Project name
Project proposal (full)
Project Name – Completion Report
Tips for completing templates
–Every section of the template should be addressed. If the section is not relevant to the
project, use ‘not applicable to this project’. This enables the project manager to tailor
the documentation to the needs of the project, while ensuring the knowledge areas of
project management have been addressed.
–For an overview of the concept phase of project management within the OnQ
methodology, please refer to the OnQ website ‘concept phase’.
–While deleting the guidance box streamlines the appearance of the document it is also
useful to save a version with all guidance intact. This allows you to review the guidance
again if any changes are required to the document, following review by other parties.
–Information can be presented in table form where it is more efficient and effective to do
so.
–This document should be managed in accordance with the Department of Transport and
Main Roads Recordkeeping Policy.
–Any appendices at the back of the document are tools to assist in documenting the
relevant information. The appendices have generally been developed for major projects
and may need to be tailored to the size and complexity of the project. It is important
therefore to take the time to determine which ones are relevant to the project. In order
for the approving officers to know that the appendices have been considered, use ‘not
applicable’ where appropriate, rather than just omitting or deleting an appendix.
–It could be useful to refer to a completed project proposal as an example of how to
complete this document.
–Templates should be completed in a language that is:
–clear and easy to understand
–pleasant to read
–well-punctuated and grammatically correct.
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Department of Transport and Main RoadsGeneric OnQ templatePage 1 of 33
Project Name – Project Proposal
Document control sheet
Version history
Version no. / Date / Changed by / Nature of amendmentdd/mm/yyyyy / Initial draft.
Contact for enquiries and proposed changes
If you have any questions regarding this document or if you have a suggestion for improvements, please contact:
Project Manager:Insert Project Manager's name here
Phone:Insert phone number here
Project proposal approval checklist
Project governance is documented. Project customer, sponsor and manager have been identified and accept their responsibility.There are clear justifications for the project:
- The real underlying problem to be addressed has been identified.
- What the project is expected to achieve has been determined. (For example potential costs and benefits based upon the current knowledge and understanding).
- The products or services to be delivered have been clearly determined.
Stakeholder analysis is appropriate taking into account the projects type and size.
For major projects an internal and external communication strategyis attached.
Scope is clearly defined. For example what will and will not be delivered.
Internal and external impacts have been identified and mitigation strategies considered.
A risk register is attached, including assessment and control measures, for major projects a risk management plan has been completed and attached.
The performance of the project has been assessed against pre-determined success criteria.
The effects of any defects liability is noted.
There is a recommended plan to the next stage, that states resource and cost forecasts.
Handover report approval
The following officers have approved this document.
In signing this approval:
- I agree that the document meets the standard required for the project proposal deliverable (requirements above).
- I understand the financial and other impacts associated with progressing to the options analysis stage.
- I authorise progression to the options analysis stage.
Project customer (accountable for ensuring the stated benefit(s) of the project to the business have been measured and achieved)
NamePosition
Signature / Date
Project sponsor (accountable for representing the organisation(s) delivering the project)
NamePosition
Signature / Date
The following key stakeholders critical to the project’s success have endorsed this document.
NamePosition
Signature / Date
Add further names as required
Contents
Executive summary
1Introduction
1.1Purpose of this document
1.2References
1.3Definitions
2Governance
2.1Project customer
2.2Project sponsor
2.3Project manager
2.4Governance structure
3Stakeholders
4Project purpose
4.1Background
4.2Outcomes and benefits
4.2Links with the department’s objectives
5Scope of project
5.1In scope
5.2Out of scope
5.3Related projects
5.4Constraints
5.5Urgency
5.6Assumptions
6Project procurement
7Impacts
7.1Internal
7.2External
8Risks and issues
8.1Risks
8.2Issues
9Key findings and recommendations
10Plan for conducting the concept phase
10.1Schedule
10.2Resource requirements
10.3Cost estimate and budget
10.4Procurement
10.5Communication and reporting
10.6Risks
10.7Success criteria
Project proposal appendices
Appendix A – Defining scope checklist
Appendix B – Procurement plan
Appendix C – Risk management plan
Appendix D – Risk register
Appendix E – Estimated costs and resources
Appendix F – Communication management plans (internal and external)
Executive summary
Summarise the key points of the proposal as follows:
–describe the problem or opportunity
–identify the scope boundaries
–define the outcomes and benefits required from the project
–outline key risks and issues
–what is the recommended course of action
–provide an overview of time, resources and costs to complete next stage.
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1Introduction
1.1Purpose of this document
Identify the purpose of this document in this section (do not explain the project here). The purpose of a project proposal is to:
–confirm the need for the project and establish project outcome requirements
–establish the link to the organisation’s strategic goals and objectives
–develop a plan and budget for completing the concept phase
–obtain funding and senior management support for the concept phase.
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1.2References
List any documents to which this document refers, include all previous documentation prepared as part of this project.
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1.3Definitions
In the table below, define any term the audience may not understand, including specific terms, abbreviations and acronyms.
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2Governance
2.1Project customer
–Accountable for ensuring the stated benefit(s) of the project to the business have been
measured and achieved.
–Enter the name of the project customer.
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2.2Project sponsor
–Accountable for representing the organisation that is delivering the project.
–Enter the name of the project sponsor.
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2.3Project manager
–Appointed by the project sponsor to manage the project (and responsible for preparing
this document).
–Enter the name of the project manager.
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2.4Governance structure
Briefly outline the governance structure.
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3Stakeholders
–Stakeholders are individuals or groups within the organisation that are actively involved
in the project, or whose interests may be positively or negatively affected by the
project.
