PM GUIDE 03 End To End Project Delivery Framework
PM GUIDE 03 End To End Project Delivery Framework
PM GUIDE 03 End To End Project Delivery Framework
framework
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Introduction
The project delivery framework is aligned to DTF’s investment lifecycle and high-
value/ high-risk guidelines. The governance framework is aligned to the ICT
Governance Education Program.
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Purpose
To enhance delivery of information and communications
technology (ICT) projects across government by:
– Providing reusable tools and templates, repeatable processes and
implementing a consistent management approach for project delivery.
– Improving oversight and visibility of projects by ensuring information is
presented consistently, enhancing decision-making, reducing risks and
increasing confidence in project delivery.
– Defining key stakeholders’ roles and responsibilities in relation to the project,
including when and how they will be engaged.
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Framework components
• Activities – During each of the project stages, there are a set of activities that have to
be performed. For ease of display, these have not been reflected in a sequential
manner but have instead been grouped.
• Stage gates – At the end of each stage, the project must go through a check point
(gate) before continuing. The gate can be governed by the project board, steering
committee or the executive and ensures the project is ready to proceed to the next
stage.
• Project management templates – As an output of the activities performed during
each stage. These templates are used as tools for communication with project
stakeholders. Note: these templates do not cover project-specific outputs such as
strategies, policy, etc.
• Governance – Project governance is required to ensure the project is delivering its
intended objectives and achieving the anticipated outcomes and benefits. This section
provides governance principles, a structure, roles and descriptions.
• Monitoring and controls tools – A successful project has appropriate tools in place to
monitor and control the progress of the project. This section outlines the tools required
for project monitoring and controls.
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Activities
0
Investment SET GOVERNMENT 1 2 3 4 5
Lifecycle PRIORITIES & DIRECTION CONCEPTUALISE PROVE PROCURE IMPLEMENT REALISE
Consider portfolio wide Confirm the need Recommend an Award a contract Deliver the Deliver the
Stages and WoVG investment investment solution benefits
Stage
G1 G2 G3 G4 G5 G6
Gates
Scope Project Evaluation
Activities grouped by
Approach
Go to Market Deliver
Conduct Research
Design Build Test ID Issues & Findings
Assess Priority Characterise Problem Analyse Value‐for‐ Evaluate Responses
Money of options (e.g. Manage Delivery Capture Lessons Learned
Classify Define Benefits Proof of Concept) Negotiate Contract (Controls)
Determine extent of
Allocate to Branch Build case for Solution Award Contract Manage Stakeholders Benefits Delivery
Assess Option
Arrows in the diagram represent a sequential flow from the last activity in a stage group to the first activity in the next stage group.
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RESULT Early filtering Funding decision Tender Requested Contract awarded Project handover Benefits materialise
PURPOSE To investigate the strategic direction To investigate the business case and To investigate To investigate the business case To investigate how ready the To confirm benefits set out in
and concept development of the the proposed way forward to confirm assumptions in the and the governance organisation is to make the the business case are being
proposed investment against the the project is achievable and likely to business case and arrangements for the tender transition from the specification achieved and the operational
wider agency, portfolio or whole-of- deliver what is required. procurement strategy decision to confirm the project is and/or solution to service or facility is running
government goals or needs. proposed for the project. still required, affordable and implementation. It assesses smoothly.
achievable. The review also the capabilities of delivery
checks implementation plans are partners and service providers
robust. and confirms ownership of the
project is clearly identified after
handover to operations.
DECISION - the policy merit is sound and - stakeholders approve the intended - details of the sourcing - that the recommended tender - whether the solution is - First review – concentrates
CONFIRMS evidence based; benefits from the project; options, proposed decision is appropriate before robust before on the business case and
- options in response to the problem - the link with program and procurement route and the contract is awarded to a implementation; how well arrangements
have been sufficiently explored; organisational objectives is clear; supporting information. supplier / partner, or the work - how prepared the have been set up for
and and - implementation plans order is placed with existing organisation is to implement service delivery and
- the way forward is achievable. - the optimum balance of cost, are in place. supplier or other delivery the business changes before associated contract
benefits and risk has been partner. and after delivery; management.
identified. - that sound processes are used - the contract management - Mid term Review - examines
to select a supplier. arrangements; and aspects such as contract
- The process has been - whether there is a basis for management, improvements
well managed; evaluating ongoing in value-for-money and
- business needs are met; performance. (contract performance incentives
- whether client and supplier management phase.) against the baseline.
can implement and manage - Final Review - looks at
the proposed solution; activities relating to the
- whether a successful outcome closure of the current service
can be achieved. contract and ensuring
suitable arrangements are in
place for the future.
