Upload
hamayoun-murtaza
View
215
Download
0
Embed Size (px)
Citation preview
8/13/2019 Project Management Procedures4266
1/27
Plymouth City Council Project Management System
Project Management Procedures
Project Management Procedures
Purpose of this document
The purpose of this document is to provide an overview and general understanding of the Project
Management Procedures adopted by Plymouth City Council to improve the control of its projects. It will
enable project managers, clients, stakeholders and new users to understand the control steps a project must
follow in order to deliver a successful outcome. ach control step identified within this procedure document
will have a separate more detailed document to e!plain in full what is re"uired. The procedures do not
describe the normal day to day tasks that would be re"uired to deliver a project merely how a project will be
controlled. The order of the procedures has assumed a traditional procurement route amendments to this
order will be re"uired on a project by project basis dependant on the nature of the project and it#s
procurement route.
$ocument %istory
&evision %istory
&evision date 'uthor (ummary of Changes )ew *ersion &ef+
thMay - Tony %opwood $raft for review/comment 0.1
12 'ugust Tony %opwood Inclusion of !ecutive 3oard 0.4
1 (ept ( 5regson 'mendment to include all PM documents 0.6
2/0/ 7 8ondon 'mendments to include P(T team comments 0.9
$istribution %istory
)ame Title $ate of Issue *ersion
Project (ervices Team
Page 0 of 12
(tatus+ :inal Page 0 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
2/27
Plymouth City Council Project Management System
Project Management Procedures
Contents
.Project Management ...........................................................................................................4
0.&I3' (tages ' < 3 =Project 'ppraisal>................................................................................9
0.09.'pproval to Proceed by Capital Programme 3oard......................................................04
?nce the Capital Programme 3usiness Case has been approved by the Capital
Programme 3oard and the project has gone through the 5ateway 0 &eview then the
project is able to proceed to the ne!t stage..........................................................................04
&I3' (tage C =Project Proposals/Concept $esign>.............................................................06
4.&I3' (tages $ < =Project $esign/$evelopment>...........................................................02
4.04.'pproval to Proceed by Capital Programme 3oard......................................................1
6.&I3' (tages : < % =Production Information and Tender 'ction>......................................10
9.&I3' (tages 7 < @ =Construction>......................................................................................16
A.&I3' (tage 8 =Post Construction>.....................................................................................1A
Project (ervices Team
Page 1 of 12
(tatus+ :inal Page 1 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
3/27
Plymouth City Council Project Management System
Project Management Procedures
0. Project Management
0.1. What is a project?
' project is a uni"ue set of coBordinated activities, with definite starting and finishing points, undertaken by an
individual or team to meet specific objectives within defined time, cost and performance parameters as
specified in the business case. It should have the following characteristics+
a finite and defined lifespan
defined and measurable business products =that is, deliverables and/or outcomes to meet specific
business objectives>
a corresponding set of activities to achieve the business products
a defined amount of resources
an organisation structure, with defined responsibilities, to manage the project.
Projects should contribute to business objectives typically their funding is identified as part of business
planning. They may be part of an overall programme of business change.
0.2. What is project management?
Project management is much more than the tasks carried out by a Project Manager. Project management is a
combination of the roles and responsibilities of individuals assigned to the project, the organisational structure
that sets out clear reporting arrangements and the set of processes to deliver the re"uired outcome. Itensures that everyone involved knows what is e!pected of them and helps to keep cost, time and risk under
control.
0.3. Why use project management?
!perience has shown that projects are inherently at risk B through overrunning on time and cost and/or failing
to deliver a successful outcome. (uch failures are almost invariably caused by+
poor project definition by the projectDs owner, perhaps because of insufficient consultation with
stakeholders or their failure to be specific about re"uirements and desired outcomes
lack of ownership and personal accountability by senior management
inade"uately skilled and e!perienced project personnel
inade"uate reporting arrangements and decisionBmaking
inconsistent understanding of re"uired project activities, roles and responsibilities.
