Project Management Framework

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					Project Management Framework
1. Overview of the framework
1.1   This framework sets out how projects should be managed within MMU. Projects can be of varying
      size and complexity, and the framework takes this into account. Thus Small and Medium projects
      do not need to carry out every process within the framework: this is indicated in the “Project
      type” column.
1.2   Templates are available for many of the documents that need to be created. Where a template
      exists, the symbol  appears in the “Who creates” column. Templates exist as a tool to support
      the creating of the relevant documents. They don’t need to be slavishly completed for every
      section if a particular area is not relevant to your project, however sections should not be omitted
      because they are “too hard”!
1.3   MMU’s Business Improvement Team (BI Team) is there to advise on project management (though
      not to “do” your project for you). You should feel free to contact them for advice at any stage
      during the project. In any case, some of the project documentation needs to be copied to the BI
      Team as part of a corporate projects database. This is indicated in the “Reported to” column.
1.4   This framework exists within the context of the overall governance structure for programme and
      project management (PPM) within the university, and should be read alongside that (IS Proposal
      Process v3.doc). In particular there are three Gateways – points at which the project cannot
      proceed without high-level permission. These are shown in the framework as shaded rows, and
      described in more detail in the governance document.
1.5   This framework is compatible with PRINCE2 (upon which it is based) and follows the threefold
      division of project management set out by PRINCE2: project initiation, project implementation
      and project closure. PRINCE2 recommends that each of these stages should be controlled (the C
      in PRINCE stands for controlled), with an emphasis on initiation. This is because experience has
      shown that the better and more comprehensive the pre-implementation planning, the greater
      the likelihood of success. Hence you will find that about half of the activities within the
      framework are devoted to the first stage of a project, and that it must pass through two gateways
      before being allowed to start the implementation stage.
1.6   PRINCE2 is a methodology for the control (i.e. management) of projects – it does not cover how
      to “do” project management. It does, however, acknowledge that this is a vital component, with
      various tools that can be used for that purpose. Our framework explicitly specifies various tools,
      and if you are not familiar with how to use them, separate documentation is available to help,
      plus, as noted, you can call upon the BI Team for help and advice. Tools are denoted within the
      framework by the symbol .

2. Stakeholder Management
2.1   Project management is not easy in the sense that it requires a broad mix of skills in handling,
      processing and communicating information. But above all, project management is about people.
      This framework exists to help you through the mechanics of project management, but unless you
      invest in and engage with the three key stakeholder groups of your project, you cannot hope for it
      to succeed.

Stakeholder group 1
2.2   The Project Board (and to some extent, the Corporate Information Systems Sub-Group (CIS-SG))
      is there to provide overall governance. It is not the project manager’s job to make decisions about
      whether a project should continue if exceptional circumstances arise (e.g. major new
      functionality is required or there is serious time slippage): this is the job of the Project Board. It is
      vitally important, therefore, that you engage with your project board members. Find out about

              Project Management Framework (v7b Final)                                        Page 1
      their stake in the project – what aspirations and fears do they have? Are they aware of what their
      role entails? What specific support and help can you give them?
2.3   The Project Sponsor (Executive in PRINCE2 terms) is where the “buck stops” – he/she is your boss
      in terms of the project. You should never attempt to hide anything from them. They can be vital
      in escalating and “unsticking” issues that are causing project problems and delays.
2.4   The Senior User is the person (or sometimes people) who represent the interests of the customer
      in the project (the customer being the people who will actually use the products that the project
      will create). Thus he/she is a vital link with this community, both in terms of helping you to
      understand what is needed, and to help you to communicate with that group and to embed the
      business change.
2.5    The Senior Supplier is a person (or people) representing the “makers” within the project. This
      can be both internal and external. For example if you are implementing an IT system there could
      be an external supplier and a representative from internal ICTS. It is vital that they understand
      both your requirements and constraints. One of the biggest problems that can arise within
      projects is conflicting or lacking resources, so it is vital that you engage with the Senior Supplier(s)
      so that this can be avoided or minimised. (For example, a supplier will sometimes schedule a
      piece of work with the expectation that an internal resource will be available at that time. It’s part
      of your job to recognise this and make sure that the scheduling is appropriate).

