandatory Mandatory Minutes from Site Meetings Project Monthly Report (PM to Project Board) Not required As required (by duration of project) Mandatory Mandatory Exception Report As required As required As required As required Page 7 of 11

8 Product Task or Minor Works Simple Project Standard Project Complex Project Defect / Non Compliance Notification As required (mandatory for EHS) As required (mandatory for EHS) As required (mandatory for EHS) As required (mandatory for EHS) Project Variation As required As required As required As required [4] SB Stage Boundary Lessons Learned Log N/A Mandatory Mandatory Mandatory End Stage Report N/A As required (if multiple stages) Mandatory Mandatory Stage Plan (for Next Stage) N/A As required (if multiple stages) Mandatory Mandatory Page 8 of 11

9 Product Task or Minor Works Simple Project Standard Project Complex Project [5] TR Transition Project Post Occupancy Survey As Built plans and drawings received Warranties and Manuals received Certificate of Practical Completion Certificate of Occupancy [6] CP Close Project Project Closure Document Components Project Closure Document, including End Project Report Post-Project Review Plan Follow-on Actions Including Defect List Lessons Learned Report Other Key Documents Project Closure Acceptance of Completed Work Final Completion Certificate Project Completion Checklist Mandatory Mandatory Mandatory Mandatory Not Required Mandatory Mandatory Mandatory Page 9 of 11

10 Document control Approvals Version No. Approval Date Name Title Signature/ ref Review history Version No. Review Date Name Title Version history Version No. Version Date Summary of Changes Prepared by: Page 10 of 11

11 Template control Delete the template control page prior to using/publishing your document. Template Name Location \\is-fs1b\propbuild\procedures\projectmanagement\templates Template approvals Version No. Approval Date Name Title Signature/ ref /06/2012 Leo Fincher-Johnson Construction Manager, Major Projects 26 Jun 2012 L. Fincher- Johnson Template review history Version No. Review Date Name Title /06/2012 Brendan Jordan Project Manager Template version history Version No. Version Date Summary of Changes Prepared by /10/2009 Original document. Jeremy Smith /06/2012 Fields added to increase usability and to enable forms so that a global search and replace can be used to auto-populate project specific name, number, project manager name, and building number. Format amended to align with ITS and standard document controls added. Tania Robinson Page 11 of 11