Project (ervices Team
Page 4 of 12
(tatus+ :inal Page 4 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
4/27
Plymouth City Council Project Management System
Project Management Procedures
Project management helps to reduce and manage risk. It puts in place an organisation where lines of
accountability are short and the responsibilities of individuals are clearly defined. Its processes are clearly
documented and repeatable, so that those involved in the project can learn from the e!periences of others.
The principles of project management are e"ually valuable for smaller and/or less comple! projects. The
nature of your project will determine the project management approach you need, which should be adapted
as re"uired < see $efine Project.
0.4. Critical success factors
(uccessful projects have+
a wellBdefined scope and agreed understanding of intended outcome
active management of risks, issues and timely decisionBmaking supported by clear and short lines of
reporting
ongoing commitment and support from senior management
a senior individual with personal accountability and overall responsibility for the successful outcome of the
project
an appropriately trained and e!perienced project team and in particular a Project Manager whose
capabilities match the comple!ity of the project
defined and visibly managed processes that are appropriate or the scale and comple!ity of the project.
:or crossBcutting projects, there may be nominated senior owners from each organisation involved in the
project and its delivery. Ehere this is the case, there must be a single owner who is responsible for the wholeproject.
'll projects will follow key stages and the following outlines the control steps that must be taken in each stage+
Project (ervices Team
Page 6 of 12
(tatus+ :inal Page 6 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_define_project.doc8/13/2019 Project Management Procedures4266
5/27
Plymouth City Council Project Management System
Project Management Procedures
1. !"# Stages # $ " %Project #ppraisal&
The Project 'ppraisal stage enables the client department to identify the need for a project, its objectives,
business case and possible constraints on development. It assesses various options and their feasibility toenable the client to decide whether to proceed. The following identifies the key steps to be taken within the
stage.
1.1. Statement of 'ee(
The (tatement of )eed defines and documents client objectives in consultation and will establish how their
achievement will be measured. The aim is to uncover the underlying need that may be initially e!pressed by
stakeholders in the form of a solution. In order not to rule out alternatives and to objectively evaluate
solutions, the statement sets out the FEhatF rather than the F%owF.
The information contained is used in tandem with the Project Mandate to trigger starting up a Project. It will be
produced by the Client $epartment and issued with the Project Mandate to the $epartmental Management
Team =$MT> to enable the $epartment to consider the scheme and it#s fit with the $epartment#s and Council#s
strategic re"uirements.
)o e!ternal fees and only minimal officer time is to be spent on the scheme until such a time as the Initial
Project Proposal =IPP> has been approved and funding to develop the scheme identified and approved by the
Capital Programme 3oard and/or Cabinet < see (tatement of )eed.
1.2. !nitial Project #ppraisal
The Client (&? may wish to assure themselves that the ideas for the project are feasible in
broad/property/construction terms before advancing any further into the appraisal stage. In such a situation
the Client (&? can re"uest a Portfolio Manager to provide an Initial Project 'ppraisal by making a re"uest to
the Project (ervices Manager. It will enable the Client (&? to advance into the initial stage of the project with
more confidence < see Initial Project 'ppraisal.
1.3. Project Man(ate
The information in the mandate is used to trigger starting up a Project. It should contain sufficient information
to identify at least the objectives of the project. The Project Mandate will be produced by the Client
$epartment and issued to the Client $epartmental Management Team =$MT> to enable the $epartment to
consider the scheme and it#s fit with the $epartment#s and Council#s strategic re"uirements.
Gpon receipt of $MT approval the Project Mandate is forwarded to the Project (ervices Manager who will
assign a Portfolio Manager to develop the mandate and produce a Project 3rief in consultation with the (enior
&esponsible ?fficer =(&?>.
Project (ervices Team
Page 9 of 12
(tatus+ :inal Page 9 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_statement_of_need.dochttp://www.plymouth.gov.uk/pms_statement_of_need.dochttp://www.plymouth.gov.uk/pms_initial_project_appraisal.pdfhttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_statement_of_need.dochttp://www.plymouth.gov.uk/pms_initial_project_appraisal.pdf8/13/2019 Project Management Procedures4266
6/27
Plymouth City Council Project Management System
Project Management Procedures
)o e!ternal fees and only minimal officer time is to be spent on the scheme until such a time as the Initial
Project Proposal has been approved and funding to develop the scheme identified and approved by the
Capital Programme 3oard and/or Cabinet < see Project Mandate.
