Direct and manage a project
Business Programme Sponsor
The Business Programme Sponsor is accountable to the Business Strategy and Planning Board for directing the Business Programme, ensuring that the portfolio of projects and activities (Business Program) within his/her scope realizes the required benefits.
- Provides business direction to the Business Programme Manager in terms of making decisions, initiating new projects, terminating unwanted projects and resolving issues.
- Approves the Business Programme Plan prior to authorization by higher authority.
- Ensures that the combined benefits for the Business Programme are realized.
- Ensures that the scope of the Business Programme covers the needs of the business.
- Directs priorities between contending projects and activities within the Business Programme.
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.
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 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.
Team Manager
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, supported by team
Organisation's Board
The organisation's board should set the strategic direction for the organisation and targets to be met.
Direct and review business
programme
(Chapter 14)
Throughout the duration of the business programme, the business programme should ensure that the totality of the outputs and benefits meets the overall business needs of the organisation as a whole.
| Inputs |
Role |
Outputs |
Links |
- Draft business programme plan
Requests for decisions and direction
- Strategic intent
|
Business Programme Sponsor |
- Approved business programme plan
Direction, targets and decisions
- Business Strategy
- Business Plan
|
|
Identify the need
(Chapter 5)
In order to have a controlled start to a project, preparatory work should be done prior to the formal start of the project to prepare a proposal for the project. In all cases, the sponsoring group in the organisation should identify a senior manager (project sponsor) who will be accountable for the realisation of the benefits which will derive from the project and who will establish the project objectives. The result of this work should be a statement of the business objectives, expected outcomes and outline case for the project. This information should be used as the basis for a decision at the first project gate to start the first stage of the project (see below). See Chapter 5 for more about this activity.
| Inputs |
Role |
Outputs |
Links |
- Trigger for
possible new
project
|
Business Programme Manager |
|
|
Oversee project portfolio
(Chapters 14 to 17)
Throughout the duration of the business programme, the business programme manger should ensure that projects are initiated when needed, delivery is proceeding to time and that the outputs will meet the business needs. Corrective action and direction should be taken if the business programme is unlikely to meet its stated objectives.
| Inputs |
Role |
Outputs |
Links |
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
- Approved business programme plan
Direction, targets and decisions
- Post Implementation Review report
- Closure notification
- Notification
|
Business Programme Manager |
- Business context & risk
Decisions
Direction
- Draft business programme plan
Requests for decisions and direction
- Trigger for
possible new
project
|
|
Initiate a project (Chapter 19)
You need to set up a project properly from the start to ensure that control is established. There are five key activities for you to undertake when setting up a project:
1 Set up the project team.
2 Prepare a project definition and business case
3 Prepare a project plan.
4 Define your project organization.
5 Engage your stakeholders.
See Chapter 19 for more about this activity.
| Inputs |
Role |
Outputs |
Links |
- Project context and risk
Decisions
Direction
|
Project Manager |
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
- Project Plan
- Output Definition
|
|
Approve/terminate project
(Chapter 15)
This activity should comprise two aspects:
- Approving the start of a project, new phase of a project and closure.
- Terminating, suspending and reinstating a project.
The purpose of approving the start of a project or phase is to ensure that the project and each phase of the project are initiated in a controlled manner and that the project is closed in a controlled manner.
The purpose of terminating, suspending or reinstating a project is to change the status of the project a result of the project becoming unviable or risks unacceptably high.
See Chapter 15 for more about this activity.
| Inputs |
Role |
Outputs |
Links |
- Gate request
- Draft proposal
|
Project Review Group |
- Gate approval
to start next stage
- Notification
|
|
Direct a project - Project sponsor
(Chapters 3, 4, 6 to 10)
Throughout the project, the project sponsor should ensure the project is viable and still required. He/she should seek direction from the programme sponsor or manager as and when needed and provide direction to the project manager as appropriate.
