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					United Nations Development Programme




                  ______ Country Office

    The Capacity for Efficient Delivery of
     Achievable Results (CEDAR) Project

                Project Initiation Document




                                              DRAFT : Version 1.1
                                                     08 July 2011
CEDAR Country Office Project – PID



                                                                                          Table of Contents


Purpose ...................................................................................................... 3
Background .................................................................................................. 4
Project Definition .......................................................................................... 4
  Project Objectives ....................................................................................... 4
  Project Scope and Exclusions .......................................................................... 4
  Defined Method of Approach ........................................................................... 5
  Project Deliverables ..................................................................................... 6
  Constraints ................................................................................................ 6
  Assumptions .............................................................................................. 6
Project Benefits (Business Case) ......................................................................... 6
Project Organization Structure ........................................................................... 7
  Project Board............................................................................................. 7
  Project Management – Main Responsibilities......................................................... 7
  Project Team ............................................................................................. 8
  Project Support .......................................................................................... 8
Communications Plan ...................................................................................... 8
Tolerances .................................................................................................. 10
Project Controls ........................................................................................... 10
Annex 2: Initial Project Workplan ....................................................................... 11
  Plan Description......................................................................................... 11
  Schedule ................................................................................................. 11
  Resources ................................................................................................ 11
  Project Financial Budget .............................................................................. 11
  Project and Stages Timeline .......................................................................... 12
Annex 4: Initial Project Risk Log ........................................................................ 13




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CEDAR Country Office Project – PID




                                           Document Properties
                                 The Capacity for Efficient Delivery of Achievable Results (CEDAR) –
 Title
                                 Country Office Project – Project Initiation Document
 Document Language               English
 Responsible Unit                ____ Country Office
 Creator (individual)            [name of the main drafter]
 Contributor                     [individuals or units contributing to the drafting]
 Subject (Taxonomy)              Programme & Project Management, Programming
 Date approved                   TBD
 Audience                        Country Office Staff, national coordinating agency
                                 This document has been produced to capture and record the basic
 Applicability
                                 information needed to correctly direct and manage the project
 Replaces                        N/A
 Conforms to                     Current UNDP Management Project norms
 Related documents               CEDAR – PID – corporate project
 Document Type                   Project Documentation


                                             Revision History
 Ver.    Date           Author              Summary of Changes




Purpose
This document has been produced to capture and record the basic information needed to
correctly direct and manage the Capacity for Efficient Delivery of Achievable Results (CEDAR)
project (the “Project”) at the country level. It derives from the corporate CEDAR project
which serves as the overall framework for this initiative.
This Project information Document (PID) addresses the following fundamental aspects of the
Project:
     What is the Project aiming to achieve
     Why is it important to achieve the stated objectives
     What outputs and deliverables will be produced
     Who will be involved in managing the Project and what are their roles and
      responsibilities
     How and when the arrangements discussed in the PID will be put into effect
Additionally, by following the Prince2 methodology, utilising this Project Initiation Document
(PID) contributes to the internalization of UNDP’s programme and project management
techniques as you manage your own Project.
When approved by office management, this PID will provide the “baseline” for the Project. It
will be referred to whenever a major decision is taken about the Project and used at the
conclusion of the Project to measure whether it was managed successfully and delivered
acceptable results.


