ODPM Framework - Project Control Plan Template...

Project Control Plan Template

1 ODM F ramework – P r o j e c t Con t r o l P l an Temp la te v2 . 1 © Be s t ou t come L im i t ed 2013

Definition: A Control Gate is a special project milestone at a key transition point in the Project Management Framework. It is a governance review point at which there is an independent assessment of the extent to which the project • is conforming with the deliverables/documentation quality standards • is acceptably controlling/mitigating risks and issues • still has satisfactory stakeholder commitment • still is acceptably resourced • still is on course to deliver the scope defined in the Project Scope Document • still is acceptably on budget (to date and forecasted to end) • still is acceptably on schedule (to date and forecasted to end) • still is anticipated to deliver the benefits set out in the Project Business Case • still is acceptably aligned with current strategic priorities As a result of the review of the project against the Acceptance Criteria set out for each Control Gate, it will be authorised to continue, be terminated or rescoped/redefined.

PROJECT OWNERSHIP

Project Name Project#

Project Manager Project Sponsor

Control Gates applicable to this project CG1 CG2 CG3 CG4 CG5 CG6 CG7

CONTROL GATE 1 CRITERIA

• Preliminary costs are defined, reasonable and acceptable

• Sufficient funds are available to progress the project to Control Gate 2

• 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

PROJECT INITIATION APPROVAL (Control Gate 1 Criteria met?) Input: Project Briefing Document Name Signature Date

Project Sponsor CIO

Accepted/Rejected/Deferred/Returned If Rejected/Deferred/Returned, reasons

This authorises project expenditure up to Control Gate 2

• Project costs over the project’s life and the life of its deliverables are defined and agreed

• Cost estimating assumptions are defined and reasonable • Sufficient funds are available to complete the project

without reducing the scope

PROGRESS • Project planned start and end dates are defined and agreed

• 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

• 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

• There will be real Project Sponsor accountability for realizing benefits (with costs/benefits hitting departmental budgets)

• 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

n completed and signed-off • The initial Milestone Plan has been created and agreed

with the Project Sponsor

PROJECT PLANNING APPROVAL (Control Gate 2 Criteria met?) Inputs: PM3 initial Milestone Plan, Project Brief Document, Project Scope Document, Project Business Case, IT Project Budget Name Signature Date Project Sponsor CIO Projects Review Board

If rejected/deferred, reasons

• Refined and updated forecasted project costs are agreed

• Any cost variances to date are acceptable • Any forecasted cost variances are acceptable • Sufficient funds are available to complete the project

PROGRESS • Planning assumptions have been documented • Any delivery schedule slippage to date is acceptable • Any forecasted delivery schedule slippage is acceptable

• 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

• 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

• 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

• 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

n 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

PROJECT LAUNCH APPROVAL (Control Gate 3 Criteria met?) Inputs: PM3 Milestone Plan, PM3 Risk/Issue Logs, PM3 Notes & Assumptions, PM3 Delivery/Value Exposure, Revised Project Business Case, Stakeholder Analysis, Project Reporting Plan Name Signature Date Project Sponsor Project Board If cancelled/rescoped, reasons

• Refined and updated forecasted project costs are agreed

• Any cost variances to date are acceptable • Any forecasted cost variances are acceptable • Sufficient funds are available to complete the project

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

systems and technology strategies • The business case for this project is still commercially

compelling

RESOURCES

• User resources are available to complete the project in the specified timescales without reducing the scope

stakeholders are still actively engaged

• 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

n • Independent quality reviews have been conducted on all delivery work and deliverables

PROJECT CONTINUATION APPROVAL (Control Gate 4 Criteria met?) Inputs: PM3 Milestone Plan, PM3 Risk/Issue Reports, PM3 Delivery/Value Exposure, Revised Project Business Case Name Signature Date Project Sponsor Project Board If cancelled/rescoped, reasons This authorises project expenditure up to the next iteration of Control Gate 4 or, if the

last, Control Gate 5

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

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

n 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

PROJECT GO LIVE APPROVAL (Control Gate 5 Criteria met?) Inputs: User Acceptance Report, Operational Acceptance Report Name Signature Date

Service Delivery Manager

Service Support Manager

Project Sponsor Project Board If rejected, reasons

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

• The objectives of the project are anticipated to be realized

• Any variance between the original features/functionality agreed in the Project Scope Document and that finally delivered is acceptable

• The final extent of scope variation on the project is acceptable

• 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 the system implementation

• Adequate resources are available for system support • Adequate resources are available for system operation • Redeployment of project/development staff is

complete

STAKEHOLDERS

• Users are actively using the system • 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

PROJECT COMPLETION APPROVAL (Control Gate 6 Criteria met?) Inputs: Project Completion Report Name Signature Date Service Delivery Manager

Project Sponsor Project Board Projects Governance Board

If cancelled/rescoped, reasons

This authorises system support expenditure up to Control Gate 7

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

• The sought business outcomes of the project have been achieved

• The success criteria of the project have been acceptably met

• The benefits (set out in the Project Business Case) predicted to be realized by this time have largely or entirely been achieved

RESOURCES

• Adequate resources have been available for system support

• Adequate resources have been available for system operation

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

POST-IMPLEMENTATION APPROVAL (Control Gate 7 Criteria met?) Inputs: Post-Implementation Report, PM3 Outcome Measurement Report Name Signature Date Service Delivery Manager

Project Sponsor Project Board Projects Governance Board

If terminated/rescoped, reasons

This authorises system support expenditure up to agreed system termination

ODPM Framework - Project Control Plan Template...

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