1.4. )efine Project %Major*Minor&
This step determines which Project Procedures shall be adopted and the approach to risk identification.
'll projects with an estimated cost in e!cess of H9, shall be deemed as major projects regardless of
their comple!ity. If the cost is H0, and JH9, then the Project Manager shall undertake an
assessment of the project risk level against the following criteria+
Council re"uirement risk
Council and user re"uirements complete, accurate and agreed
Council/$epartmental reputation criticality
Time/occupation criticality
Intensity of use and design life
&egulatory risk
(afety criticality
nvironmentalcriticality
?ther regulatory re"uirements
$esign/construction risk
Cost of build
)ovelty of key technology or building services
$esign comple!ity/interfaces
8evel of recent e!perience/capability
ach of the above criteria shall be scored on a scale of 0BA to indicate the most likely risk value. The higher
the risk or level of uncertainty the higher the score =0Klow risk, AKhigh risk>.
' simple spreadsheet tool =below> shall be used for this purpose.
(chemes with an estimated cost less that H0, are to be considered minor unless there are particular
comple!ities and/or political issues that would re"uire the greater level of control e!ercised on more major
schemes. The final decision shall be made in consultation with the Capital Programme $irector.
Project (ervices Team
Page A of 12
(tatus+ :inal Page A of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_mandate.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_mandate.doc8/13/2019 Project Management Procedures4266
7/27
Plymouth City Council Project Management System
Project Management Procedures
The Project (ervices Manager shall undertake the assessment with the support from specialists =as re"uired>
and key stakeholders as part of the development of the Project 3rief. This may be undertaken as part of an
initial &isk Management Eorkshop.
The result of the assessment shall be stated in the Project 3rief/!ecution Plan. This shall be used for
determining which Project Procedures shall be adopted and the approach to risk identification < see $efine
Project =Major/Minor>.
1.+. #llocate Portfolio Manager
?nce the Project (ervices Manager has defined the project, they will then allocate the project to a Portfolio
Manager who will work with the project throughout its lifetime < see'llocate Portfolio Manager.
1.,. Pro(uce Project -ile Programme
The Portfolio Manager will ensure that any new project is allocated a project file, project number and will
immediately prepare a Project Programme< see Pro(uce Project -ile Programme.
1./. Project "rief
The project 3rief provides a firm foundation for the initiation of the project. If approval is given to proceed to
production of a Capital Programme 3usiness Case =CP3C>, the Project 3rief is e!tended and refined into the
Project !ecution Plan.
:or construction projects, the Project 3rief is a formal statement of the objectives and functional and
operational re"uirements of the finished project. It should be in sufficient detail to enable the construction
team to e!ecute the design and specification of the work and is therefore an essential reference for the
construction team.
The Project 3rief is a key document in its own right. 'ny significant change to the material contained in the
Project 3rief will thus need to be referred to corporate or programme management.
:or construction projects the Project 3rief is a key component of the Project !ecution Plan.
:itness for purpose content+
$oes the Project 3rief accurately reflect the mandate for the projectL
$oes it form a firm basis on which to initiate a projectL
$oes it indicate how the customer will assess the acceptability of the finished product=s>L
Project (ervices Team
Page 2 of 12
(tatus+ :inal Page 2 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/pms_allocate_portfolio_manager.pdfhttp://www.plymouth.gov.uk/pms_produce_project_file___programme.pdfhttp://www.plymouth.gov.uk/pms_produce_project_file___programme.pdfhttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/pms_define_project.dochttp://www.plymouth.gov.uk/pms_allocate_portfolio_manager.pdfhttp://www.plymouth.gov.uk/pms_produce_project_file___programme.pdf8/13/2019 Project Management Procedures4266
8/27
Plymouth City Council Project Management System
Project Management Procedures
The Project 3rief is to be developed between the Client (&? and the Portfolio Manager and should be
approved by the Project 3oard as the basis for the scheme < see Project 3rief.
