Project Framework

Document Reference : PW-FWK-0002

Version : 1.0

Status : Approved

Date : 14-December-2009

Ref : projectworkout.com

Copyright © Robert Buttrick 2009

Confidentiality

All information in this document is provided in confidence for the sole purpose of adjudication of the document and shall not be used for any other purpose and shall not be published or disclosed wholly or in part to any other party without prior permission in writing and shall be held in safe custody. These obligations shall not apply to information which is published or becomes known legimately from some other source.

Many of the product, service and company names referred to in this document are trademarks or registered trademarks.

They are all hereby acknowledged.

Document Control
Title	Project Framework	Doc Ref.	PW-FWK-0002
Author	Robert Buttrick	Template	Standard HTML v3.0.1.xsl
Owner	Robert Buttrick	File Ref.	Project framework.xbp

Distribution
Organisation	Address
Project Workout readers

Approvals
Approver	Role	Date	Version

Review
Name	Role

Change History
Version	Date	Status	Author	Details of Change
1.0	14-December-2009		Robert Buttrick	As published for Project Workout 4 edition.

The Project Framework
Proposal
Initial Investigation
Detailed Investigation
Develop and Test
Trial
Release
Post Implementation Review

Process Overview
Check lists
The Project Framework
Proposal
Initial Investigation
Detailed Investigation
Develop and Test
Trial
Release
Post Implementation Review

Process Overview

Purpose and Context

The purpose of a project framework (or lifecycle) is to provide a gated and staged model for a project as a basis for risk management and top-down control.

Rarely is it possible to plan a project in its entirety from start to finish; there are simply too many unknowns. By using defined project stages, it is possible to plan the next stage in detail, with the remaining stages planned in summary. As you progress through the project from stage to stage, your end-point becomes clearer and your confidence in delivery increases. It is apparent that organizations are striving to make their project frameworks as simple as possible, minimizing the number of stages and cutting down the weight of supporting documentation. This makes the use and understanding of the framework very much easier and avoids the need for learning different frameworks and processes for different types of project. This is particularly important for those sponsoring projects or who are infrequently involved in projects. By having one or two basic frameworks they are able to understand their role and do not have to learn a new language and approach for each situation. What differs is the work content of each project, the level of activity, the nature of the activity, the degree of risk, the resources required and the stakeholders and decision makers needed.

Whilst a process tool has been used to document the lifecycle and the term "process" is often used in relation to the sequence of activities through a lifecycle, this is not a process in the true sense of the word. Projects are governed by time and time only flow in one direction. In this respect, this document represents a "model project" showing the typical sequence of activities which would appear in a project schedule plan. Each activity use one or more processes which define how the activity itself is undertaken.

Scope

Project frameworks should be used for all projects.

Tailoring Guidelines

A project frameworks may need to be tailored to reflect the scale, risk and complexity of the project. It may also need to be tailored to reflect the development approach being taken. For example an agile project would have a different set of "middle stages" to a "waterfall" project.

Gates and stages

Stages

Stages are specific periods during which work on the project takes place. These are when information is collected and outputs created.
For each stage in the project, you should carry out the full range of work covering the entire scope of functional inputs required. These functions should not work on the project in isolation but in a continuous dialogue with each other, thus enabling the best overall solution to be developed. In this way your knowledge develops and increases on all fronts at a similar pace and solutions are designed, built and tested in an integrated way. No one area of work should advance ahead of the others. Your solution will not be what is merely optimal for one function alone but will be a pragmatic solution which is best for your organization as a whole. This has the benefits of shortcutting the functional hierarchies, enabling the flat, lean structures we all seek to attain to work in practice as it forces people with different perspectives to work together, rather than apart.