Stakeholder group 2
2.6   Although the Senior User role on the Project Board represents your customers, you should not
      ignore them. It’s not enough just to engage with the Senior User. You must engage with your
      customers, and the Senior User is important in facilitating this. No matter how well documented
      the customer’s requirements there is no substitute for talking with them about their
      requirements. A lot of important information is implicit, and unless you can gain an
      understanding of this (i.e. learn about the context within which your customer is operating, and
      thus learn what they are implying), you will miss key requirements. It’s not good enough to say “I
      delivered what you wrote” because if that is not fit for purpose the project has failed. Another
      group of people within this may be your customer’s customers! For example if your project is to
      deliver something that MMU staff will be using, they are your direct customer. But they will be
      using that product to serve their customer, e.g. students. So the students are also your customer.
      One reason why projects fail is that there has not been a good enough fit between the products
      being delivered and the business that will use the product. Ironically, the business is often not
      very good at defining what it needs, so an important part of your project may be to help your
      customer understand their customer needs and design the solution appropriately. For example
      your customer may want a system to help manage student assessments. So they specify various
      functions for that system. Part of your job as project manager is to check that this specification
      actually will work for the students. Your customer may not have done this and you may need to
      help them do it!

Stakeholder group 3
2.7   The third group of stakeholders is your team – those people who will be helping you to deliver the
      project. In many cases they will not be line reports to you, so you’ll be working within a matrix
      management context. So it’s important that you have them “on board” with a shared vision for
      what is to be delivered, an unambiguous knowledge of what part they need to play, and a
      commitment to their role. You do this by working with them, not by directing them with plans
      and documents. For example the framework recommends working with the team to create the
      project plan. A good project manager is more about his/her relationship with the team than
      about the plans and documents. (But that’s not an excuse not to do the planning and

              Project Management Framework (v7b Final)                                        Page 2
   3. The Project Management Framework
   3.1    The framework is described below and summarised in Figure 10.
Item                Project     What to do                                                 Who             Reported
                    type                                                                   owns            to
Mandate             All         Document the basic idea for the project – what is its      Project         BI Team
                                main aim?                                                  Sponsor
Project             All         Complete MMU Project Assessment Matrix to decide           Project         BI Team
Assessment                      whether project is Small / Medium / Major                  Sponsor
Matrix                                                                                     
Project Start-Up:   All         Update to Mandate. Describes:                              Project         BI Team /
Outline Business                                                                           Sponsor         CIS-SG
                                 What: Main aim of project
                                 Why: link to strategy, why it’s worth doing                              (Small
                                 Where: what part of the organisation does it affect?
                                 When: Estimated timescale
                                 How: What solutions will be delivered (e.g. IT
                                 How much: Estimated costs and resources
                                 Risk: What are the main risks involved?
Project             Medium &    This includes a more detailed Business Case than the       Project         BI Team
Initiation:         Major       Outline Business Case, using MMU Project Start-up          Sponsor /
Detailed                        template. In addition to the above, it should include a    BI Team /
Business case                   full benefits analysis and an analysis of dependencies     Project
                                with other projects                                        Manager
Gateway 1           Medium      Business Case and Project Assessment Matrix                                ICT-SG
                    and Major   presented to ICT Strategy Group
Project             Medium &    Using the MMU PDP template (the equivalent of a            Project         BI Team
Definition Pro-     Major       PRINCE2 Project Initiation Document), describe in more     Sponsor /
forma (PRINCE2                  detail than the Business Case how the project will be      BI Team /
PID)                            conducted, the risks involved, and how the benefits will   Project
                                be measured. An initial project plan and cost-benefit      Manager
                                analysis () should also be included.                      
Gateway 2           Medium      Project Definition Pro-forma presented to ICT Strategy                     ICT-SG
                    and Major   Group
Project Board       All         For Small projects, just a Project Sponsor and Project     Project         BI Team /
set-up                          Manager are required. For Medium and Major projects        Sponsor         CIS-SG
                                a project board has: Project Sponsor, Senior User and
                                Senior Supplier roles, plus a Project Manager
                                appointed. For Major projects the Project Manager
                                should normally be full time for that project.