1.. Project Structure an( oernance
The Portfolio Manager will identify, produce and gain approval of a suitable Project (tructure and 5overnance
to successfully deliver the project. The following identifies the essential roles to be included in any
Project (tructure and 5overnance+
Investment decisionBmaking B takes the investment decision based on affordability and cost justification
this role is the responsibility of the $irector of the $epartment sponsoring the project
?wnership B defines the scope and content of the project for delivering the benefits personally
accountable for the success of the project =usually known as the (enior &esponsible ?wner, as this role
must be taken by a senior individual in the organisation>. The (&? should have the status and authorityto provide the necessary leadership and must have the clear accountability for delivering the project
outcome
Interface between ownership and delivery =sponsorship/directing>B ongoing management on behalf of the
owner to ensure that the desired project objectives are delivered must have ade"uate knowledge and
information about the business and the project to be able to make informed decisions. This may be known
as the Project (ponsor sometimes referred to as the Project $irector =the Portfolio Manager>.
Project management B leading, managing and coBordinating the project team on a dayBtoBday basis =the
Project Manager>
Project team B delivers the re"uired outputs or deliverables =the Project Team>
In addition to the essential roles described above, there will be a re"uirement for specialists, design
consultants such as architects, and others who are appointed by the Project (ponsor/Project $irector or
Project Manager.
:or all major, and some minor projects there may be a Project 3oard chaired by the (&?. Membership of the
Project 3oard, which is through formal appointment by the (&?, should be a single role representing key
stakeholder interests =described in more detail below> and a single role addressing technical/supply issues=typically a representative from the supplier organisation>. The Project 3oard provides the owner with
stakeholder/technical input to decisions affecting the project ultimate authority and accountability resides with
the (&?.
There will always need to be active project assurance B to assure the owner that the project is employing good
practice B making sure stakeholders are being consulted appropriately and their needs are being addressed,
for e!ample. Projectassurance is ultimately the responsibility of the (&? and will be included in the
Project (ervices Team
Page ; of 12
(tatus+ :inal Page ; of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_brief.doc8/13/2019 Project Management Procedures4266
9/27
Plymouth City Council Project Management System
Project Management Procedures
responsibilities of project board members, or may be fulfilled by individuals e!ternal to the project acting on
behalf of the owner.
In practice, some roles may be combined, subject to an overriding proviso that the person combining the roles
possesses the re"uisite competencies, e!perience, e!pertise and time. :or e!ample, the roles of project
ownership and project sponsor/director can be combined where the responsibilities of both roles can be
fulfilled by a single individual. Ehere roles are combined the allocation of the functions must always be
absolutely clear, with delegations and responsibilities that do not overlap. The role of Project Manager should
be clearly defined and implemented, and not simply another member of the project team. Ehere two roles are
combined, the person appointed must have at least the authority and status of the DhigherD role however, it is
important to note that the roles of Investment $ecisionBMaker, (enior &esponsible ?wner and Project
(ponsor/Project $irector cannot be allocated to a single individual < see Project (tructure and 5overnance.
1.. !nitial Project Proposal
The Initial Project Proposal =IPP> document is used to alert the key and significant persons outside of the
project related client department of a possible future project and that work is being undertaken to appraise the
potential project. (ubmission of the IPP to CP3 and/or Cabinet enables them to ask "uestions about the
development of the project and to approve/decline its further progress < see Initial Project Proposal.
1.10. en(er Process for Consultant*Project team
The Portfolio Manager will identify and undertake the most effective tender process to procure the relevant
consultants/project team. This must include the appointment of a Construction $esign Management CoB
ordinator =C$MBC> on all relevant C$M projects. 'll procurements must comply with PCC :inancial
&egulations and ?7G re"uirements where applicable. 'dvice and approval is to be sort from the PCC
Procurement Team. In addition the procurement method will need to be approved by the Project (ervices
Manager before commencement < seeTender Process for Consultant/Project team.