Gates

Gates are the decision points which precede every stage. Unless specific criteria have been met, as evidenced by certain approved deliverables, the subsequent stage should not be started (see also p. 18). Gates serve as points to:
- check that the project is still required and the risks are acceptable;
- confirm its priority relative to other projects;
- agree the plans for the remainder of the project;
- make a go/no go decision regarding continuing the project.
You should not regard gates as “end of term exams,” but rather the culmination of a period of continual assessment with the gates acting as formal review points.
Gate criteria are often repeated in consecutive gates to ensure that the same strands of the project are followed through as the project progresses. You should expect a greater level of confidence in the responses to the criteria, the further into the project you move.
At each gate you will need to answer three distinct questions:
- Is there a real need for this project and, in its own right, is it viable?
- What is its priority relative to other projects?
- Do you have the funding to continue the project?

Check lists

Initial Investigation Gate

Business need and strategic fit
Is it clear that the project fits the strategy?
Is the opportunity attractive (size, share, cost saving, contribution,..) relative to alternative proposals?
Is the proposal likely to be acceptable to the customers and users?
Do any competitors have capabilities similar to this? If so, will this proposal provide you with any competitive advantage?

Accountabilities
Has a project sponsor been identified?
Has a project manager been identified for the Initial Investigation Stage?
Can resources be committed to do the initial investigation?

Operational and technical
Is the organization likely to be able to develop or acquire the required capabilities to support this proposal, if they don’t yet exist?
Is it technically feasible with current technology?
Has the organization operational capability to support it? If not, can it acquire this?

Health check!
Has a project “health check” been done to identify areas which need to be covered?

Detailed Investigation Gate

Business need and strategic fit
Does the project fit the strategy?
Is the business opportunity attractive?
Are the risks acceptable?

Deliverables
Is the Initial Business Case and investment appraisal acceptable?
Is there a detailed schedule, resource, and cost plan for the Detailed Investigation Stage?
Is there an outline schedule, resource, and cost plan for the full project?
Have all the relevant business units and functions been involved in creating and reviewing the deliverables?

Accountabilities
Has a project sponsor been identified for the project?
Has a project manager been identified for the project?
Do you have the resources to undertake the Detailed Investigation Stage?

Operational and technical
On current knowledge, is it technically feasible with current technology or is there a possible technical development path to provide the capability or service?
Does the organization currently have the operational capability to support it? If not is it likely this can be put in place within the current/ proposed process architecture?

Health check!
Has a project “health check” been done and been found acceptable?

Development Gate

Business need and strategic fit
Does the project still fit the strategy?
Have the development concepts (e.g. marketing) been researched and tested on target segments and the need reaffirmed?
Is the business case acceptable and compelling?
Have the key sensitivities and scenarios for the recommended option been checked and confirmed as acceptable?
Is the Business Case ready to be built into the overall business plan?

Project plan
Is there a detailed schedule, resource, and cost plan for the develop and test stage?
Is there an outline schedule, resource, and cost plan for the full project?
Are there sufficient review points in the plan?
Has the project been designed to eliminate known high risks?

Accountabilities
Are there resources to undertake the Develop and Test Stage?
Have formal commitments been made by the relevant line managers?

Operational and technical
Is it technically feasible with current technology?
Does the organization have the operational capability to support it?

Deliverables
Is the output definition complete?
Is it clear how the output will be tested?

Health check!
Has a project health check been done and been found acceptable?

Trial Gate

Business need and strategic fit
Is the project still a good business proposition?
Is the project still correctly reflected in the overall business plan?
Have all high risks been eliminated?

Project plan
Is the project plan up to date, full, and complete?
Is there a detailed schedule, resource, and cost plan for the Trial Stage?
Is there an outline plan for the remainder of the project?
Do we have sufficient resources to undertake the trial?

For the trial
Have the tests been finished and the results accepted?
Has the trial plan been prepared?
Have check lists been prepared for the customers and users?
Have customers/users been identified and trial agreements drafted?
Have the business processes been finalized?
Are all relevant functions and units ready for the trial?
Is the communications material ready?
Are results monitoring systems in place?
Have the trial acceptance criteria been agreed?

Health check!
Has a project “health check” been done and been found acceptable (see p. 447)?

RFS Gate

Business need and strategic fit
Is the project still a good business proposition?
Have all high and medium risks been eliminated from the project?