KEY OUTPUT - Strategic assessment (non-HVHR) - Full Business case - UNCLASSIFIED
Expressions of Interest - Expressions of Interest - Project status reports - Project status reports
for assessment - Preliminary Business Case (HVHR) - Request for tender - Request for tender - Benefits realisation report
- Project status reports - Project status reports Page 7
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0 - SET GOVERNMENT
Investment PRIORITIES & 1 2 3 4 5
Lifecycle DIRECTION CONCEPTUALISE PROVE PROCURE IMPLEMENT REALISE
Stages Consider portfolio wide Confirm the need Recommend an Award a contract Deliver the Deliver the
and WoVG investment investment solution benefits
Stage Gates G1 G2 G3 G4 G5 G6
* NOTE PROJECT CONTROLS include Registers for Risks, Issues & Changes, Dependencies, Actions, Decisions,
Financials and Lesson Learned. Each Register is a separate tab/sheet in the Control Workbook template
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Stage Gate
Investment 0 SET GOVERNMENT 1 CONCEPTUALISE 2 PROVE
Lifecycle Confirm the need Recommend an Investment
PRIORITIES & DIRECTION G1
Stages
PMO Portfolio
Executive / Portfolio Project Yes
(receives Idea Brief & Governance Go /
IDEA Governance Group Manager allocates Projects ID) Group (reviews) No Go
No
Activities grouped by
Yes Large/ No
HVHR?
Templates
See full list of templates on End‐to‐End Delivery Framework – Project Management Templates
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Governance: principles
Principle Application
Accountability • There should be a single point of accountability for the project (i.e. the project sponsor)
• Their accountability is for the realisation of project benefits.
• Accountability cannot be delegated.
Role clarity • Members of the project board should understand and be clear on their role.
• Members of a project board should be clear that their primary concern – and loyalty – is to ensure
a successful outcome from the project.
• Project board members should also clearly define the roles for others, such as the project manager.
Authority • The project sponsor must have sufficient authority (within the organisation) to effectively
discharge accountability to the project.
Transparency • Decisions made regarding ICT‐enabled projects should be communicated to stakeholders in a
timely and comprehensive manner.
Commitment • Prospective members should ensure they have time to govern the project before committing to
membership of a project board.
A governance structure that adheres to these principles requires a mandatory project control board (PCB).
Programmes, high‐value/high‐risk (HVHR) projects or projects spanning multiple departments or agencies may require a
steering committee in addition to a PCB. Stakeholders should be informed about ICT‐enabled projects in a timely and
comprehensive manner.
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Governance: structure
This governance structure is based on PRINCE2 and ICT Governance Education Program Learning Resource v2.0.
projects
Project Board (Accountable)
Sponsor Mandatory
Senior Supplier System Owner Senior User Governing Body
level (1st tier)
Project Manager
Project Management Team
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Senior Supplier • Responsible for ensuring that the best solution is adopted to deliver the project and that the integrity of the solution is
maintained, so that the project is capable of delivering its intended benefits.
Senior User • Responsible for representing and specifying the needs of those who will use the end result of the project, and monitoring
the project to ensure that these needs are met (within the constraints of the business case);
Project Project assurance involves monitoring all aspects of a project’s performance, including the quality of deliverables. It may
Assurance include ensuring that:
• risks are controlled; UNCLASSIFIED
Project board members may carry out project assurance if they have the time, skills and experience. It can be delegated to
individuals who then report to the board, including those external to the project and the organisation undertaking the project.
Because the project assurance function provides ongoing oversight of the project, the project manager and the supplier(s), it
is not appropriate to delegate project assurance to the project manager or to a vendor account manager. Those with
responsibility for this function should be selected by and answerable to project board members.
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Change Manager The role of the change manager will vary from project to project, depending on the scope of change required. In general, the change manager
will:
• establish and specify the extent of change required;
• lead change (to business processes, work practices, organisational structure, training, communications, roles and responsibilities, etc.) to
ensure the realisation of business benefits; and
• evaluate the extent to which business change activities have contributed to the realisation of business benefits.
Project Officers Depending on the scale and complexity of the project, the project management tasks might be undertaken by staff working with
the project manager. Typically, these staff undertake specific sets of project management tasks – such as:
• business case preparation, financial management, contract management, communications – and they need to have capabilities relevant to
these tasks.
• Sometimes project officers are fully engaged in the project, however, the project will often be just one of a number of activities in which
they are involved at the same time.
Content Contributors • These members of the team are responsible for creating specific content – in the case of ICT this might be:
• the development or modification of certain software solutions,
• the development or refinement of a software interface,
• the transference of data from one system to another,
• developing and implementing change actions, including developing new work processes and training stakeholders about how to use a new
system.
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When
Set Direction Conceptualise Prove Procure Implement Realise
Applicable activity
Project Type
Required Task Small Medium HV/HR
* Optional
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The purpose of the idea brief is to provide a level of understanding of project time and cost in order
to decide whether the project executive should:
• Proceed with the investment without further analysis, or
• Invest the time and effort required to produce a full business case.
This document brings together (at a high level) what is known and what has been assumed in order
to produce initial estimates.
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When
Set Direction Conceptualise Prove Procure Implement Realise
Applicable Phases
Project Type
Required Task Small Medium HV/HR
* Optional
The purpose of the project board terms of reference is to describe the role and responsibilities of the
project control board or steering committee, which is responsible for ensuring:
• the project meets its objectives and the board’s requirements
• Project milestones are achieved and stakeholders are satisfactorily consulted and kept informed of
future changes.
