Table of Contents
ABOUT THE AUTHOR
At the idea stage we need a written down explanation in a simple form (possibly supported with a market analysis and supplier documentation) outlining strategic aim, cost, benefit for initial evaluation. This allows the team to understand what the project is/is not and whether we want to proceed to a business case.
Key question we must answer: Is this a good idea?
Process: Consult with the appropriate stakeholders, experts, write it all down on template (available from us) and get agreement from your Manager or Executive Sponsor.
At this step we need a written down detail of strategic aim, cost, benefit in a format acceptable to finance for investment or project appraisal.
Key question we must answer: Is the cost/benefit worthwhile?
Process: Use a spreadsheet to list all the costs (purchase, running costs, staff hire), plus any future benefits (new or improved income). Attach it to the Business Case template and get sign-off from your Manager or Executive Sponsor.
Project Initiation Document (PID) – At this step we need a written down detail of your implementation plan: e.g. roles, goals, tasks, owners, actions, timescales.
Key question we must answer: How will we deliver and implement this?
Process: Consult with the appropriate stakeholders, who will actually participate in the project. Write it all down on template and get agreement from your Manager or Executive Sponsor.
At this step we need a written down detail to be peer-reviewed by Project Monitoring Committee with comments to the Senior Management Team (SMT) prior to the SMT decision to approve or reject the project. The aim is to provide assurance to the SMT that key stakeholders in the business have been engaged and understand the implications.
Key question we must answer: Should we actually do this? (or are there other higher priorities?
Process: When you have completed all the above bits of paper (Step 1-3) you are ready for a decision. If it’s a small project get agreement from your Manager or Executive Sponsor. If it is a large project (likely to need money, resources or have an impact outside your team) them pass it to us and we will seek endorsement by the Project Monitoring Committee and approval by the Senior Management Team.
This is what the Project Monitoring Committee will check the implications for:
a) Finance re costs/benefits, cash-flow and ROI
b) Governance, Audit, Compliance and Risk
c) Our competitive position and reputation
d) Operations, Health & Safety, Helpdesk and Facilities
e) HR, L&D and Training
f) IT, Data and Information Security
At this step we need a written down detail of what’s done, what’s next, any issues, decisions needed. This aims to confirm on-time, on-budget, to-specification, low-risk and high-communication. This update is provided by the Project Manager to the Project Coordinator at period end. The Project Coordinator will use this information, and information from finance to populate the Executive Dashboard.
Key question we must answer: How is it going? (is there anything we should know?)
Process: When you are up-and-running you will be expected to provide a monthly update to let everyone know what’s happening. Put this in writing. We have a template for this.
At this step we need to ensure there is a formal acceptance and hand-over to the operational teams running “business as usual”. Make sure you know what needs to be handed-over before you start, and make sure they have everything and agree it all before you finish/close. It is advisable to document the handover.
Key question we must answer: Is everything delivered, complete and OK. Can we hand-over to business-as-usual?
Process: Make sure you know what needs to be handed-over to business as usual before you start, and make sure they have everything and agree it all before you finish/close. Get this in writing. We have a template for this.
At this step we need to review of outcomes compared to the business case and plan. The best approach is to revisit all the above steps to look at what happened, learn any lessons and measure success against your original goals in the Business Case or Plan. By recording this and sharing it the business is able to learn and improve.
Key question we must answer: Did we achieve our aims, on-time, on-budget, to-specification, with low-risk and high-communication?
Process: Make sure you revisit all the above steps to look at what happened, learn any lessons and measure success against your original goals in the Business Case or Plan. Get this in writing. We have a template for this.
If your project is more complex you may want to read about more sophisticated methods, tools and resources.
Why you need project assurance to look at your contract (and not just a lawyer)
What should be included in Project Management?
The Pros and Cons of having a methodology
Different projects types and different roles
Design Authority Pros and Cons
ABOUT THE AUTHOR
An experienced Management Consultant and Project Manager , used to working with people and teams in complex legal, regulatory, and technical environments.
• Management Consultant MBA
• PostGrad International Compliance Association
• PostGrad EC Competition Law
• APMG Change Practitioner
• PRINCE2 Project Manager
• Data Protection Officer (GDPR Practitioner)
• International Coaching Federation ICF Trained Coach
• IoD UK Business Mentor
• Chartered Management Institute Tutor for Level 3,5 & 7
• Experienced team and change facilitator
I have more than 30 years’ experience delivering projects, programme and change and have gathered many tools, templates and tips for every type and scale of project. I love drinking coffee and exchanging ideas, so if you need anything please feel free to message me.
Follow me on a journey exploring new ideas and opportunities @timhjrogers #timhjrogers
Tim HJ Rogers
MBA Management Consultant + Change Practitioner
ICF Trained Coach, IoD Business Mentor, Mediator
PRINCE2 Agile-Scrum Projects, Programmes and PMO
Mob 447797762051 Tim@AdaptConsultingCompany.com
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