Ready for service
Are you absolutely sure, beyond reasonable doubt, that it will work? (Your reputation is at stake!)
Have process designs across the organization (and to third parties if needed) been accepted and is all training completed?
Are benefits/results monitoring systems in place?
Have the costs and benefits been re forecast against the business plan?

Project plan
Is the project plan updated, full and complete?
Is there a detailed schedule, resource and cost plan for the release stage?
Do we have the resources to undertake the release stage?

Health check!
Has a project “health check” been done and been found acceptable?

Project Completion

Business need and strategic fit
Has the business forecast been updated to take into account the benefits arising from the project?
Has someone agreed to be accountable for monitoring the benefits?
Have review points and metrics for measuring the benefits been defined?
Has the project account been closed so that no more costs can be incurred?

Risks and issues
Have all issues been resolved?
Has ownership of each outstanding risk and issue been accepted by a NAMED person in the line or in another project?

Post-Implementation Review (PIR)
Have the timing, accountabilities- and terms of reference for the PIR been agreed?

The Project Framework

Project Manager

The project manager is accountable for managing the project on a day-to-day basis. He/she will:
- assemble the project team, with the agreement of appropriate line managers;
- prepare the business case, project definition and detailed plans;
- define the accountabilities, work scope and targets for each team member;
- monitor and manage project progress;
- monitor and manage risk and opportunities;
- manage the resolution of project issues;
- manage the scope of the project and control changes;
- forecast likely business benefits;
- deliver the project deliverables on time, to budget, at agreed quality;
- monitor and manage supplier performance;
- communicate with stakeholders;
- manage the closure of the project.

Business Plan

Proposal

A need is first formally recognized by describing it (i.e. say why you want to initiate a project). If known, you should also describe what you believe the project will produce (i.e. its output but don’t jump to conclusions too soon).

Inputs	Role	Outputs	Links
Need or opportunity	Project Manager

Initial Investigation Gate

Initial Investigation

The first stage in the project – a quick study of the proposal, to outline the scope and make a rough assessment of the possible ways of meeting the need, benefits, resources and costs needed to complete it. At the end of this stage you should be sure of why you are doing it. You may also know what you are doing, although this may comprise a range of defined options. You will know how to go about at least the next stage, if not the full project.

Inputs	Role	Outputs	Links
	Project Manager

Stage completed

Detailed Investigation Gate

Detailed Investigation

A feasibility study, definition and a full investment appraisal culminating in a decision to proceed with development work. At the end of this stage you will have high confidence in all aspects of the project and “What you wanted to do” becomes “What you are going to do!”

Inputs	Role	Outputs	Links
	Project Manager

Stage completed

Development Gate

Develop and Test

The actual development and implementation work.

Inputs	Role	Outputs	Links
	Project Manager

Stage completed

Trial Gate

Trial

A trial of all aspects of the development in the users’ or customers’ operational and working environment. What has been created may work very well under “test conditions,” but does it work under normal operational conditions?

Inputs	Role	Outputs	Links
	Project Manager

Stage completed

RFS Gate

Release

The last stage in the project when you unleash your creation on the world! This is when products are launched, new computer systems used, new manufacturing plant goes into production, new organization units start operating to the “new rules,” new processes are invoked, acquisitions sealed and disposals shed. The on-going operational aspects are embedded in the organization and the project is formally recognized as complete.

Inputs	Role	Outputs	Links
	Project Manager

Project completed

Post Implementation Review

About three to six months after completion, a check, known as a Post-Implementation Review, is done to see if the project is achieving its business objectives and its outputs are performing to the standards expected.

