ODPM Framework - bestoutcome.com

Strategy Project Startup & Initiation Project Planning Project Delivery Project Closure & Benefits Realisation Key
Organisational Strategy Document
ABC
Parallel Activity
Systems Strategy Control Gate
Technology Strategy

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SU1: Define Project Brief

Definition

Define the Project Brief Document setting out the rationale for the proposed project.

PM3 Activities

Documents

PM3 Screens

IP1: Define Project Scope

Definition

PM3 Activities

Documents

PM3 Screens

IP2: Define Project Business Case

Definition

PM3 Activities

Documents

PM3 Screens

IP3: Prioritize & Schedule Project

Definition

Once approved, prioritise and schedule the project into the IT Function’s workload.

PM3 Activities

Documents

No Documents

PM3 Screens

PL1: Develop Project Plan

Definition

PM3 Activities

Documents

No Documents

PM3 Screens

PL2: Develop Work Schedules

Definition

PM3 Activities

Define and assign the detailed Tasks within Milestones (if the work is to be managed within PM3) or Export the PM3 Milestone Plan to MS Project (if the work is to be managed within MS Project)

Documents

PM3 Screents

PL3: Develop Risk/Issue Logs

Definition

PM3 Activities

Documents

No Documents

PM3 Screens

PL4: Launch Project

Definition

PM3 Activities

In the PM3 Project Details page

Documents

No Documents

PM3 Screens

MP1: Manage Product Delivery

Definition

Mobilise the project Project product delivery starts: Throughout the project:

PM3 Activities

No PM3 Activities

Documents

No Documents

PM3 Screens

No PM3 Screens

SB1: Manage Stage Boundaries

Definition

At stage boundaries (minimally at Control Gates), based on the improved understanding of the requirements:-

PM3 Activities

At stage boundaries (minimally at Control Gates), based on the improved understanding of the requirements:-

Documents

PM3 Screens

CP1: Close Project

Definition

PM3 Activities

Documents

No Documents

PM3 Screens

CP2: Perform PCR

Definition

Conduct an independent review of the project to assess the success of the project and identify key factors that most positively and adversely affected the development process with a view to improving project productivity, work product quality and job satisfaction on future projects

PM3 Activities

No PM3 Activities

Documents

RB1: Manage Benefits Realization

Definition

PM3 Activities

Documents

No Documents

PM3 Screens

RB2: Perform PIR

Definition

PM3 Activities

When the project deliverables are finally terminated, change the Project’s Workflow Status to ‘Terminated’ in the PM3 Project Details page

Documents

PM3 Screens

CS1: Manage Change & Progress

Definition

Project change management starts: Throughout the project delivery respond to Project Change Requests, robustly challenging the need for change but embracing changes that are clearly value-adding (potentially displacing non/low-value adding features/functionality)

PM3 Activities

Project plan maintenance starts: Throughout the project review and maintain:

If at any point the project is re-baselined, change the Plan Version in the PM3 Project Details page

Documents

PM3 Screens

CS2: Manage Project Communications

Definition

PM3 Activities

AudienceReportsFrequencyResponsibility
Project Office Project Progress + Project Dashboard + Milestone Plan + Project Risks Behind Schedule + Project Issues Behind Schedule Weekly Project Manager
IT Director / Programme Manager Project Dashboard + Milestone Plan Monthly Project Manager
Project Team Progress Report + Dashboard + Milestone Plan + Project Delivery Risks + Project Delivery Issues Weekly Project Manager

Documents

PM3 Screens

DP1: Direct Project

Definition

Project direction/governance starts: Throughout the project

PM3 Activities

Identify ‘at risk’ projects by maintaining a watch on the project’s PM3 Dashboard, Delivery Status, Financial Status, Resource Status and Progress Reports; ensure the Project Manger takes corrective action

Documents

PM3 Screens

EX0: Example Process

Definition

No definition

PM3 Activities

No activities

Documents

No documents

PM3 Screens

No PM3 screens

Control Gate 1

Are we absolutely clear about what this project is intended to achieve?

Control Gate 1 Criteria
Costs Preliminary costs are defined, reasonable and acceptable
Value
  • If marked non-discretionary, the project is genuinely non-discretionary
  • Preliminary financial benefits are defined and reasonable
  • The organisational value of the project is defined and compelling
  • The adverse organisational impact of not performing the project is defined and compelling
  • The proposed project is acceptably aligned with the organisational, systems and technology strategies
  • The payback period is defined and reasonable
  • The payback assumptions are defined and reasonable
Resources Sufficient resources are available to progress the project to Control Gate 2
Stakeholders
  • There is an agreed Project Sponsor
  • Key Stakeholders are defined
Quality The Project Brief Document has been completed and signed-off

Control Gate 2

Is there a compelling business case for performing this project?