                                                 Page 3 of 13
CEDAR Country Office Project – PID



Background
The need for more effective and efficient management of development projects to deliver
results has never been clearer. Recent investigations and reports have shown that strong
management competencies, clear assignment of responsibilities, and independent monitoring
and oversight are needed in order to improve the effectiveness of development interventions.
As the UN’s global development network responsible for assisting developing countries in
building and sharing solutions to development challenges, UNDP is, at any one time, involved
in over 6,000 development projects in over 130 countries around the world. UNDP uses
programmes and projects as the structures within which it plans and conducts work with
national governments. Managing and delivering results in development projects is, therefore,
at the heart of UNDP’s mission.
To support improved programme and project management practices, in August 2005 UNDP
launched an updated and restructured set of programming policies in the Results Management
section of the UNDP User Guide1 (heretofore referred to as the “Results Management Guide”
or the “RMG”). The process-based structure of the RMG is based on and compliant with
PRINCE22, a recognised international project management standard.
The Results Management Guide provides the process-based structure and policy-based
framework from which UNDP offices and national counterparts can more effectively and
efficiently plan, execute, and monitor projects. The heart of this project is aimed at ensuring
that the country office and national counterparts (as appropriate) effectively adopt and use
the RMG to improve programme and project management capacities.


Project Definition
Project Objectives
The key objectives of this project are to:
    Improve programme and project management consistency, effectiveness and
       efficiency for UNDP-funded development initiatives within the CO
    Bolster the capacity of national counterparts by strengthening their project
       management practices


Project Scope and Exclusions
The scope of the Project includes programme and project management capacity
improvements for the UNDP office staff and national counterparts, to support development
projects. These improvements include both individual-level capacity development and
measurement, and organisation-level capacity development and measurement.




1
    UNDP’s new Results Management policies can be found at http://content.undp.org/go/userguide/results/.
2
    PRINCE2 is a de facto project management standard, owned by the UK’s Office of Government Commerce and
    developed by the UK government. (www.ogc.gov.uk and www.prince2.org.uk)



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CEDAR Country Office Project – PID




Defined Method of Approach
The project approach to improve programme and project management consistency,
effectiveness and efficiency for the CO and for national counterparts is to:
     Train and certify UNDP staff members in programme and project management
        processes and techniques
     Develop and implement CO-level change plans to adopt more effective programme and
        project management practices
     Provide UNDP office-level certification in programme and project management
        effectiveness
     Develop programme and project management capacities within national counterpart
        ministries and partner organisations


The following graphic illustrates the stages in this approach:




Planning
The purpose of the planning stage is to set the course for how the office will implement the
Results Management Guide in a manner that follows the new, standard project management
methodology. The starting point of the Planning stage is to communicate the vision of the
project to all staff; the end product of this stage will be an understanding of the project
scope and management structure.

Learning
During this stage, a series of training events will take place to equip staff with knowledge to
begin following the RMG. The learning activities will be guided by an office-wide learning
plan, which specifies training requirements according to different roles in the office.

Applying
It is expected that during the first quarter of 2006, all development projects of the office
responding to certain criteria will be “converted” to comply with the RMG by development
and approval of project AWPs, introduction of a Project Organisation Structure, and
implementation of monitoring mechanisms and tools.




                                            Page 5 of 13
CEDAR Country Office Project – PID



Maturing
During 2006, the office project management methods should be reviewed and refined to
reach a high level of standard. An office level certification scheme based on what is called a
project management maturity model will be available to assess the results of the exercise.
The Project will rely primarily on the office human resources to carry out this process.
However, the Project will have the possibility to request support services from a pool of
consultants to be made available by the corporate CEDAR project based at HQ.
As the Project aims to improve the efficiency of UNDP’s programme and project management
through the use of an international project management standard (Prince2), this method will
be followed to conduct the Project.


Project Deliverables
    1. Individually trained and certified CO and national counterpart staff in PRINCE2 and
       UNDP programme and project management methods (as appropriate based on staff
       roles and responsibilities)
    2. Programme and project management roles identified and assigned for the CO
       programme and all development projects identified for conversion.
    3. Development projects selected for conversion and structured as appropriate for
       effective quality monitoring, with Outputs/Activities clearly defined and entered into
       Atlas
    4. Project communications developed and delivered to CO staff, government
       counterparts, and partners as appropriate
    5. (as required) CO-level programming guide to augment the RMG with local context and
       information

Constraints
[To be completed by the CO - In this section of the PID, outline the limitation of resources,
primarily human resources, available to support the project.]