Inputs	Role	Outputs	Links
	Project Manager

End

Before the project

The project

After the project

Proposal

Business Programme Manager

The Business Programme Manager is accountable to the Business Programme Sponsor for day-to-day management of the Business Programme, ensuring that the portfolio is planned and managed to ensure maximum focus and speed of benefit realization.
- Prepares and maintains a plan of scope, time-scale, benefits and costs for the Business Programme, including reserve for as yet unidentified projects and activities.
- Selects and manages the portfolio of projects within the Business Programme to realize the required benefits and to ensure that the contributions of all parts of the organization are taken into account.
- Approves and authorizes projects as delegated.
- Monitors performance against the Business Programme Plan, initiating corrective action and ensuring the integrity of the plan (including interdependencies).
- Provides regular progress reports to the Business Programme Sponsor and senior management.
- Ensures use of best practice methods and organization procedures.
- Assigns the project sponsor role for each project within the Business Programme.
- Approves and authorizes projects as delegated.
- Ensures the projects are progressed, by the project sponsor, through the authorization process.

Senior executive

Potential Project Sponsor

The project sponsor is accountable for realizing the benefits for the organization. He/she will:
- ensure a real business need is being addressed by the project;
- define and communicate the business objectives in a concise and unambiguous way(see Chapter 20);
- ensure the project remains a viable business proposition;
- initiate project reviews (see Chapter 26);
- ensure the delivered solution matches the needs of the business;
- represent the business in key project decisions;
- sign off key project deliverables and project closure;
- resolve project issues that are outside the control of the project manager;
- chair the project board (if one is required);
- appoint the project manager and facilitate the appointment of team members;
- engage and manage key stakeholders.

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Direct and Manage a Business Programme

Identify appropriate senior executive

The originator of the ‘idea’ should identify a senior executive in the company who is likely to benefit most from the project. (If the project comes directly from the business plan, that person will be obvious, or may even be the originator!)

Inputs	Role	Outputs	Links
Need or opportunity	Business Programme Manager	Potential need for a project

Check previous proposals Confirm who will be sponsor

First check that a similar idea has not been proposed
before. If it has, the ‘idea’ should not be pursued further unless different circumstances now exist (market, technology, etc.). Determine who else in the company has a stake in the idea in terms of benefit, impact and/or contribution, and then appoint a potential project sponsor. In the case of large projects or small companies,
the senior executive may become the project sponsor.

Inputs	Role	Outputs	Links
Potential need for a project Project Register	Senior executive	Confirmed need. Confirmed sponsor

Prepare a draft proposal Review and pre-screen proposal

Write up the idea in the form of a Proposal. The draft proposal is reviewed with any other stakeholders identified previously. If necessary, it is amended. This review should look not only at the proposal in question but also at any other related proposals and projects. It is essential to screen out any duplicate proposals and those which do not form part of a coherent programme of change related to the business strategy and plan.

Inputs	Role	Outputs	Links
Confirmed need. Confirmed sponsor	Project Sponsor	Approved Proposal Proposal

Identify a project manager for the initial investigation stage

Identify a project manager who will be accountable for managing the Initial Investigation Stage, complete the registration of the proposal and file a reference copy.

Inputs	Role	Outputs	Links
Approved Proposal Proposal	Project Sponsor	Confirmed Project Sponsor Confirmed Project Manager Approved Proposal

To Initial Investigation Gate

Proposal

The Proposal is a very brief document (one to five pages) which outlines the need the project will meet, what it is intended to produce (if known), its benefits, and how it fits with current strategy. If known, the impact on the organisation (market, technology and operational), broad estimates of benefits and cost, and required time to completion are also included.

Project Register

The Project Register is a definitive list of projects, together with the names of the sponsor and manager. Additional information, such as project status and key dates may also be added.

Initial Investigation

Project Review Group

Project Sponsor

Team Managers are accountable to the project manager. The role of team manager is to:
- be accountable for such deliverables as are delegated to them by the project manager, ensuring they are completed on time and to budget;
- liaise and work with other team managers and members in the carrying out of their work;
- contribute to and review key project documentation;
- monitor and manage progress on their delegated work scope;
- manage the resolution of issues, escalating any which they can not deal with to the project manager;
- monitor changes to their work scope, informing the project manager of any which require approval;
- monitor risk associated with their work scope;
- be responsible for advising the appropriate team managers and/or project manager of potential issues, risks, or opportunities they have noticed.

