/ Project Management Framework
Version 2 08/01/03
Paula Manning, Planning & Quality

1.Introduction

This document sets out the project management framework for Information Services. It draws on existing methodologies and frameworks, but customises processes in the context of how Information Services operates.

2.Use of the framework

2.1Framework structure

The framework is structured to reflect the major stages in a project life span:

  • Project initiation (Project Proposal)
  • Project Planning (Project Plan)
  • Project Implementation
  • Project Close / Review. (Project Completion Report)

A flow chart illustrating the stages can be found at Appendix E

2.2When the framework should be used

An activity is defined as a project if it has one or more of the following characteristics:

  • It is a one-time undertaking (not part of routine)
  • It has a start and end date

The framework should be used for projects that have one or more of the following characteristics: -

  • More than 8 weeks of total staff time will be required
  • Additional staffing will be required (either during or post project)
  • The project will impact upon the work of other teams / sections / divisions (during or after project)
  • Non-staff funds over £2,000 will be required
  • The project will result in the implementation of a new or substantially changed service
  • The project is in response to an external invitation to bid for funds.

The framework is designed to cover different sizes and types of project. Therefore some elements will not be appropriate for every project. Judgment will be needed on which elements should be used. In particular it will not be necessary to supply information under all headings in the document templates if not relevant to the project. The core principle is to ensure that all significant information is available to managers and colleagues to support the authorisation, planning, implementation and ongoing management of the activities.

For small projects use of the framework is optional. In this case the document templates can be used as a checklist of topics to consider.

3.Project Register

Projects that meet the baseline criteria for using the framework (specified above) will be recorded in the IS Project Register and monitored as part of the strategic management of project activity across IS.

Appendix C indicates the monitoring reports to be produced for SMT.

4.Project Initiation

4.1Requests for Projects

Three common ways in which projects may be triggered are: -

  • Requests by Information Services to be undertaken within Information Services.
  • Requests by IS user community to be undertaken within IS or in collaboration with requestor.
  • Requests by Information Services to be undertaken by other University departments or external contractors.

In each case, it is important to be clear on the expected outcome(s) and how much resource will be required to achieve the outcome(s).

A Project Proposal template can be found at Appendix A. This can also be used for proposals for feasibility studies. Where requests for projects are triggered outside Information Services, the proposal template may be useful in aiding discussions with the requestor.

4.2Roles at Project Initiation Stage: -

4.2.1Project Sponsor

All projects that are required to use the framework must have an IS sponsor. In the case of projects requested outside Information Services and involving other departments, there may be more than one sponsor. Here the IS sponsor’s role is to: -

  • Consult with other members of staff to scope the project.
  • Prepare & submit proposal to authorising management.

The Sponsor should be a member of the management team level to which the proposal is being submitted.

4.2.2Project Manager

If a proposed project manager can be identified at this stage their role is to: -

  • Scope the project, in line with headings in Project Proposal template.
  • Assist the sponsor in preparing the project proposal.

4.2.3Planning & Quality Division

  • Support in using the Project Proposal template
  • Providing general project management guidance
  • Creating project register record

5.Authorisation

The following criteria are to be used to identify the route for authorisation, for submitting both proposals and project plans:

a) Section level authorisation for projects that have one or more of the following characteristics:

  • Will impact upon the work and workload of another team (during or after project)
  • Require more than 8 weeks of total staff time
  • Require non-staff funds that can be authorised from section budget

Or, it is judged appropriate, for any other reason, to raise it at this level

b) Divisional Management Team authorisation for projects that have one or more of the following characteristics:

  • Will impact upon the work and workload of another section (during or after project)
  • Require non-staff funds that can be authorised from divisional budget

Or, it is judged appropriate, for any other reason, to raise it at this level.

c) Senior Management Team authorisation for projects that have one or more of the following characteristics:

  • Will impact upon the work and workload of other divisions (during or after project)
  • Require significant staff time or additional staffing (either during or post project)
  • Require non-staff funds that cannot be authorised from divisional budget
  • Will result in implementation of a new or substantially changed service across the University
  • Are in response to external invitations for funding bids

Or, it is judged appropriate, for any other reason, to raise it at this level.