Assumptions
[To be completed by the CO - In this section of the PID, outline assumption statements to
help clarify you project’s scope, approach, and objectives.]


Project Benefits (Business Case)
The benefits of improving the management efficiency and effectiveness of UNDP and national
counterpart programmes and projects are:
       Higher success rate in delivering satisfactory results of high quality, on time, and on
        budget in UNDP and national counterpart programme and project interventions
       Higher staff morale gained through knowing what to do, how to do it, and confidence
        in delivering results
       Improved stakeholder relations in programme and project communications based on a
        clear, defined, and articulated approach and organisation




                                           Page 6 of 13
CEDAR Country Office Project – PID



       Improved donor relations based on UNDP’s adherence to an international management
        standard and delivering results against plan
       Professionalised project management skills for CO staff and national counterpart
        representatives



Project Organization Structure
Project Executive Group
The personnel involved in managing the Project will be ____________, _________, and
__________ who will form the Project Executive Group (PEG). __________ will serve as
Project Manager.

The Project Executive Group is responsible for the overall direction and management of the
Project. The Executive is ultimately responsible for the Project supported by the Senior
Beneficiary and the Senior Supplier. The Senior Beneficiary represents the interests of those
who will ultimately use the programme and project management methods and practices, i.e.,
UNDP CO staff and project counterparts. The Senior Supplier represents the interests of those
designing and developing the project deliverables and providing Project resources. Also, the
Project Executive Group will be responsible for project assurance, but may decide to
delegate this role to another person.

Depending on local context and the office size, it could be decided to appoint only the
Executive for the PEG. Please refer to the Toolkit for more information (Planning Stage), as
well as the TOR for each role (in the Tools section of the Planning Stage)


Project Management – Main Responsibilities
Project Executive Group
   1. Overall direction and guidance for the Project
   2. Monitor and control progress
   3. Review of each completed stage
   4. Commitment of project resources (as required)
   5. Delivery of Project results and objectives

Project Assurance – role to be assumed by the Project Executive Group, but may be
delegated
   1. Adherence to the business case (on behalf of the Executive)
   2. Monitor the compliance with user needs and expectations (on behalf of Senior User)
   3. Supplier Assurance carried out by spot-check of deliverables and outputs
   4. Review of Deliverables via Quality Reviews

Project Manager:
   1. Produce the Project Initiation Document (PID)
   2. Day-to-day management of the Project
   3. Identify and obtain any support and advice required for the management, planning,
       and control of the project
   4. Reporting progress through regular updates (e.g. meeting, email briefing, etc.)


                                          Page 7 of 13
CEDAR Country Office Project – PID



    5. Responsible for project monitoring through the maintenance and update of the on-line
       Tracker (RMG Implementation Toolkit)
    6. Delivery of the projects deliverables as outlined in the Project Initiation Document
       (PID)



                                    Project Organisation Structure

                                       Project Executive Group
                          Sr Beneficiary      Executive        Senior Supplier




            Project Assurance
             PEG or delegated to
             selected individuals
                                            Project Manager             Project Support
                                                                           (optional)




                   TEAM A                                                 TEAM B
                  (Optional)                                             (Optional)




Project Team
[Assigning project teams is optional depending on CO requirements. If it is decided to form
teams for the production of specific deliverables, outline the responsibilities of each team in
this section.]

Project Support
Project support will be provided by the Project Manager.

[The provision of any Project Support on a formal basis is optional. Tasks need to be done by
the Project Manager or delegated to a separate body and this will be driven by the needs of
the project. Tasks could include: Plans update, tracker update, overall management support.
If it is decided to formalize project support, outline the responsibilities in this section.]