Project Manager

Project Team

Assemble team for initial investigation Open a project account Register start of stage

Engage the study team, register the project, ensure a project account has been opened, and inform all relevant
stakeholders of stage entry (see Chapter 19 of Project Workout).

Inputs	Role	Outputs	Links
Approved Proposal	Project Manager	Project code and account opened Briefing

Undertake initial investigation

With the team, undertake the initial investigation, confirming the need for the project, objectives and strategic fit. Derive possible solutions for further investigation. Agree the outcome and recommendations with the
project sponsor.

Inputs	Role	Outputs	Links
Project code and account opened Rework Rework Rework request	Project Manager	Feasibility Report ((initial))

Prepare project plan

With the team, define the project and prepares the project plan, in detail for the next stage and in outline beyond. The potential resource needs should be discussed and agreed with the relevant functions.

Inputs	Role	Outputs	Links
Feasibility Report ((initial))	Project Manager	Rework Project Plan (Initial)

Prepare initial business case

With the team members, prepare and agree the initial business case document.

Inputs	Role	Outputs	Links
Project Plan (Initial)	Project Manager	Rework Business Case (Initial - Draft)

Review and finalize initial business case

Review the Initial Business Case, including the project plan, consulting any other relevant stakeholders. It is then either accepted, rejected, deferred or amendments are requested.
Submit gate request

Inputs	Role	Outputs	Links
Business Case (Initial - Draft) Project Plan (Initial) Feasibility Report ((initial))	Team Manager	Gate request Rework request Business Case (Initial - Approved)

To Detailed Investigation Gate

Business Case

The Business Case contains the business rationale for the project. It is the document which outlines WHY you need the project,
WHAT options you intend to work on, HOW you will do it, and WHO is needed to make it happen. It also answers the question HOW MUCH? and hence is used to authorise the funding for at least the next stage of the project. The Initial Business Case does not comprise a full analysis, but only sufficient to enable you to decide if it is worthwhile continuing the project. The Full Business Case provides the definitive appraisal for the project.

Feasibility Report

The Feasibility Report builds on the Initial Business Case. It includes the recommendation for which option should be adopted as the solution (including processes), and compares it against rejected solutions in financial and non-financial terms.

Project Plan

The Project Plan is a key appendix or supporting document to the business case and defines the schedule, cost, and resource requirements for the project. This is defined in summary to completion of the project and in detail for the Detailed Investigation Stage.

Business Case

Initial investigation Gate

Detailed Investigation

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Project Sponsor

Project Manager

Team Managers

Inform stakeholders and team of stage entry

Inform the stakeholders and key team members that authority to start the stage has been given.

Inputs	Role	Outputs	Links
Business Case (initial); Project Plan (initial) Feasibility Report (initial)	Project Manager	Notification

Register and set up stage

Ensure the start of the stage has been registered and assemble the team and brief them on the scope for this stage

Inputs	Role	Outputs	Links
	Project Manager	Project code and account

Undertake detailed investigation work and prepare Feasibility Report

The detailed investigation work is carried out (within the project control cycle) to assess the possible solutions and a preferred option is recommended, bearing in mind the risks and the benefits. A feasibility report is prepared.

Inputs	Role	Outputs	Links
Project code and account Rework	Project Manager	Feasibility Report Test Plan

Review Feasibility Report and select chosen option

Review, and if necessary, request the Project Manager rework any parts of the report.. Decide which option should be chosen and refined further.

Inputs	Role	Outputs	Links
Feasibility Report	Project Sponsor	Approved feasibility report Chosen option Rework

Refine and define chosen option

Work on defining the chosen option is carried out. This may involve
refining the output definition, the operational aspects, training plans,
business processes, market plans and system designs.

Inputs	Role	Outputs	Links
Approved feasibility report Chosen option Rework	Project Manager	Output Definition

Prepare detailed plans and business case

With the team, prepare the detailed plan for the Develop and Test stage and finalise the business case document. These are reviewed with the team and stakeholders and, if necessary, amended.