–List all internal and external stakeholders with an interest in this document.
–Stakeholders may be listed in tabular form (as below).
–Describe the engagement undertaken with stakeholders in developing this document.
–Outline the key findings of the engagement process.
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4Project purpose
4.1Background
Provide a brief history of the project including details of:
–who initiated the project and how it was initiated
–past community engagement, issues and outcomes
–any benchmarking that has occurred
–any other previous initiatives or projects which addressed related issues
–key decisions from previous project phases
–steps taken in developing this document. This could include investigations carried
out or research methodology used
–describe the current situation – problem, needs or opportunities
–what problem or part of the problem this project will address
–impacts of the current situation on internal and external stakeholders, including
impact of not proceeding.
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4.2Outcomes and benefits
Define the outcomes and benefits required from this project – what needs to be achieved, not how it is to be achieved.
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4.2Links with the department’s objectives
–Describe how the project links to departmental objectives.
–If the project has not originated from departmental objectives, state how it supports the
strategic direction.
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5Scope of project
5.1In scope
–Define the project boundaries – include specific products or outputs.
–Confirm or update (as necessary), the scope outlined in any previous documentation.
–Remember at the proposal stage, it may only be possible to describe the work required
to progress to the next step in the concept phase.
–For further guidance on establishing scope refer to the ‘defining scope checklist’ in
appendix A.
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5.2Out of scope
–List any identified items that will not be delivered as part of this project.
–Identify the importance of individual out of scope items that may pose significant risks
to the project if they are not completed.
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5.3Related projects
–List any related projects or proposals and their relationship to this project.
–Identify the impact of these related projects on this project.
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5.4Constraints
–Define any factors that restrict how the project can be conducted or managed.
–Common constraints include timing, cost, political, limited resources and implementation
issues.
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5.5Urgency
Identify the urgency of the project stating reasons. For example safety pressures, political commitments, and funding availability.
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5.6Assumptions
–List all assumptions made in producing this document.
–An assumption is a statement that is taken as being true for the purposes of planning a
project, but which could change in the future, for example:
–resources (human and finance) will be made available for the project
–senior management will support this project
–the political climate will remain stable.
–All assumptions should therefore be reviewed as part of the regular review process.
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6Project procurement
Where possible, give early consideration to:
–procurement options available for the whole of the project (sole invitee, multiple
invitees)
–selection of suitable contract type (value based or qualification based)
–refer procurement plan appendix B – part A
–alternatively, identify when it is inappropriate to suggest procurement options if
there is limited experience with this type of project.
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7Impacts
–Impacts are the ways in which the project will affect others, including other areas of the
organisation and external stakeholders.
–These can be identified in either narrative or table format (see below) and would include
impacts that:
–are positive or negative and external or internal to department
–occur during the life of the project (costs, disruptions, temporary
arrangements etc)
–result from delivery of the project.
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7.1Internal
Impacts the project will have on the department for example:
–culture change and change management aspects
–impacts on staff and likely staff attitudes.
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Area within the department / Nature of impact7.2External
Impacts the project will have on external groups or organisations for example:
–new policy culminating in changes to legislation which affects outside agencies
–service provider(s) will need to charge more for the service.
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8Risks and issues
8.1Risks
Identify the risks to the project during the whole project lifecycle. Risks could include but are not limited to:
–financial risk – budget overruns, budget reduced
–policies risk
–stakeholder risks
–contractor or consultant risks
–complete a risk register for all projects (risk register appendix D – part 1)
–complete a risk management plan for major projects (appendix C)
–refer to the corporate risk management framework.
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8.2Issues
–List any known issues that affect this project.
–Issues can include things that have happened, or will happen (whereas risks are events
or occurrences that may happen).
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9Key findings and recommendations
–Summarise the key findings from the investigations to date.
–Make a recommendation on whether the project should continue with the options
analysis or business case.
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10Plan for conducting the concept phase
–This section details how the concept phase will be delivered; it is the management plan
for this phase of the project.
–For complex projects with long concept phase duration, additional guidance is available
in the project plan template.
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10.1Schedule
Attach a schedule that clearly shows:
–what activities are required to be conducted
–when activities will be conducted
–who is responsible for the activities.
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10.2Resource requirements
–Identify the resources required to deliver the concept phase.
–Particular focus should be given to the project team members and specialist skills
required.
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10.3Cost estimate and budget
Attach a detailed cost estimate and budget for delivery of the concept phase.(Refer to appendix E).
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10.4Procurement
–Identify how the various concept phase activities only will be procured – refer
procurement plan appendix B – Part 2.
–Procurement refers to the process that is to be undertaken to acquire goods, services
and products that exist outside of the project team.
–Procurement activities must be undertaken in accordance with the departmental
procurement policy.
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10.5Communication and reporting
–Detail the reporting requirements to be used during the concept phase between the
project manager, sponsor and customer.
–Outline how communication with key stakeholders will be managed during this phase.
–For major projects use the communication management plan (appendix F)
–Guidance on managing stakeholders.
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10.6Risks
–What are the risks to the project during the concept phase only (Do not include the
whole project lifecycle).
–Refer to risk register appendix D – part 2.
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10.7Success criteria
–Define the success criteria for the conduct of the concept phase
–At completion of the concept phase, assessment of these criteria will determine how
well the concept phase was managed and delivered.
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When all information has been put into this document and the guidance text boxes have been deleted, it will be necessary to reformat the document. To update the table of contents:
–right click mouse in the table of content, ‘click update fields’
–click on ‘update entire table’, then click ‘ok’. (This will update the table of
contents to show the new page numbers).
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