Decisions from the authorising management level will normally be made within one month of proposal submissions. Proposals requiring urgent decisions will be scheduled for discussion accordingly.

6.Project Planning

During the planning stage the Project Sponsor / Manager will be required to produce a project plan to be submitted to the authorising management team for further agreement before project commencement. This is to ensure any changes to the plan since the initial proposal stage can be fully considered. A template for the plan can be found at Appendix B.

6.1Roles at project planning stage: -

6.1.1Project Sponsor

  • Providing direction for the proposed project and guidance in planning activities.
  • Submission of Project Plan for authorisation and reporting any significant changes to proposal outline plan.
  • Communication with the proposed project manager and team.
  • Facilitating acquisition of resources.
  • Promoting the project to stakeholders to raise awareness and gain commitment.

6.1.2Project Manager

If a proposed project manager can be identified at this stage their role is to:

  • Prepare the project plan in consultation with sponsor, team and stakeholders.
  • Communicate any significant changes to outline plan to sponsor, team and stakeholders.
  • Define team roles and manage / co-ordinate team activities in line with objectives.

If a project manager cannot be identified at this stage the above activities should be undertaken by the project sponsor or nominated manager.

6.1.3Project Team

  • Agreeing proposed role with project manager.

6.1.4Planning & Quality Division

  • Providing support in using the project plan template and holding a ‘central’ copy of the plan
  • Providing general project management guidance
  • Maintaining information on project register

6.1.5Finance Team

  • Providing assistance and guidance on costing for project

7.Project Implementation

7.1Roles at project implementation stage: -

7.1.1Project Sponsor

  • Providing direction for the project.
  • Recruitment of the project manager and team (if not already in post).
  • Providing support to the project manager including help in resolving issues / constraints.
  • Receiving, considering and signing off progress reports from project manager for submission to authorising management team. (Appendix C)
  • Facilitating acquisition of additional resources
  • Attending steering group meetings.
  • Promoting the project to stakeholders.

7.1.2Project Manager

  • Managing / co-ordinating team activities in line with project plan.
  • Providing support to the project team.
  • Maintaining the project plan & obtaining approval for changes to the plan.
  • Producing project monitoring reports and communicating project status to; sponsor, team, stakeholders and Planning & Quality (for project register).
  • Liaising with stakeholders as required for project.
  • Maintaining project documentation.
  • Arranging steering group meetings (if relevant).

7.1.3Project Team

  • Activities as required for project.
  • Reporting work status and any risks / problems / constraints.

7.1.4Planning & Quality Division

  • Maintaining information on Project register.
  • Providing monthly monitoring reports to SMT.

8.Project Close / Review

Towards the close of the project it will be important to review the outcomes and agree arrangements for any continuing maintenance / development work. A template for a Project Exit and Review Report can be found at Appendix D.

8.1Roles at Project close / review stage:

8.1.1Project Sponsor

  • Overseeing the close of the project.
  • Submission of the Project Completion Report.
  • Supporting project manager / evaluator in conducting review.
  • Ensuring continued support / maintenance arrangements are in place with required resources.

8.1.2Project Manager

  • Managing close of project.
  • Preparing project completion report (if no external evaluation has taken place).

8.1.3Planning & Quality Division

  • Reviewing Project completion report for lessons learnt to inform future projects.

9.Acknowledgements / Bibliography

The following documents have been used in the development of this framework: -

Queensland University of Technology, Division of Information and Academic Services (2000) Project Management Framework, Version 1.

(Accessed 14/08/02)

Stephen Pinfield, University of Nottingham (2000) Draft Project Management methodology. (Based upon methodology produced by Charlotte Jarvis at BirminghamUniversity).

