Adopting a structured approach to project management helps to focus energy and resources on the things which have the most effect on successful delivery. It also helps to provide a sound basis for agreement on the way forward and a standard set of tools and processes to work with. Commensurate effort should be applied at all times relative to the scope, size and complexity of the project including engagement with the NI Gateway Review process.
The mandate for a Project can arise in a number of ways including new legislation or policy, a business need or from an overarching Programmme. A Business Case should be worked up, analysing a range of options and considering wider issues such as sustainability, and identifying a preferred option which will form the basis of the project.
Governance arrangements relative to the scale of the project must be put in place including a Project Board, Senior Responsible Owner (SRO), Project Manager and Project Team. Important information including the project objectives, agreed scope, an initial Plan and projected Benefits. should be written down in the Project Initiation Document (PID). Where the project is Construction related reference to Achieving Excellence (AE) principles and their application should be made.
Once up and running, careful Monitoring & Control of project activity should be undertaken. Action is required to manage Risks, Issues, Quality and Configuration During implementation both Highlight and Checkpoint Reports are useful to communicate progress, gain approval for decisions, and identify where remedial action may be necessary. Many projects involve Procurement and the Central Procurement Directorate (CPD) will provide help in taking this forward.
Upon completion of all deliverables the project should be closed in a controlled manner and a Post Project Review planned to confirm the realisation of projected benefits. An End-Project-Report should be completed including Lessons Learned.