1.11. -easi5ility Stu(y Stage " eport
The feasibility study consists of two main sections =see :easibility (tudy (tage 3 &eport>+
Part 16 Statement of e7uirements
The purpose of the feasibility study is to further define the statements of need, bring together relevant
information and establish clear operational and business re"uirements. It will make use of the objectives
defined by the stakeholders.
The sections below could be used to provide the above+
0.0 !ecutive summary
0.1 Project 3ackground
0.4 (tatement of ?bjective
Project (ervices Team
Page of 12
(tatus+ :inal Page of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_structure_and_governance.pdfhttp://www.plymouth.gov.uk/pms_initial_project_proposal_ipp_.dochttp://www.plymouth.gov.uk/pms_initial_project_proposal_ipp_.dochttp://www.plymouth.gov.uk/pms_tender_process_for_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_tender_process_for_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_feasibility_stage_b_report.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_structure_and_governance.pdfhttp://www.plymouth.gov.uk/pms_initial_project_proposal_ipp_.dochttp://www.plymouth.gov.uk/pms_tender_process_for_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_feasibility_stage_b_report.doc8/13/2019 Project Management Procedures4266
10/27
Plymouth City Council Project Management System
Project Management Procedures
0.6 Project Conte!t < including (trategic, ?perational nvironmental and (afety
0.9 Council &e"uirements including Time, Cost and uality
0.A &isk
Part 26 "asis of )esign
This section translates the business need into technical re"uirements such as process flows,
building areas, etc.
The sections below could be used to provide the above+
1.0 (ite/location re"uirements
1.1 'ccommodation re"uirements
1.4 (tandard
1.6 Plant/"uipment (ystems
1.12. Project Control )ocumentation
The following control documentation will be compiled during the 'ppraisal stage it will be reviewed, updated
and reported on throughout the life of the project.
0.01.0. Communications Plan
The Communications Plan is used to define all parties with an interest in the project and the means
and fre"uency of communication between them and the project. The Project $irector owns this plan
with the Project Manager, to ensure all necessary communication is issued out to relevant parties.
Communication Plans are re"uired for all major projects < see Communications Plan.
0.01.1. &isk Management Procedure and &isk &egister
The purpose of risk management is to identify and manage risks as opportunities or threats to the
project objectives. &isk management aims to ma!imise the results of positive events =opportunities>
and minimise the conse"uences of adverse events =threats>.
Identification and management of risk is re"uired to provide assurance to key stakeholders that the
project will achieve its stated benefits to cost, time and "uality. Certainty of outcome increases,
through reduction in risk e!posure, as the project progresses < see&isk Management Procedure and
&isk &egister.
0.01.4. Project !ecution Plan
The project !ecution Plan =PP> is the core document for the management of a project. It is a
statement of policies and procedures defined by the project director, although usually developed by
Project (ervices Team
Page 0 of 12
(tatus+ :inal Page 0 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_communications_plan.dochttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdfhttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdfhttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdfhttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdfhttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_communications_plan.dochttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdfhttp://www.plymouth.gov.uk/pms_risk_management_procedure_and_risk_register.pdf8/13/2019 Project Management Procedures4266
11/27
Plymouth City Council Project Management System
Project Management Procedures
the Project Manager for the Project (ponsor/Project $irectorDs approval. It sets out in a structured
format the project scope, objectives and relative priorities < see Project !ecution Plan.
0.01.6. Project $eliverables N $esign 'pproval
'pprovals will be re"uired for the project deliverables and designs using a standard pro forma+
$ocuments re"uiring this signBoff include, but are not limited to, the following =see Project
$eliverables N $esign 'pproval>+
(tatement of )eed < $MT signature only
Project Mandate < $MT signature only
Project 3rief < $MT/(takeholders
Initial Project Proposal =IPP> < %ead of (ervice/:inance ?fficer/CP3 and possibly Cabinet
Capital Programme 3usiness Case < 'ccountable Project ?fficer/:inance ?fficer/%ead of
(ervice/CP3 and possibly Cabinet
Communications Plan
:easibility report
(tage reports
Cost Plans
CP3/Cabinet Papers
Post Project &eview
tc.............