                    Project Management Framework (v7b Final)                                      Page 3
Item               Project    What to do                                                   Who             Reported
                   type                                                                    owns            to
Project Team       Medium &   Small projects are unlikely to need dedicated resources      Project         BI Team /
set-up             Major      to carry out the project and will likely call on staff to    Manager         Project
                              carry out relevant work as part of their day job. A Small                    Board
                              project’s Project Manager will either be managing
                              several projects, or manage this project alongside
                              other duties.
                              Medium & Major projects should identify the key
                              resources required to deliver the project and, where
                              appropriate, set up Project Teams with team leaders.
                              Matrix management will usually apply.
Product            Major (&   A Product Breakdown Structure should be created              Project         Project
Breakdown          some       before a Project Plan is drafted (or Work Breakdown          Manager /       Team
Structure          Medium)    Structure – either is acceptable). This defines all the      Project
                             products (or tasks) to be undertaken, so helps to set up     Team
                              the basis from which a project plan can be created.
Activity Network   Major      Once the PBS (or WBS) has been created, for Major            Project         Project
                             projects (where the tasks are likely to be many and          Manager /       Team
                              complex), an Activity Network is created to show the         Project
                              logical sequence of the products or tasks. This is           Team
                              another foundation for creating the Project Plan.
PERT analysis      Major      The last step before creating a Project Plan for Major       Project         Project
                             projects is to carry out a PERT analysis. This enables       Manager /       Team
                              you to assign task durations using the algorithms built      Project
                              in to a PERT analysis.                                       Team
                              Note that an important side-benefit of PBS / AN / PERT
                              is that it helps to build a shared, detailed understanding
                              of the project within the Project Team.
Project plan       All        A project plan should show the estimated timescale for       Project         BI Team /
                              the project, broken down by tasks. For Small projects, a     Manager         Project
                              Word document with a list of tasks, dates and                                Board
                              resources is sufficient. For Medium and Major projects
                              a Gantt chart () should be used with tasks linked to
                              show dependencies, and resources allocated to tasks.
                              Related groups of tasks should be grouped so that a
                              high level view of the plan can be shown, and
                              milestones (key output points) should also be
                              identified (usually one milestone per group of tasks).
                              The project plan should be regularly updated
                              throughout the project, including (if possible) a budget
                              tracker using Earned Value Analysis ().
Product            Major (&   Major projects are likely to have to create a large          Project         Project
Description        some       number of products, both internal and output. Product        Manager /       Team
document           Medium)    Descriptions enable a consistent approach to be              Project
                              maintained in order to ensure that everyone                  Team
                              understands what the product is for and how to test          
                              whether it is fit for purpose. The Product Description
                              should also show dependencies so that it is also
                              obvious how the product affects other products within
                              the project. Product Descriptions form an important
                              role in acceptance testing.

                   Project Management Framework (v7b Final)                                       Page 4
Item              Project    What to do                                                    Who             Reported
                  type                                                                     owns            to
Stakeholder       Medium &   As noted in the introductory paragraphs, there are            Project         Project
analysis          Major      three categories of stakeholder. A stakeholder analysis       Manager /       Sponsor
                             is essential for the first two (i.e. project board and        Project
                             customers). It should also consider whether there are         Team
                             other important people who could be considered
                             stakeholders (basically, anyone who could impact upon
                             the project) – for example sponsors of competing
                             projects. The stakeholder analysis toolkit can be used
                             for this purpose ().
Risk log          All        A risk log for a Small project should contain a list of the   Project         BI Team /
                             risks and for each one an indication of likelihood and        Manager         Project
                             impact on a high-medium-low scale, plus an indication                        Board
                             of what measures are being taken to manage the risk.
                             Medium projects should use the same approach but
                             also plot proximity (i.e. how soon the risk is likely to
                             occur) and identify a risk owner. Major projects should
                             use a similar approach but the likelihood/impact scale
                             should be a 5x5 matrix and a plot of the risks should be
                             created in order to clearly identify those that are most
                             critical (). (Impact: 1 – Insignificant; 2 – Minor; 3 –
                             Moderate; 4 – Serious; 5 – Very serious. Likelihood: 1 –
                             Very low; 2 – Low; 3 – Medium; 4 – High; 5 – Very
                             high). The risk log should be regularly reviewed and
Lessons Learned   All        As soon as a project starts, a log should be maintained       Project         Lessons
log                          to record any lessons learned. It is imperative that this     Manager         Learned
                             is regularly reviewed and updated and not left until the                     report
                             end of a project, by which time many of the lessons will
                             have been forgotten.
Issue log         Medium &   For Small projects it is sufficient to report Issues direct   Project         Project
                  Major      to the Project Sponsor as and when they arise for             Manager         Sponsor /
                             immediate decision.                                                          Project
                             For Medium & Major projects a formal log of issues
                             should be maintained, showing: what the issue is, its
                             impact on the project if taken on board, its impact if
                             not included, the originator of the issue, links to any
                             risks, the decision taken (by the Project Board). The
                             issue log should be regularly reviewed and updated.
Communications    Medium &   It is vital to draw up a plan of who needs to be              Project         Project
Plan              Major      communicated with about the project, and for each             Manager         Board /
                             category, decide on appropriate channels and                                 Project
                             mechanisms. For example the project board will not                            Team /
                             want to see the same level of detail that the project                         Customers
                             team will require for specific tasks. For key
                             stakeholders, ask them what, how and how often they
                             want to be communicated. Think about the user
                             community and also the wider staff and student