Inputs	Role	Outputs	Links
	Project Manager	Rework Project Plan Business Case (Draft)

Review and finalize business case

Review the business case. Include any other relevant stakeholders. It is then either accepted, rejected, deferred or amendments are requested.
Submit gate request.

Inputs	Role	Outputs	Links
Project Plan Output Definition Business Case (Draft)	Project Sponsor	Gate request Business Case (Approved)

To Development Gate

Feasibility Report

Project Plan

Test Plan

The Test Plan documents the tests required to verify performance of any outputs from the project both in isolation and working as a complete system

Output Definition

The Output Definition is the fundamental document set describing the output of the project in terms of process, organisation, systems, technology and culture. It is the document which integrates all the individual system, process and platform requirements. It also specifies how they will work together. The document set will continue to develop as the project proceeds and will be handed over to the manager(s) of any operational parts before the project is completed.

Business Case

Detailed Investigation Gate

Develop and Test

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Project Sponsor

Project Manager

Team managers

Inform stakeholders and team of stage entry

Inform the stakeholders and key team members that authorisation to start development has been given.

Inputs	Role	Outputs	Links
Business Case; Project Plan; Output definition; Test Plan	Project Manager	Notification

Brief project team

Assemble the team (including suppliers) and
confirm the project controls, roles and accountabilities for each individual. The plan (as produced at the end of the previous stage) should be reviewed to ensure it is still valid.

Inputs	Role	Outputs	Links
	Project Manager	Briefing

Do work

The work, as defined in the business case and laid out in the project
plan, is carried out within the project control cycle (see p. 23). Work is done, progress is measured, issues and variances noted and corrections made. As deliverables are produced they are reviewed, amended and finally accepted. These comprise those which are required prior to:
- starting testing;
- starting the Trial Stage (if one is required);
- the Release Gate.

Inputs	Role	Outputs	Links
Rework	Project Manager	Deliverables Test Plan (Updated)

Prepare for next gate review

A review is done to check that all activities have been done and deliverables are ready for the following stage(s) to start. All project
documentation (including the project plan, output definition and business case) is updated.

If a Trial Stage is required, submit the Ready for Trial Report for gate authorisation.
If a trial is not required, submit the Ready for Service Report for gate authorisation.

Inputs	Role	Outputs	Links
Project documentation	Project Manager	Gate request; Approved deliverables required for trial Gate request; Approved deliverables required for release. RFS Review Report Ready for Trial Review Report Project Plan (Updated) Business Case (Updated) Output Definition (Updated) Trial Plan

Conduct tests and review results

The tests are carried out, the results are reviewed, and any modification and retesting done. Some deliverables and the output definition may need to be amended in light of the tests.

Inputs	Role	Outputs	Links
Deliverables	Project Manager	Rework Test Results

To Trial Gate

Test Plan

The Test Plan documents the tests required to verify performance of any outputs from the project both in isolation and working as a complete system

To Release Gate

RFS Review Report

The Ready For Service (RFS) review report is a short report which confirms that all deliverables and prerequisite activities required before starting the Release Stage have been completed

Ready for Trial Review Report

The Ready for Trial Review Report is a short report which confirms that all deliverables, resources, and prerequisites across all functions required for starting the trial are in place

Test Results

The Test Results verify that any testing has been completed in accordance with the test plans and acceptance criteria, prior to doing the ready for trial review. Any outstanding issues are noted

Business Case

Project Plan

Output Definition

Development Gate

Trial Plan

The Trial Plan documents the way in which the output will be piloted and the criteria for determining whether it was successful

Project documentation

Trial

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Project Sponsor

Project Manager

Team managers

From Develop and Test Stage

Inform stakeholders and team of stage entry

Inform the relevant stakeholders and key team members that approval to start the Trial Stage has been given.

Inputs	Role	Outputs	Links
Trial Plan; Ready for trial review report; Project plan	Project Manager	Notification

Brief project team

Inform the relevant stakeholders and key team members that approval to start the Trial Stage has been given.

Inputs	Role	Outputs	Links
	Project Manager	Briefing

Finalize preparations for trial

The final preparations for the trial are carried out, as laid out in the project plan.