0.01.9. Cost Management Procedure
The purpose of this procedure is to provide a structured approach to the management of all costs
associated with the project. This shall ensure the project achieves a balanced and logical distribution
of available funds between the various elements of the works, that the total e!penditure is within the
approved budget and that overall the final product represents good value for money.
The Cost Management process comprises a set of tasks which span the life of a project from the
earliest stages of project appraisal up to construction, but with implications for the operation and
maintenance of a building or facility during the postBconstruction stage.
The outlined tasks and activities shall be undertaken as described for project appraisal to postB
construction stages of a normal project.
0.01.A. Project Performance Management Process
Project (ervices Team
Page 00 of 12
(tatus+ :inal Page 00 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_execution_plan_pep_.dochttp://www.plymouth.gov.uk/pms_project_deliverables___design_approval.dochttp://www.plymouth.gov.uk/pms_project_deliverables___design_approval.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_execution_plan_pep_.dochttp://www.plymouth.gov.uk/pms_project_deliverables___design_approval.dochttp://www.plymouth.gov.uk/pms_project_deliverables___design_approval.doc8/13/2019 Project Management Procedures4266
12/27
Plymouth City Council Project Management System
Project Management Procedures
The purpose of this document is to drive continuous improvement in the delivery of the Council#s
projects.
The procedure sets out how performance is recorded and managed throughout a project against a
set of @ey Performance Indicators.
The outputs of this procedure will be a set of @PI Targets, Performance Measurement against the
@PI Targets, Project Team Performance $ata and a Project &eview &eport contained within the nd
of Project &eport.
0.01.2. &e"uest for Information =&:I>
This document enables anybody within the project to formally re"uest information and to record when
the information re"uested and returned.
0.01.;. 8essons 8earned 8og
The purpose of the 8essons 8earned &eport is to bring together any lessons learned during the
project that can be usefully applied to other projects. 't the close of the project it is completed and
prepared for dissemination. 's a minimum, lessons learned should be captured at the end of each
stage of the project ideally a note should be made of any good or bad point that arises in the use of
the management and specialist products and tools at the time.
1.13. Capital Programme "usiness Case
The 3usiness Case is a description of the reasons for the project and the justification for undertaking the
project, based on the estimated costs of the project, the risk and the e!pected benefits to the Council.
The 3usiness Case is used continuously to align the projects progress to the business objectives through
consideration and approval by the Capital Programme 3oard. The 3usiness Case also re"uires approval by
%ead of (ervice and possibly Cabinet < see Capital Programme 3usiness Case.
1.14. ate8ay 1 eie8
This review focuses on the projectDs justification from a regulatory =including %N(>, commercial or operational
perspective. It provides assurance to the Council stakeholders that the need for the project e!penditure is
valid and shall provide a net benefit < see 5ateway 0 &eview.
95jecties of this ate8ay
Confirm Project 3rief document has been endorsed and approved
Compilation of Project &isk 8og using appropriate procedures and documentationProject (ervices Team
Page 01 of 12
(tatus+ :inal Page 01 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.doc8/13/2019 Project Management Procedures4266
13/27
Plymouth City Council Project Management System
Project Management Procedures
Confirm Initial Project Proposal has been endorsed and approved
'ny feasibility studies and initial surveys are complete, relevant and valid
'ppointment of the Professional Team with appropriate approvals and agreements
Production of a Project Programme with date and version reference
Production of a Project !ecution Plan
Production of a Project :ile for use in the project office
nsure a clear Project ?rganisational (tructure through the establishment of the Project 3oard and if
appropriate advisory boards or user committees including production of an organogram to illustrate
project relationships
:acilitate Project 3oard signBoff of (tage and secure approval to proceed
:acilitate submission of Capital Programme 3usiness Case to the Capital Programme 3oard to seek
corporate approval to proceed
1.1+. #pproal to Procee( 5y Capital Programme "oar(
?nce the Capital Programme 3usiness Case has been approved by the Capital Programme 3oard and the
project has gone through the 5ateway 0 &eview then the project is able to proceed to the ne!t stage.