                  Project Management Framework (v7b Final)                                        Page 5
Item               Project    What to do                                                 Who             Reported
                   type                                                                  owns            to
Project Team       Medium &   Regular team meetings should be held throughout the        Project         Project
meetings           Major      life of a project – they need not be formally minuted,     Manager         Team
                              but any actions agreed should be documented and
                              circulated to all concerned. Team meetings are as
                              much about sharing information so that knowledge can
                              be built and shared, so even when there are no actions
                              arising they serve a useful purpose.
Work Package       Major (&   Each activity (or group of activities) must be managed     Project         Project
document           some       and monitored. Work Packages help in this process as       Manager         Team /
                   Medium)    they describe, for the relevant teams(s) within the                       Project
                              project, exactly what is to be achieved. Where relevant                    Manager
                              they should link to Product Descriptions. Work
                              Packages are issued the Team Leaders or to the
                              resource that is carrying out the work.
Highlight report   Medium &   Reporting for Small projects can be via meetings with      Project         Project
                   Major      the Project Manager and Project Sponsor. Formal            Manager         Board
                              documentation, aside from action/decision notes, is        
                              not required.
                              Medium & Major projects must establish a formal
                              reporting method so that the Project Manager can
                              report on project progress and issues to the project
                              Board as appropriate. The minimum requirement for a
                              Highlight report is:
                               Current overall status of project using a Red-
                                Amber-Green rating
                               Summary of progress achieved since last report
                               List of work that has not been completed (which
                                was due for completion) – i.e. slippage
                               Update on budget position, ideally using Earned
                                Value Analysis
                               List of any new issues that have been identified
                               Update to risk log
                               List of work to be done during next period
Stage end report   Major      Not required for Small and Medium projects.                Project         Project
                                                                                         Manager         Board
                              Major projects should be divided into stages to give an
                              opportunity for the Project Board to review whether
                              the project is still needed.
Gateway 3a         Major      Stage end reports should also be submitted to the CIS-     Project         CIS-SG
(Stage end)                   SG together with a recommendation from the Project         Sponsor
                              Board as to whether the project should proceed, be
                              postponed, or cancelled. This Gateway may be
                              repeated several times for long-term Major projects.
Exception report   All        If the project exceeds tolerance (or is at imminent risk   Project         Project
                              of doing so), a report should be drafted for the Project   Manager         Board
                              Sponsor (Small) or Project Board (Medium & Large)          
                              outlining what has “gone wrong” and options for
                              proceeding. The options should always include an
                              impact assessment for project cancellation.