Inputs	Role	Outputs	Links
	Project Manager	Deliverables for trial Trial Plan (Finalized)

Conduct trial Review results

The trial is carried out, the results are reviewed and any modification and retrials done.
While the trial is being carried out, other activities and deliverables (such as training) are being delivered from the Develop and Test Stage.

Inputs	Role	Outputs	Links
	Project Manager	Trial results Trial Results

To Release Gate

Prepare for Release Gate review

A review is done to check the trial was acceptable, all activities have been done and deliverables are ready for the Release Stage to start. All project documentation (including the project plan, output definition and business case) is updated.
The Ready for Service Review Report is submitted for gate authorisation.

Inputs	Role	Outputs	Links
Trial results Approved deliverables required for release	Project Manager	Gate request Updated Project Plan (Updated) Business Case (Updated) Output Definition (Updated)

Updated Project Plan

Business Case

Trial Results

The Trial Results is a summary document which confirms that the trials have been completed in accordance with the plan and acceptance criteria, and the developed solution is now ready to move to the Release Stage. Any outstanding issues are also noted

Output Definition

Trial Plan

The Trial Plan documents the way in which the output will be piloted and the criteria for determining whether it was successful

Trial Gate

Release

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Project Sponsor

Project Manager

Team managers

Inform stakeholders and team of stage entry

Inform the stakeholders and key team members that approval to start the Release Stage has been given.

Inputs	Role	Outputs	Links
Business Case Project Plan RFS Review Report	Project Manager	Notification

Brief project team

Assemble the team and confirm the project controls, roles and accountabilities for each individual. The plan (as produced at the end of the previous stage) should be reviewed to
ensure it is still valid.

Inputs	Role	Outputs	Links
	Project Manager	Briefing

Finalize release preparations

Final release activities and preparations are carried out (e.g. major print runs, manufacturing, final training).
The decision on the launch date is confirmed and communicated to all who need to know. If there are any snags then release may be put ‘on hold’ until they are sorted out.

Inputs	Role	Outputs	Links
Rework	Project Manager	Deliverables for release

Launch decision

Launch!

The launch/release takes place.

Inputs	Role	Outputs	Links
Launch decision	Project Manager	Launched capability

Complete project work scope

Any outstanding work to complete the scope of the project is carried out. This may include removing redundant data from systems, withdrawing old manuals or literature, and shutting down redundant capabilities.

Inputs	Role	Outputs	Links
Launched capability	Project Manager	Completed scope

Project Completed

Prepare for project closure

Preparations for project closure are made.

Inputs	Role	Outputs	Links
	Project Manager	Draft closure report

Handover and close project

The project closure review is held and the project sponsor declares the project formally completed:
- the project accounts are closed;
- the development(s) (with output definition(s)) is handed over to the line for on-going management;- the terms of reference, accountabilities and timing for the Post-
Implementation Review are agreed;
- lessons on the efficacy of the project process are recorded and feedback to the process owner.

Inputs	Role	Outputs	Links
Completed scope Draft closure report	Project Manager	Completion request Project Closure Report

Project Closure Report

The Project Closure Report contains the notes of solution handover and project closure, including ‘lessons learned’ from the project in terms of how the processes, organisation, systems and team worked (i.e. the efficiency of the project). A terms of reference for the Post-Implementation Review is also included.

Terminate

RFS Gate

Post Implementation Review

Business Programme Manager

Project Review Group

The Project Review Group is a cross-organisation decision making body accountable for gating and changes to the status to the project.

Project Sponsor

Operational departments

Undertake Post Implementation Review

Inputs	Role	Outputs	Links
Output definition; Business case; Project closure report; Operational and service metrics; Revenue; Operational costs	Project Sponsor	Post Implementation Review Report

Post Implementation Review Report

The Post-Implementation Review (PIR) report assesses the success of the project against predefined criteria given in the business case and confirmed in the terms of reference for the PIR. It assesses how effective the project was in meeting its objectives and includes recommendations for improvements.