JISC, (2000). DNER Project Management Protocol.

Appendix A

Project Proposal

This template can also be used for proposals for feasibility studies. It is expected that a completed proposal will be 2 pages maximum.

It is not necessary to supply information under all headings in the document templates if not relevant to the project

Document Details:Author / Date / Version
Name of Project: (if applicable)
Project Outline: Brief description of the proposed activity with aims / objectives and scope.
Reason for Project/ Outcomes/ Deliverables: How will the project be of benefit and to whom? What problem/issue would this solve? What will be produced / improved?
Relationship to Strategies / Plans: How does the project relate to IS/University strategies and the IS Service Enhancement Plan?
Options: Are there any major options for achieving the outcomes? Is there a recommendation for which should be used?
Project Start Date / Length:
Project Manager / Team: All proposed staffing (whether IS, other University staff or external). How much of their time would be needed? What impact would it have on their duties?
Funding required: Amount required and proposed source. (May be estimate at initial stage)
Training needs / additional software/ equipment:
Communications: Who are the stakeholders who would need to be aware of the Project / may be impacted by the Project.
Risks / Dependencies / Prerequisites: What would happen if the project was not undertaken? Are there any factors that would inhibit the progress/success of the Project? Would the project’s progress be dependent/impact on any other project/activity in the work plan? Are there any prerequisites that need to be in place for project start? What assumptions have been made?

The Planning & Quality division will assign a unique project reference number from the Project Register following submission of the proposal.

Appendix B

Project Plan

This is intended to be an expansion of the proposal document with more detail being provided.

The following headings will be used as appropriate to the scope and type of project: -

  • Project Reference Number (added by Planning & Quality at proposal stage)
  • Document Details (author, date, version)
  • Project name (if applicable)
  • Project start date / length
  • Project Manager / Team (including roles/responsibilities)
  • Project Outline (including any changes since proposal stage)
  • Aims / Objectives, Scope
  • Project Outcomes and Deliverables
  • Project budget/ funding required (planned expenditure if applicable)
  • Detailed plan of activities: Action plan with responsibilities. Timeline with key milestones/dates (Gantt chart).
  • Project meeting and reporting schedule
  • Dissemination Plan (how stakeholders are to be kept informed)
  • Quality assurance and evaluation
  • Intellectual property rights (if applicable)
  • Risk/Dependency Analysis and contingency planning (including health & safety issues)
  • Exit Strategy (including continuing support required e.g. maintenance, staffing, training, and any other resources).

Appendix C

Individual Project Monitoring Report

To be submitted by the Project Manager to the Project Sponsor for reporting on to authorising management as appropriate. Copy to be sent to Planning & Quality. The report will contain the following information:

  • Project Reference No.
  • Project Name
  • Status Summary
  • Progress to Date (brief text summary)
  • Deliverables not achieved and corrective actions to be taken
  • Issues, Barriers & Risks
  • Decisions required
  • Overall Status (quick visual indicator e.g. red, amber, green)

Monitoring reports to IS Senior Management Team

The following Overview Report will be provided for SMT on a monthly basis. Reports will be generated from the project register database using monitoring information from individual projects and contain the following information:

  • Project Reference No.
  • Project Name
  • Project Sponsor
  • Project Start Date and Expected Completion Date
  • Progress to date (brief text summary)
  • Overall Status (quick visual indicator e.g. red, amber, green)

In addition to the overview report, SMT will also require reports of ‘exceptions’ relating to projects causing concern or requiring decisions to be made. In this instance the individual project monitoring report will also be submitted to SMT.

Appendix D

Project Exit & Review Report

Exit Strategy (review of continuing support required as stated within project plan).

Review of progress against project plan.

Outstanding deliverables.

Snag list.

Consultation / dissemination of results to stakeholders.

Lessons learnt.

Appendix E

9.1.1Stages in project life span.

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