                   Project Management Framework (v7b Final)                                     Page 6
Item              Project    What to do                                                   Who             Reported
                  type                                                                    owns            to
Gateway 3b        Medium     The Project Board should agree a recommendation for          Project         CIS-SG
(Exception)       & Major    the CIS-SG for any project that has exceeded                 Sponsor
                             tolerance. The recommendation should include the
                             options of postponement and cancellation.
Project Closure   All        The Project Closure report exists to check that the          Project         Project
report                       Project is complete within the tolerances set down by        Manager         Board /
                             the Project Board and that that the objectives have                         ICT-SG / BI
                             been met. It should also identify and make                                   Team
                             recommendations for follow-on actions. In Small and
                             Medium projects it should document the lessons
                             learned during the project for use in future projects.
                             Finally it should ensure that arrangements for support
                             are in place and handover to an operational
                             management and document these.
Lessons Learned   Major (&   A separate Lessons Learned report should be written          Project         Project
report            some       for Major projects because it is likely that there will be   Manager         Board /
                  Medium)    several. The report should include implications for the                     ICT-SG / BI
                             University as a whole and give recommendations for                           Team
                             changes / additions to existing procedures as a result of
                             the lessons.
Post              All        At an appropriate time after the close of a project,         Project         Project
Implementation               there should be a review carried out. This is because        Manager         Board / BI
Review                       the benefits of a project will usually not be                                Team
                             immediately evident (even if it delivers all its products
                             on time and within cost). The purpose of the review is
                             to assess the extent to which benefits have actually
                             been achieved and to draw additions lessons from this.
                             It should also report on any further actions that need
                             to be taken. The review is prepared by the Project
                             Manager and carried out by the Project Board.
Post              All        The outcome of the PIR should be fully documented,           Project         ICT-SG
Implementation               setting out:                                                 Sponsor
Review report                                                                             
                                Were the benefits met?
                                What success factors have been achieved.
                                Any unanticipated success factors.
                                What benefits have not been achieved.
                                Any unanticipated negative effects.
                                Recommendations for further action.

                  Project Management Framework (v7b Final)                                       Page 7
4. The Project Assessment tool
4.1   The Project Assessment tool is used to assess the complexity and risk within a project, and top
      give it a weighting so that it can be defined as small, medium or major. The tool is used within the
      Project Management Framework as part of the planning stage. It is in two parts.
4.2   The first part assesses impact and will cover factors such as relevance (e.g. link to strategic
      priorities), cost, etc. The tool is presented below in Figure 4 and explained in section 5.
4.3   The second part assesses risk. This is presented in Figure 5 and explained in section 5.
4.4   Resources will also have an impact on priorities, either in terms of operating with the budget for
      the Investment Plan or on incompatible demands on key university staff. This is a complex
      process and may best be achieved through a facilitated workshop once the proposed audit of
      current systems is completed to provide a first instance of the CIS Investment Plan. In the interim
      any proposals should be evaluated either on cost/benefit terms or approved if essential to meet
      external imperatives.

5. How to use the Project Assessment tool
Part 1: Project Impact Assessment Matrix (Figure 4)
5.1   For each of the ten criteria listed in column 1, decide where the project fits – for example if the
      expected cost is £300,000 then it fits in column “Score 3” against the criterion of Cost.
5.2   Enter the relevant number according to which of the score columns each criterion achieves, for
      example if the expected cost is £300,000 then score 3 points.
5.3   It is possible to score less than 1 in the impact assessment. For example if the expected cost is less
      than £1,000 then you don’t put a score in against that row (i.e. it scores zero).
5.4   Add up all the scores – the result should fall between the possible minimum of 0 (everything
      scoring 0 points) and maximum of 40 (everything scoring 4 points).

Part 2: Project Risk Assessment Matrix (Figure 5)
5.5   For each of the ten criteria listed in column 1, decide where the project fits – for example if the
      risk of cost over-run is very likely then it fits in column “Score 3” against the criterion of Cost over-
5.6   Enter the relevant number according to which of the score columns each criterion achieves, if the
      risk of cost over-run is very likely then score 3 points.
5.7   Like the Impact Assessment, it is possible to score less than 1 in the risk assessment. For example
      if there is absolutely no risk of the timescale being delayed, then you don’t put a score in against
      that row (i.e. it scores zero)
5.8   Add up all the scores – the result should fall between the possible minimum of 0 (absolutely no
      risk) and maximum of 40 (everything scoring 4 points).

