Showcase 2002 AIPM Conference1 Aligning Project Outcomes with your Strategic Direction A paper presented by Chris Cartwright Perth August 2002

Showcase 2002 AIPM Conference2 Project Steering is all about Project Governance

Showcase 2002 AIPM Conference3 Project Business Perspective Scarce resources are steered into the most desirable business direction Projects are initiated and procured in a business- oriented manner Benefits for the customer as well as for the organization are considered A suitable Sponsor is appointed

Showcase 2002 AIPM Conference4 Project Organizational Perspective The project sponsor is responsible for: Managing Strategically Important Project Interfaces Making Business Decisions about the Project Managing the Project's Business Opportunities Managing the Project Scope and Project Procurement Exercising Leadership and Acting as a Role Model

Showcase 2002 AIPM Conference5 Project Organizational Perspective The project sponsor is responsible for: Managing Strategically Important Project Interfaces Making Business Decisions about the Project Managing the Project's Business Opportunities Managing the Project Scope and Project Procurement Exercising Leadership and Acting as a Role Model

Showcase 2002 AIPM Conference6 Project Organizational Perspective The project sponsor is responsible for: Managing Strategically Important Project Interfaces Making Business Decisions about the Project Managing the Project's Business Opportunities Managing the Project Scope and Project Procurement Exercising Leadership and Acting as a Role Model

Showcase 2002 AIPM Conference7 Project Organizational Perspective The project sponsor is responsible for: Managing Strategically Important Project Interfaces Making Business Decisions about the Project Managing the Project's Business Opportunities Managing the Project Scope and Project Procurement Exercising Leadership and Acting as a Role Model

Showcase 2002 AIPM Conference8 Project Organizational Perspective The project sponsor is responsible for: Managing Strategically Important Project Interfaces Making Business Decisions about the Project Managing the Project's Business Opportunities Managing the Project Scope and Project Procurement Exercising Leadership and Acting as a Role Model

Showcase 2002 AIPM Conference9 Project Management Function Sponsor ensures people are assigned roles in the project management function ie: Person responsible for the first phase Project manager Other members of the project staff, These people are responsible for delivering results according to the agreements made with the project sponsor

Showcase 2002 AIPM Conference10 Project Human Perspective Sponsors should: Provide Leadership Make clear decisions Act as a Role Model Be the source of inspiration

Showcase 2002 AIPM Conference11 Risk and Product Lifecycle Product Lifecycle Project Lifecycle

Showcase 2002 AIPM Conference12 A simple governance gating model Feasibility Planning Execution Close A Gate is a FORMAL Business Decision

Showcase 2002 AIPM Conference13 Make decisions when a change of state occurs TG0 Change from Line to Project way of working TG1 Change from high level/options to detail TG2 Change from plan to actual TG3 Change from uncertainty to certainty TG4 Change from project issue to organisation issue TG5 Close the project

Showcase 2002 AIPM Conference14 Formal Tollgate Decisions TG0 Start of project feasibility TG 1 Start of project detailed planning TG 2 Start of execution of the project TG 3 Continued execution according to original or revised plan TG 4 Start of hand-over of project outcome to the receiver and the customer TG 5 Project outcome accepted, start of project conclusion

Showcase 2002 AIPM Conference15 Possible Decisions Pass Gate and continue with re-confirmed goals Do not pass, go back and repeat X Do not pass, go to close and terminate project All decisions have equal weight/correctness

Showcase 2002 AIPM Conference16 Ability to change v Cost of Change Ability to Change Cost of Change Project Life Cycle $ TG3

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Showcase 2002 AIPM Conference19 Letter of Intent / Contract Profitability CalculationsMandatory Network Impact StatementMandatory Customer Requirements definedMandatory Project Goals & Objectives definedMandatory Project Scope & Strategy definedMandatory Project Deliverables definedMandatory Project Timeplan, MS & TG ’ s definedMandatory Risk AnalysisMandatory Project Organization and Competencies definedMandatory Support Arrangements defined (ERA, ETX, etc.)Mandatory Reporting Routines definedMandatory Project Specification (incl. Quality Plan if applicable)Mandatory Estimated BTA Hours for ExecutionMandatory Training Course Development Initiated Exemptions (S/W, H/W & Docware) Hardware Ordered Baseline established (timing and costs)Mandatory MS2 Review (Core 3 meeting) · Commercial Agreement, Network Impact Statement, Project Spec, Estimated Hrs. Mandatory Example of a checklist for a tollgate meeting

Showcase 2002 AIPM Conference20 Thank you for your attention Questions?