Control Gate 2 Criteria
Costs
  • Project costs over the project’s life and the life of its deliverables are defined and agreed
  • Cost estimating assumptions are defined and reasonable
Progress
  • Project planned start and end dates are defined and agreed
Scope
  • The business objectives of the project are defined and agreed
  • The scope of the project is defined and agreed (and baselined)
  • Any project scoping assumptions are defined
  • Any constraints under which the project will operate are defined
Value
  • Sought business outcomes and success criteria are defined and agreed
  • Project financial benefits over the life of its deliverables are defined and agreed
  • Benefits estimating assumptions are defined and reasonable
  • The payback period is defined and reasonable
  • The payback assumptions are defined and reasonable
  • The proposed project is acceptably aligned with the organisational, systems and technology strategies
  • Intangible project benefits are defined and agreed
  • The business case is commercially compelling
Resources
  • Project resources are available to complete the project in the specified timescales without reducing the scope
  • Support/technical resources are available to complete the project in the specified timescales
  • User resources are available to complete the project in the specified timescales
Stakeholders
  • There is evidence that the Project Sponsor and key stakeholders are actively engaged
Risks
  • The inherent risk of project delivery failure (the PM3 Delivery Exposure assessment) is defined and reasonable
  • The inherent risk of project benefits realization failure (the PM3 Value Exposure assessment) is defined and reasonable
Quality
  • The Project Scope Document has been completed and signed-off
  • The Project Business Case document has been completed and signed-off
  • The initial Milestone Plan has been created and agreed with the Project Sponsor

Control Gate 3

Is there still a compelling business case for performing this project?

Control Gate 3 Criteria
Costs
  • Refined and updated forecasted project costs are agreed
  • Any cost variances to date are acceptable
  • Any forecasted cost variances are acceptable
Progress
  • Planning assumptions have been documented
  • Any delivery schedule slippage to date is acceptable
  • Any forecasted delivery schedule slippage is acceptable
Scope
  • The objectives of the project are unchanged
  • All Change Control Requests have been agreed and signed-off
  • The extent of any scope variation is acceptable
Value
  • The sought business outcomes and success criteria of the project are unchanged
  • Refined and updated forecasted project benefits are agreed
  • Any forecasted benefits variances are acceptable
  • The updated payback period is acceptable
  • The project is still aligned with the organisational, systems and technology strategies
  • The business case for this project is still commercially compelling
  • The project benefits realization plan is rigorous (what outputs deliver what benefits and who is accountable for realizing those benefits when and how)
Resources
  • Project resources are available to complete the project in the specified timescales without reducing the scope
  • Support/technical resources are available to complete the project in the specified timescales
  • User resources are available to complete the project in the specified timescales
Stakeholders
  • There is evidence that the Project Sponsor and key stakeholders are still actively engaged
Risks
  • The inherent risk of project delivery failure (the PM3 Delivery Exposure assessment) is still acceptable
  • The inherent risk of project benefits realization failure (the PM3 Value Exposure assessment) is still acceptable
  • Delivery and Value Risks have been defined, rated by impact and probability and mitigation/avoidance actions agreed and assigned
Issues
  • Delivery and Value Issues have been defined, rated by impact and mitigation actions agreed and assigned
Quality
  • The Project Business Case document has been updated and signed-off
  • The Stakeholder Analysis document has been completed and signed-off
  • The Milestone Plan has been created and agreed with the Project Sponsor and key stakeholders
  • All required users/stakeholders have been actively involved in the specification of the planning deliverables

Control Gate 4

Is there still a compelling business case for performing this project?

Control Gate 4 Criteria
Costs
  • Refined and updated forecasted project costs are agreed
  • Any cost variances to date are acceptable
  • Any forecasted cost variances are acceptable
Progress
  • Any delivery schedule slippage to date is acceptable
  • Any forecasted delivery schedule slippage is acceptable
Scope
  • The objectives of the project are unchanged
  • All scope variations have been agreed and signed-off
  • The extent of any scope variation is acceptable
Value
  • The sought business outcomes and success criteria of the project are unchanged
  • Refined and updated forecasted project benefits are agreed
  • Any forecasted benefits variances are acceptable
  • The updated payback period is acceptable
  • The project is still aligned with the organisational, systems and technology strategies
  • The business case for this project is still commercially compelling
Resources
  • Project resources are available to complete the project in the specified timescales without reducing the scope
  • Support/technical resources are available to complete the project in the specified timescales
  • User resources are available to complete the project in the specified timescales without reducing the scope
Stakeholders
  • There is evidence that the Project Sponsor and key stakeholders are still actively engaged
Risks
  • The inherent risk of project delivery failure (the PM3 Delivery Exposure assessment) is still acceptable
  • The inherent risk of project benefits realization failure (the PM3 Value Exposure assessment) is still acceptable
  • Any slippage in actions mitigating/avoiding risks is acceptable
Issues
  • Any slippage in actions mitigating issues is acceptable
Quality
  • The Project Business Case document has been updated and signed-off
  • All required technical deliverables have met their quality criteria and been signed-off
  • All project delivery activities have complied with relevant standards & procedures
  • All required users/stakeholders have been actively involved in the specification/design/testing of the work deliverables
  • Independent quality reviews have been conducted on all delivery work and deliverables

Control Gate 5

Is everybody ready to go live?