| Inputs |
Role |
Outputs |
Links |
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
- Business context & risk
Decisions
Direction
- Gate approval
to start next stage
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
|
Project Sponsor |
- Project context and risk
Decisions
Direction
- Gate request
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
- Direction to
terminate project
- Project context and risk
Decisions
Direction
- Business Case
|
|
Control a project - Project manager
(Chapters 3, 4, 6 to 10)
Throughout the project the project manager should ensure that the required outputs are fit for purpose and likely to enable the realisation of the required benefits. This includes managing the project through its stages and applying the support processes as and when needed. See Chapters 3, 4, 6 to 10 for more on this activity.
| Inputs |
Role |
Outputs |
Links |
- Progress report
Risks & issues
Change requests
Completed deliverables
- Project context and risk
Decisions
Direction
|
Project Manager |
- Project context and risks;
Instructions
- Progress report
Request for direction
Change request
Escalated issues
Escalated risks
- Closure trigger
|
|
Manage delivery - Team manager
(Chapters 3, 4, 6 to 10)
The team manager should ensure that all deliverables within the assigned work package are completed on time, to costs and at the appropriate quality. This includes applying the support processes as and when needed. See Chapters 3, 4, 6 to 10 for more on this activity.
| Inputs |
Role |
Outputs |
Links |
- Project context and risks;
Instructions
|
Team Manager |
- Progress report
Risks & issues
Change requests
Completed deliverables
|
|
Close a project
(Chapters 27)
The objective of project closure is to ensure that a project is closed down in a controlled and organized way and all accountabilities relating to it have been discharged or handed over to the appropriate authorities.
Closure is the formal “end-point” of a project, either because it is completed or because it has been terminated. Termination may occur because the project is no longer viable or because the risks associated with it have become unacceptably high.
| Inputs |
Role |
Outputs |
Links |
- Closure trigger
- Direction to
terminate project
|
Project Manager |
- Project closure report
- Project Closure Report
|
|
Project closed
This project is now formally closed
Undertake PIR
(Chapter 11
When sufficient time has elapsed for the benefits realized and operational measures are representative, the business programme manager should ensure the project sponsor undertakes a review to determine the extent that actual benefits being realized match expectation in the business case, the operational performance and practice matches expectations and what corrective action, if any, is required to ensure the outcome meets that defined in the business case. See Chapter 11 for more about this activity.
| Inputs |
Role |
Outputs |
Links |
|
|
Business Programme Manager |
- Post Implementation Review report
- Post Implementation Review Report
|
|
Manage benefits
(Chapter 20)
The purpose of benefits management is to ensure that the benefits expected from undertaking a project are defined, measurable and realistic and, if realized, will ensure the project achieves its objectives.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage planning
The purpose of planning is to ensure that the outputs from the project are likely to be delivered in sufficient time, within cost and at a required quality, such that the project’s benefits will be realized. The project manager should be accountable for creating and using the project plan, assisted and advised as necessary by the project sponsor and project team.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage schedule
(Chapter 21)
The purpose of schedule management is to ensure the project deliverables are developed on time.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage resources
(Chapter 16)
The purpose of resource management is to ensure that the project has sufficient resources of the right skills to undertake the work.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage finances
(Chapter 22)
The purpose of financial management is to ensure the project costs are kept within acceptable limits to ensure the project is financially viable.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage risks & opportunities
(Chapter 23)
The purpose of risk management is to ensure the likelihood of the project objectives being achieved is increased. Risk is any potential uncertainty, threat, or occurrence which may prevent you from achieving your defined business objectives and benefits. It may affect time-scale, cost, quality or benefits.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage issues
(Chapter 24)
The purpose of issues management is to ensure exceptional events are resolved such that the business objectives of the project can still be achieved. Issues management is the process for recording and handling any event or problem which either threatens the success of a project or represents an opportunity to be exploited.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Control change
(Chapter 25)
The purpose of change control is to ensure only beneficial changes are introduced into the project . Controlling change does not mean preventing change.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage reviews
(Chapter 26)
The purpose of reviews is the assure the sponsor that the project will achieve its objectives. Reviews are an indispensable part of good project management, reassuring you, if you are the project sponsor, that the benefits you require will in fact be realized and, if you are the project manager, giving you an independent view on the effectiveness with which you are running the project
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
- Review report
- Project health check
|
|
Manage reporting
(Chapter 21)
The purpose of reporting is to ensure the sponsor, team and other selected stakeholders are aware of the current situation on a project and prompted to take actions, when necessary.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage quality
The purpose of quality management is to ensure that the outputs from the project are fit for purpose such that the project objectives can be achieved.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage purchasing
The purpose of procurement management is to ensure that any products or services which are bought as part of the resourcing of. or outputs from, the a project, are of the appropriate quality and represent value for money for the procuring organisation.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Manage documentation
The purpose of documentation management is to ensure that all documentation relating to the project is tracked, reviewed, approved and version controlled effectively, such there is no doubt as to what version of any document is to be used by the team or stakeholders.