Part 3: Decide on project type (Figure 6)
5.9   Enter your project in the impact/risk grid below (Figure 6) – this will give you an indication of
      project type (Not a project, Small, Medium or Major).
5.10 All Major projects should be linked to the CIS Investment Plan and treated as corporate projects,
     even if they are being managed within a single service or faculty – this is because they will
     inevitably have links and impacts beyond the boundaries of a single service and/or faculty. Such
     projects will be managed by the CIS SG (via the relevant project board).
5.11 Medium projects will generally be of the “tactical” type, and if accepted by the CIS SG, can be
     managed independently of the CIS SG (via an appropriate project board) within the relevant

              Project Management Framework (v7b Final)                                        Page 8
      service or faculty. However, some Medium projects will have importance or impact beyond their
      immediate “home”, and the CIS SG should consider whether to include specific Medium projects
      in the CIS Investment Plan (in particular, those scoring within two or three points of the upper
5.12 Small projects will almost always be “tactical”, and can be managed independently of the CIS SG
     (via an appropriate project board) within the relevant service or faculty. If there is appropriate
     funding and resource for a Small project within the parent service or faculty, in general the
     project will not need ICT Strategy Group approval to proceed – however all such projects should at
     least be made known to the BI Team both for incorporation into the projects database (paragraph
     2.5) and so that the ICT Strategy Group can take these projects into account when assessing
     dependencies and resources for further, future proposals.
5.13 Where a project is very close to an upper boundary on the matrix, it is probably worth
     “promoting” it to the higher level to be on the safe side. However if a project is near the lower
     boundary, it should not be “demoted”.
5.14 Guidance on use of the Assessment Matrix criteria:
        Cost and timescale – at the initial stages of project planning it is usually difficult to provide
         accurate estimates of costs and timescales. Thus if a project’s estimate is close to an upper
         boundary, it will be safer to score it in the higher level since projects usually end up costing
         more and taking longer than originally anticipated.
       Strategic priorities – systems that have to be delivered in order to deliver agreed University
         strategic objectives. For an impact score of 3 or 4 points it must be possible to demonstrate
         within the Business Case that the project has a direct impact upon the achievement of the
         priorities (i.e. it isn’t simply linked to them; they are to some extent dependent upon the
         project in order to be achieved).
       Organisational effectiveness – ideally this should be based on a cost/benefit analysis that
         uses more than a simple payback technique. If possible Net Present Value or Modified
         Internal rate of return should be used. Other factors to consider are the degree to which
         existing business processes will need to change and whether major restructuring may be
       External imperatives – changes to systems which have to be made to meet external
         demands. Examples include tax changes; HESA reporting; etc..
       Student impact – how the proposed system will improve the student experience.
5.15 An example is given in Figures 7, 8 and 9 below.

6. Scope of methodology
6.1   This paper outlines a methodology to be employed for all Business Systems projects. It may be
      suitable for wider use across the University and it is proposed that (if adopted) the ICT Strategy
      Group reviews the methodology after a suitable period (perhaps one year), with the view to
      introduce it more widely.
6.2   The methodology fits within a “learn, confirm and deliver” ethos: the controlled start process
      being the mechanism that ensures the “learn and confirm” part of the cycle is fully embedded.

               Project Management Framework (v7b Final)                                     Page 9
Figure 4: Project Impact Assessment Matrix

    Criteria           Score 1               Score 2          Score 3             Score 4

                                         £10,000 –           £150,000 –
     Cost £         £1,000-£10,000                                               >£500,000
                                         £150,000             £500,000

  Timescale in
                         1-6                 6 – 12            12 – 18               >18

                                      Contributing to                              Direct
   Strategic         Very minimal     other work that                         contribution to
                                                          contribution to a
   priorities        dependency         is linked to a                         more than one
                                                           strategic target
                                      strategic target                        strategic target

                                         Some new
                                                           Significant re-       Major, e.g.
   Impact on         Very minimal         business
                                                            structure of        outsourcing,
 organisational      (cost/benefit     processes and
                                                           processes and         large scale
 effectiveness         analysis)      possibly some re-
                                                             work areas         restructuring

                                       Some links to
                                                                              Fundamental to
                                      other work that      Direct links to
    External         Very minimal                                             achievement of
                                        is delivering         policy or
  imperatives            links                                                   policy or
                                          policy or          legislation