Control Gate 5 Criteria
Costs
  • Any forecasted variance between the originally budgeted project operational and support costs and the current anticipated costs are acceptable
Scope
  • The objectives of the project are unchanged
  • All scope variations have been agreed and signed-off
  • The extent of scope variation is acceptable
Value
  • The sought business outcomes and success criteria of the project are unchanged
  • The project is still aligned with the organisational, systems and technology strategies
  • The business case for implementing this project is still commercially compelling
  • The project benefits realization plan is rigorous (what outputs deliver what benefits and who is accountable for realization)
  • The purpose of this change has been clearly articulated, including how it will benefit customers, staff and other stakeholders
Resources
  • Resources are available for the system implementation
  • Resources are available for the system support
  • Resources are available for the system operation
  • Redeployment of project/development staff is planned
  • Business change management resources are fully available to facilitate benefits delivery in the agreed timescales
  • The people affected by the change have the knowledge, skills and abilities to make the change succeed
Stakeholders
  • The users are trained and ready to use the system
  • Service Delivery are ready to run the system
  • System support staff are ready to support the system
Risks
  • Sponsor and key stakeholders accept any residual risks
Issues
  • Sponsor and key stakeholders accept any residual issues
Quality
  • The User Acceptance Report has been completed and signed-off
  • The Operations Acceptance Report has been completed and signed-off
  • All required technical deliverables have met their quality criteria and been signed-off
  • All project delivery activities have complied with relevant standards & procedures
  • All required users/stakeholders have been actively involved in the specification/design/testing of the work deliverables
  • Independent quality reviews have been conducted on all delivery work and deliverables
  • The cut-over approach to the new ways-of-working has been agreed (e.g. pilot, proof-of-concept, parallel running, big-bang)
  • There is a proven roll-back plan in case the new ways-of-working 'fail' after go-live
  • Knowledge transfer to the support staff has been completed successfully

Control Gate 6

Was the project a success? what lessons can we learn for the future?

Control Gate 6 Criteria
Costs
  • Any variance between the originally budgeted project costs and the final actual costs are acceptable
Progress
  • Any variance between the original scheduled project delivery date and the final actual delivery are acceptable
Scope
  • The objectives of the project are anticipated to be realized
  • Any variance between the original features/functionality agreed in the Project Scope Document and the System Requirements Document and that finally delivered is acceptable
  • The final extent of scope variation on the project is acceptable
Value
  • The sought business outcomes of the project are anticipated to be realized
  • The success criteria of the project have been acceptably met
  • The business benefits (set out in the Project Business Case) are anticipated to be realized
  • Plans are in place to measure the benefits realized
Resources
  • Adequate resources are available for system support
  • Adequate resources are available for system operation
  • Redeployment of project/development staff is complete
Stakeholders
  • There is evidence that the Project Sponsor and key stakeholders are now actively engaged in realizing the project’s promised benefits
  • There is real Project Sponsor accountability for realizing benefits with project costs and predicted benefits hitting his/her departmental budgets
Risks
  • Any slippage in actions mitigating/avoiding value risks is acceptable
Issues
  • Any slippage in actions mitigating value issues is acceptable
Quality
  • The Project Completion Report has been completed and signed-off
  • The functional quality of the delivered system is acceptable
  • The technical quality of the delivered system is acceptable

Control Gate 7

Have we fully realized the business benefits promised in the original business case? if not, why not?

Control Gate 7 Criteria
Costs
  • Any variance between the originally budgeted support and operational costs and the final actual costs are acceptable
Progress
  • Any variance between the benefits delivery plan scheduled benefits delivery dates and the actual delivery dates are acceptable
Scope
  • The objectives of the project have been realized
Value
  • The sought business outcomes of the project have been realized
  • The benefits (set out in the Project Business Case) predicted to be realized by this time have largely or entirely been realized
Resources
  • Adequate resources have been available for system support
  • Adequate resources have been available for system operation
Stakeholders
  • There is evidence that the Project Sponsor and key stakeholders are actively engaged in realizing the project’s promised benefits
Risks
  • Any slippage in actions mitigating/avoiding value risks is acceptable
Issues
  • Any slippage in actions mitigating value issues is acceptable
Quality
  • The Post-Implementation Report has been completed and signed-off
  • Operational Service Level Agreement targets are being routinely met
  • Support Service Level Agreement targets are being routinely met

Control Gate 0: Example

Have we fully realized the business benefits promised in the original business case? if not, why not?