| Inputs |
Role |
Outputs |
Links |
|
|
Project manager, supported by team |
|
|
Business Plan
Overall business plan for the business programme including objectives, benefits and constraints.
Business Strategy
Governing principles for how the business plan is constructed.
Benefits plan
Plan showing overall benefits for the programme or project.
Schedule Plan
Plan showing overall time-scales for the programme, project or work package.
Resource plan
Plan showing overall resource needs for the programme, project or work package.
Finance plan
Plan showing overall costs for the programme, project or work package. If the project is revenue earning, then income should also be tracked.
Risk log
Log of all risks which may impact the business objectives.
Issues log
Log of all issues which may impact the business objectives.
Change log
Log of all change requests and their status.
Review report
Report resulting from a review ,which provides assurance that the project will meet its business objectives. It should include a summary of the findings and recommendations.
Plans
A plan comprises the integration of the schedule, costs, resource and scope for a project or work package.
Progress reports
Report on the status of the project or work package which is the subject of the report.
Report on the status of the project or work package which is the subject of the report.
Quality log
Log of adherence to quality standards for the project or work package.
Document register
Register of all version controlled documentation for the project or work package.
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.
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.
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.
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.
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.
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.
Approve project closure
(Chapter 15)
This activity should comprise two aspects:
- Approving the start of a project, new phase of a project and closure.
- Terminating, suspending and reinstating a project.
The purpose of approving the start of a project or phase is to ensure that the project and each phase of the project are initiated in a controlled manner and that the project is closed in a controlled manner.
The purpose of terminating, suspending or reinstating a project is to change the status of the project a result of the project becoming unviable or risks unacceptably high.
See Chapter 15 for more about this activity.
| Inputs |
Role |
Outputs |
Links |
|
|
Project Review Group |
|
|
Roles and Responsibilities
Business Programme Sponsor
The Business Programme Sponsor is accountable to the Business Strategy and Planning Board for directing the Business Programme, ensuring that the portfolio of projects and activities (Business Program) within his/her scope realizes the required benefits.
- Provides business direction to the Business Programme Manager in terms of making decisions, initiating new projects, terminating unwanted projects and resolving issues.
- Approves the Business Programme Plan prior to authorization by higher authority.
- Ensures that the combined benefits for the Business Programme are realized.
- Ensures that the scope of the Business Programme covers the needs of the business.
- Directs priorities between contending projects and activities within the Business Programme.
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.
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 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.
Team Manager
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.
Deliverables
Document register
Register of all version controlled documentation for the project or work package.
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.
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.
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.
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.
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.
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.
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.
Plans
A plan comprises the integration of the schedule, costs, resource and scope for a project or work package.
Benefits plan
Plan showing overall benefits for the programme or project.
Schedule Plan
Plan showing overall time-scales for the programme, project or work package.
Resource plan
Plan showing overall resource needs for the programme, project or work package.
Finance plan
Plan showing overall costs for the programme, project or work package. If the project is revenue earning, then income should also be tracked.
Progress reports
Report on the status of the project or work package which is the subject of the report.
Risk log
Log of all risks which may impact the business objectives.
Issues Log
Log of all issues which may impact the business objectives.
Change log
Log of all change requests and their status.
Review report
Report resulting from a review ,which provides assurance that the project will meet its business objectives. It should include a summary of the findings and recommendations.
Quality log
Log of adherence to quality standards for the project or work package.