The project manager is responsible for ensuring all relevant and necessary issues are included in
the terms of reference.
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When
Set Direction Conceptualise Prove Procure Implement Realise
Applicable Phases
Project Type
Required Task Small Medium HV/HR
* Optional
The purpose of the PID is to provide the project information required for senior management
and stakeholders to commit to the resources and timelines proposed. It is a sort of ‘contract’
between the project manager and project sponsor/project board that defines how the project
will be run.
A PID will include:
• a detailed proposition against which success can be measured;
• how the project will be developed and when it will be delivered based on the approved idea brief;
and
• a detailed understanding of the costs and benefits of the project and, in particular, the resources,
risks and timelines required for successful delivery.
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The purpose of the project schedule is to allow the project manager to plan for tasks, time and
resources required to deliver the project. The following questions should be considered:
• Does your scheduling allow for weekends, public holidays and other non‐working days?
• Will the resources/skills be available in sufficient quantities when you need them?
• Are there any internal and/or external stakeholder tasks/events that coincide with the project
and limit the availability of resources?
• Are any individuals scheduled to work on other projects when you need them?
• Will any individuals or skill/types be overloaded with project work at any time?
• Have you adjusted the timing and allocation of work to spread the load evenly?
• Can you meet your time constraints/target delivery dates?
• Do you need to include recruitment, procurement, training or induction activities?
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The purpose of the stakeholder engagement plan is to outline the engagement approach to ensure
key stakeholders buy‐in through the project life. The scale of change caused by the project will
determine how this plan should be developed. If the change scale is small, a simple table in the PID can
be used. If the change scale is medium/large, it is suggested that a separate plan is used to capture this
information.
The plan will include:
• Stakeholder identification and analysis (who, their needs, and how the project will impact them)
• Engagement approach (time, resources, channels) to ensure stakeholder involvement and
minimise change impacts. For example, business reference groups (if appropriate), workshops with
subject matter expert to design the future or analyse the change, and one‐on‐one briefings with
senior stakeholders.
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The purpose of the change management plan is to provide specific details, including actions, timelines,
dates and the allocation of responsibility, required to effectively manage project change from inception
to delivery. It aims to capture a complete and holistic view of various planning components of the
change. The intended audience is the project manager, project team, project sponsor and any senior
leaders whose support is needed to carry out the plan.
The scale of change will determine how this information should be captured. If change scale is small,
the change approach can be described in the PID. If the change scale is medium/large, it is suggested
that a separate change management plan is used to capture this information.
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The purpose of the benefits realisation plan is to provide details of how the benefits management
process will be applied to a project. It describes the tasks, resources, time frame and approach to
benefits management.
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When
Set Direction Conceptualise Prove Procure Implement Realise
Applicable Phases
Project Type
Required Task Small Medium HV/HR
* Optional
The purpose of the stage plan is to design the work up to the point where the project sponsor/project
board should:
• review achievements to date and assess project viability
• take key decisions outside the level of authority of the project manager
• approve a more detailed plan for the next stage of work
• commit resources in accordance with the project or stage plan
• assess the impact of some significant external event that will influence the project (e.g.: legislation,
decision point in other project, review of business operation).
The detailed plan for a stage will be produced towards the end of the preceding stage, when the
information needed for planning is available.
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A risk is any area of uncertainty that represents a threat or an opportunity to the project. To manage and mitigate
risks, the project manager needs to identify risks, assess the likelihood of risks happening and estimate the impact
these risks might have on the project.
An issue is a risk that has materialised or an unplanned event that (unless action is taken) will impact the project
scope, cost, quality or schedule. A project change may be a result of a specific issue.
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Managing project dependencies and reporting them in the regular project status report helps a project
manager to monitor project progress and take remedial actions if necessary.
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A decision register is a central register used for recording key project decisions, justifications and
actions so that it is easy to review what was agreed and when.
Decisions can be reviewed and reversed or changed if necessary as long as the history and
justification for the change (and approval record) is logged.
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The lessons‐learned register is intended to be used throughout the project lifecycle to collect
information that has been obtained during any phase of the project. Project staff performing
different functions on the project will have a different outlook on successes, failures, and possible
solutions.
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When
Set Direction Conceptualise Prove Procure Implement Realise
Applicable Phases
Project Type
Required Task Small Medium HV/HR
* Optional
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The content of this report is input provided by the Project Manager and all key members of the
project team. It can be done through a questionnaire and a Post Implementation Review workshop.
The review of the project should be conducted by appointing a qualified person or a project manager
who is independent to the project. Where this is not possible, the project manager will conduct this
review.
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E2E framework for agile products
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Measure Benefits
Scope Review
Deliver
MVP
Lifecycle Activities
Prepare RFT
Allocate to Branch
Characterise Problem
Conduct Research
Assess Priority
Go to Market
Build case for Solution
Define Benefits
Assess Option
Classify
Key: patterned rectangles are those activities that happen in ‘Realise’ for non‐agile projects
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