                     Internal and      Internal across
                                                                                Internal and
 Stakeholders        within single     more than one      Mainly external
                     business area      business area

                                       Single contract        Multiple
   Contract        No new contracts                                           Contract(s) with
                                         with known        contracts with
  complexity           required                                               new suppliers(s)
                                           supplier       known suppliers

                    Have done this     Have done this        Have done         Have not done
 Track record        before many       before once or      similar before,    anything like this
                        times              twice          but not the same         before

                                                          Links with other
                     Very minimal     Links with other                         Other projects
                                                           projects upon
 Dependencies      links with other     projects but                          depend upon this
                                                             which this
                       projects         little impact                             project
                                                          project depends

                                                                              Major impact on
                     Very minimal     Minor impact on     Minor impact on
                                                                              academic service
Student impact        impact on           student            academic
                                                                               and/or student
                       students        administration         services

               Project Management Framework (v7b Final)                        Page 10
Figure 5: Project Risk Assessment Matrix

      Risk              Score 1               Score 2           Score 3             Score 4

 Cost over-run         Unlikely        Somewhat likely         Very likely       Almost certain

Timescale over-
                       Unlikely        Somewhat likely         Very likely       Almost certain

  Not meeting                               Small risk of   Risk of damage      Risk of damage
                     Small risk of
   strategic                                damage and      and delay quite     and delay very
   priorities                                  delay             likely              likely

Adverse impact
      on             Small risk of         Risk impairing    Risk impairing      Risk impairing
 organisational       impairing             quite likely       very likely       almost certain

                                            Small risk of   Risk of damage      Risk of damage
    External         Small risk of
                                            damage and      and delay quite     and delay very
  imperatives         delaying
                                               delay             likely              likely

                                          Significant          Significant         Significant
                                          impact on            impact on           impact on
  Stakeholders       Small impact
                                       internal support         teaching            external
                                         stakeholders         stakeholders        stakeholders

                                       Small impact on       Large internal     Major reputation
                    Small impact if
                                      other contracts if       impact if           damage if
Contract issues      contract goes
                                        this one goes        contract goes       contract goes
                                            wrong                wrong               wrong

                                       Good chance of
                    Good chance of                              Some key
                                        getting right                            Key resources
                     getting right                          resources may be
  Track record                           resources                               will be hard to
                      resources                             hard to source at
                                        internally /                                resource
                      internally                              the right time

                                          Significant          Significant      Major reputation
                    Small impact on    impact on other      impact on other        damage if
                      other work        internal-facing      external-facing      project goes
                                             work                 work               wrong

                                                                                Major reputation
                                             Significant       Significant
                                                                                   damage if
Student impact       Small impact            impact on         impact on
                                                                                  project goes
                                           administration       teaching

             Project Management Framework (v7b Final)                            Page 11
Figure 6:

Project Type Assessment Matrix

            Project Management Framework (v7b Final)   Page 12
7. Communication plan
7.1       Once this process has been agreed, it should be publicised via Directorate to all Senior Staff.
7.2       The CIS Investment Plan excluding specific project costs should be made available to all staff by
          placing it on the staff section of the MMU website.
7.3       Decisions on individual projects will be reported to their project sponsors.

8. Resources
8.1       The new Business Improvement Team and particularly the Business Improvement Manager will
          be available to support the work of the ICT Strategy Group including the co-ordination and
          investigation of project requests.

9. Other key documents:
          Project governance process: IS Proposal Process v3.doc
          Templates:
               o Project Assessment Matrix (all)
               o Business Case (Major & Medium)
               o Start-up Document (discretionary)
               o Project Definition Pro-forma (Major & Medium)
               o Product Description (Major & some Medium)
               o Risk log (all)
               o Lessons learned log (all)
               o Issue log (Medium & Major)
               o Communications Plan (Major & Medium)
               o Work Package document (Major & some Medium)
               o Highlight report (Major & Medium)
               o Stage End report (Major)
               o Exception report (all)
               o Project Closure report (all)
               o Lessons Learned report (Major & some Medium)
               o Post Implementation Review report (all)
          Tools:
               o Cost-benefit analysis methods (all)
               o Stakeholder analysis (Major & Medium)
               o Product Breakdown Structure (Major & some Medium)
               o Activity Network (Major)
               o PERT analysis (Major)
               o Earned Value Analysis (Major & some Medium)
               o Risk matrix plot (Major)
Finally, the job of a Project Manager can seem rather lonely. Don’t let it be. As noted above, you should
work closely with your team: you are not the sole person responsible for working out how the project
should proceed. And also, remember you are part of a community – within MMU there are other
project managers, so find out who they are and form networking groups so that you can call on them
for help and advice as well.
[v7b – July 2011 minor errors corrected]