Communications Plan
The key stakeholders of the Project include:
       UNDP Country Office staff
       National counterpart project managers and project staff


                                                Page 8 of 13
CEDAR Country Office Project – PID



            CO CEDAR Project Executive Group
            HQ CEDAR Project Team


[NOTE: This section above to be adjusted by the CO based on stakeholder analysis. Table
below to be completed based on local context]


The following Project communications plan defines communications to these stakeholders
throughout the Project:

                               Information             Information
        Stakeholder Group      Required                Provider      Frequency       Method

        A.     UNDP Country    1. Communication         • Project    • At start of   • Email
               Office Staff       of project and          Manager      each Stage
                                  stage objectives,
                                  rationale, and
                                  plans

                               2.                       • Project    •               •
                                                          Manager

                               3.                       • Project    •               •
                                                          Manager

        B.     National        4. Launch of new         • Project    •               • As appropriate in
               counterpart        Programming             Manager                      local context
               programme and      Guide, and
               project            implications for
               managers,          UNDP’s work
               project team       with the
               members, and       government
               project staff
                               5. Availability and      • Project    •               • Email or document
                                  plans for               Manager                      to be distributed
                                  programme and                                        locally via the CO
                                  project capacity
                                  development for
                                  national
                                  counterparts

        C.     Project         6.                       • Project    •               •
               Executive                                  Manager
               Group
                               7.                       •            •               •

                               8.                       •            •               •


        D.     HQ CEDAR        9. Progress on           • Project    • As required   • Tracker
               Project team       project                 Manager
                                  implementation




                                                      Page 9 of 13
CEDAR Country Office Project – PID



Tolerances
An overall stage tolerance of plus/minus 20% on approved stage budget and plus/minus 2
weeks on stage schedule will be allowed.
If these tolerance levels are forecast to be exceeded, the Project Executive Group will be
immediately notified, and corrective action will be taken as required.

Project Controls
The Project will be reviewed at significant management points by the Project Executive
Group. These management points include the following deliverable reviews and approvals:
    1. PID, including the overall project workplan
    2. Learning Plan
    3. Detailed Applying Workplan
    4. Detailed Maturing Workplan
The Project Manager will be responsible for updating the on-line Tracker to record progress
about the project implementation.
The Project will also be reviewed by the PEG at Project Closure to ensure that all project
deliverables were completed and in order to review lessons learned.
Responsibility for all day-to-day controls will rest with the Project Manager. Overall
responsibility for the successful delivery of the project will rest with the Executive member of
the PEG.




                                           Page 10 of 13
CEDAR Country Office Project – PID




Annex 1: Initial Project Workplan
Plan Description
The workplan is divided into four management stages which correspond to (1) Planning (2)
Learning, (3) Applying, and 4) Maturing.
The project workplan is dynamic by nature and will be subject to revision at the end of each
management stage.

Schedule
The Project should start on .... and should have a duration of .... The next stage (Learning)
should be completed by ...... . [fill this in once you have made your workplan based on the
template provided in the RMG Implementation Toolkit]

Resources
The stages of the project will be accomplished primarily with in-house staff members. [to
describe here whether external resources (consultants) will be required]

Project Financial Budget
The main budget requirements for the project are as follows:
    $xxxxx for __________
    Xx work days @ $xx for ________. Total: $xxxxxx
   
[Insert detailed budget here as required. Costs may for instance include consultancies,
workshops with national counterparts, Prince2 certification for selected staff etc.]




                                         Page 11 of 13
CEDAR Project – PID




Project and Stages Timeline

[Sample to be updated by the CO – preferably using Example CO Workplan provided in MS Project format]




                                        Page 12 of 13
CEDAR Country Office Project – PID




Annex 2: Initial Project Risk Log
#   Description           Category          Impact         Countermeasures       Owner   Author   Date         Last     Status
                                            Probability                                           Identified   Update
1                         Ex:               I = [1 to 5]                                                                Ex: Partially
                          Organizational,   P=                                                                          resolved
                          Management,
                          human factor

2                                           I=                                                                          Ex: Decreasing
                                            P=
3                                           I=
                                            P=
4                                           I=
                                            P=
5                                           I=
                                            P=




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