Project (ervices Team
Page 04 of 12
(tatus+ :inal Page 04 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
14/27
Plymouth City Council Project Management System
Project Management Procedures
!"# Stage C %Project Proposals*Concept )esign&
The Project Proposals (tage implements the $esign 3rief and the preparation of additional data. This will
include the preparation of a concept design, proposals for structural and building services systems, outline
specifications, a preliminary cost plan and a review of the procurement route.
2.1. :p(ate Project "rief
The Project Manager will update the Project 3rief for the project stage. 't this stage the following items
should have been considered and finalised+
?perational re"uirements and any functional relationships
(iOe of the facility, i.e. physical area
(pecific technical re"uirements, e.g. design life, performance standards, procurement strategy and
alignment with framework agreements
:ormal communication structure
The brief will be submitted to the Project Client for approval < see Gpdate Project 3rief.
2.2. :p(ate Control )ocumentation
'll the project control documentation will be reviewed and updated during this stage.
2.3. e;appoint*Confirm Consultant*Project team
There will be a re"uirement to either appoint a new project team or to reBengage the project team from the
Project 'ppraisal (tage. 'dditional team members from the appraisal stage may also be re"uired < & eB
appoint/Confirm Consultant/Project team.
2.4. ife Costing
Whole-life costing must be undertaken in accordance with the British and International Standard: BS ISO
15686 ser!ice life "lanning of buildings and constructed assets#
Project (ervices Team
Page 06 of 12
(tatus+ :inal Page 06 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/pms_re-appoint___confirm_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_re-appoint___confirm_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/pms_re-appoint___confirm_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_re-appoint___confirm_consultant___project_team.pdfhttp://www.plymouth.gov.uk/pms_value_engineering.doc8/13/2019 Project Management Procedures4266
15/27
Plymouth City Council Project Management System
Project Management Procedures
2.,. !"# Stage C eport
The &I3' (tage C report will enable the sign off of the stage. The &I3' (tage C report will include the
following =see &I3' (tage C &eport>+
Introduction
'rchitectural
(tructural ngineering
Cost
Programme and Planning
Procurement
&isk
%ealth and safety
Eay :orward
@ey Performance Indictors
Mechanical N lectrical
2./. !"# Stage C eport Sign 9ff
The &I3' (tage C report must be signed off by the Project 3oard. There must be evidence of stakeholder
consultation and agreement with the design proposal.
2.. ate8ay 2 eie8
This review shall establish that the project scope, objectives and strategy for implementation has been clearly
defined in view of risks and regulatory re"uirements.
It provides the Client and Project $irector with assurance that the most cost effective approach to
implementation has been selected prior to developing the design and entering to commitments with suppliers
< see 5ateway 1 &eview.
95jecties of this ate8ay
Confirm any updates to the Project 3rief document
nsure any changes made to the project undertaken in value engineering e!ercises have been
communicated to all project stakeholders and duty holders
nsure the Project &isk &egister has been updated
Compliance with (tage C signBoff procedures
nsure that the project cost plan per the Project 3rief/Project !ecution Plan is detailed and achievable
Project (ervices Team
Page 09 of 12
(tatus+ :inal Page 09 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_riba_stage_c_report.pdfhttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_riba_stage_c_report.pdfhttp://www.plymouth.gov.uk/pms_project_gateway_review_process.doc8/13/2019 Project Management Procedures4266
16/27
Plymouth City Council Project Management System
Project Management Procedures
nsure the procurement strategy is appropriate in view of scope, risks and 3uilding Projects e!perience
nsure compliance with client#s statutory duties under C$M/%ealth and (afety &egulations
nsure the Project !ecution Plan is up to date
Production of a Project Programme with date and version reference
nsure that the project plan as per the Project 3rief and Project !ecution Plan an is detailed and
achievable
Compliance with Monthly &eporting procedures and re"uirements
nsure all surveys are complete, relevant and valid
nsure compliance with any planning re"uirements
$rawings =including floor naming and room numbering> are produced to Council standards
Project (ervices Team
Page 0A of 12
(tatus+ :inal Page 0A of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
17/27
Plymouth City Council Project Management System
Project Management Procedures
3. !"# Stages ) $ = %Project )esign*)eelopment&
The $esign $evelopment (tage =$> enables the development of the concept design to structural and building
services systems, updated outline specifications and cost plan. It also allows the completion of the Project3rief. ?nce approval has been gained for the (tage $ report the planning application can be submitted.