                  Project Management Framework (v7b Final)                                     Page 13
Figure 7: Project Impact Assessment Matrix example: new CRM
    Criteria          Score 1            Score 2              Score 3             Score 4

     Cost £                                                 Est £300,000

  Timescale in
                                                             Est 15 mo.

                                                          Several of the 29
                                                           objectives will
   Strategic                                                 be directly
   priorities                                              supported (see
                                                          Business case for

   Impact on                        New processes to
 organisational                      be defined plus
 effectiveness                        staff training

                                    Links to ability to
                                       make HESA

                                     Internal across
 Stakeholders                        more than one
                                      business area

   Contract                          Single contract
  complexity                          with Agresso

                   Have done this
 Track record       before many

                                     Links with other
 Dependencies                          projects but
                                       little impact

                                                                              Major impact on
                                                                              academic service
Student impact
                                                                               and/or student

    Totals:              1                  10                   9                   4

  Grand total:           24

               Project Management Framework (v7b Final)                        Page 14
Figure 8: Project Risk Assessment Matrix example: new CRM
      Risk             Score 1           Score 2               Score 3          Score 4

 Cost over-run                                               Very likely

Timescale over-
                                                                             Almost certain

  Not meeting                                           Risk of damage
   strategic                                            and delay quite
   priorities                                                likely

Adverse impact
      on                              Risk impairing
 organisational                        quite likely

    External        Small risk of
  imperatives        delaying

                                        impact on
                                     internal support

                                                            Large internal
                                                              impact if
Contract issues
                                                            contract goes

                                     Good chance of
                                      getting right
 Track record                          resources
                                      internally /

                                     impact on other

Student impact                          impact on

     Totals               1                 10                    9                4

  Grand total            24

              Project Management Framework (v7b Final)                        Page 15
Figure 9

Project Type Assessment Matrix:
example: new CRM

                                     Project is Medium

           Project Management Framework (v7b Final)      Page 16
Figure 10: Matrix illustrating which parts of the framework apply to different sized projects

                                                                                                                   Project Definition Proforma (PID)

                                                                                                                                                                                                         Project Breakdown Structure

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               Post Implementation Review

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            Post Implementation report
                                        Project Assessment matrix

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      Lessons learned report
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             Project closure report
                                                                    Outline Business Case

                                                                                                                                                                                                                                                                                                                                                                                     Communications Plan
                                                                                                                                                                                   Project Team set-up

                                                                                                                                                                                                                                                                                                               Stakeholder Analysis

                                                                                                                                                                                                                                                                                                                                                  Lessons Learned log
                                                                                                                                                                                                                                                                                         Product description

                                                                                                                                                                                                                                                                                                                                                                                                                                                             Stage end report

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             Exception report
                      Project Mandate

                                                                                                                                                                                                                                       Activity network

                                                                                                                                                                                                                                                                                                                                                                                                                                          Highlight report
                                                                                                                                                                                                                                                                                                                                                                                                           Team meetings

                                                                                                                                                                                                                                                                                                                                                                                                                           Work package
                                                                                                                                                                   Project Board

                                                                                                                                                                                                                                                          PERT analysis

                                                                                                                                                                                                                                                                          Project Plan

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                Gateway 3b
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                Gateway 3a
                                                                                                       Gateway 1

                                                                                                                                                       Gateway 2

                                                                                                                                                                                                                                                                                                                                                                        Issues Log

                                                                                                                                                                                                                                                                                                                                      Risk log
Not a project                                    
Small project                          
Medium project            
Major project         

Note: the pathways show the minimum requirements for the project type – there is nothing to stop using additional parts of the framework if appropriate

                  Project Management Framework (v7b Final)                                                                                                                                                                                                                                                                                       Page 17

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