The Technical $esign (tage => enables preparation of technical design=s> and specification sufficient to coB
ordinate components and elements of the project and information for statutory standards and construction
safety.
3.1. :p(ate Project "rief
The Project Manager will update the Project 3rief following the previous project stage. 't this stage the
following items should have been considered and finalised =see Gpdate Project 3rief>+
:unctional layouts
Circulation/?perational (trategy
Phasing/$emolition/$ecanting (trategies
$esign Concept and Proposed (ervices (trategy
Procurement (trategy
3.2. :p(ate Project )ocumentation
'll the project control documentation will be reviewed and updated during this stage.
3.3. ife Costing eie8
Whole-life costing must be undertaken in accordance with the British and International Standard: BS ISO
15686 ser!ice life "lanning of buildings and constructed assets#
3.+. !"# Stage ) )etaile( )esign eport
The &I3' (tage $ report will enable the sign off of the stage. The &I3' (tage $ report will include the
following =see &I3' (tage $ $etailed $esign &eport>+
Project (ervices Team
Page 02 of 12
(tatus+ :inal Page 02 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_riba_stage_d_detailed_design_report.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_brief.dochttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_riba_stage_d_detailed_design_report.doc8/13/2019 Project Management Procedures4266
18/27
Plymouth City Council Project Management System
Project Management Procedures
Introduction
'rchitectural
(tructural ngineering
Cost
Programme and Planning
Procurement
&isk
%ealth and safety
Eay :orward
@ey Performance Indicators
Mechanical N lectrical
3.,. Stage ) )etaile( )esign eport Sign 9ff
The stage $ report must be signed off by the Project 3oard. There must be evidence of stakeholder
consultation and agreement with the design.
3./. Planning #pplication
The full planning application will be made by the Project Manager on behalf of the Client. $etails about
Planning 'pplications along with the online form are available atwww.plymouth.gov.uk/planningapplications B
see Planning 'pplication.
3.. +
IntroductionProject (ervices Team
Page 0; of 12
(tatus+ :inal Page 0; of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/planningapplicationshttp://www.plymouth.gov.uk/planningapplicationshttp://www.plymouth.gov.uk/pms_planning_application.pdfhttp://www.plymouth.gov.uk/pms_planning_application.pdfhttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_riba_stage_e_final_design___cost_report.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/planningapplicationshttp://www.plymouth.gov.uk/pms_planning_application.pdfhttp://www.plymouth.gov.uk/pms_value_engineering.dochttp://www.plymouth.gov.uk/pms_riba_stage_e_final_design___cost_report.doc8/13/2019 Project Management Procedures4266
19/27
Plymouth City Council Project Management System
Project Management Procedures
'rchitectural
(tructural ngineering
Cost
Programme and Planning
Procurement
&isk
%ealth and safety
Eay :orward
@ey Performance Indicators
Mechanical N lectrical
3.11. Stage = -inal )esign Cost eport Sign 9ff
The (tage report must be signed off by the Project 3oard. There must be evidence of stakeholder
consultation and agreement with the final design. The Project 3oard will approve the submission of the
planning application.
3.12. ate8ay 3 eie8
This review confirms that appropriate design reviews and approvals have been undertaken and that the
recommended final proposal is appropriate before entering into the production information stage. It provides
assurance over the effectiveness of the design development. This is important to ensure that the finalproposal design is cost effective and consistent with Council/user re"uirements =per Proposals (tage> < see
5ateway 4 &eview.
95jecties of this ate8ay
Confirm any updates to the Project 3rief
nsure any changes made to the project undertaken in value engineering e!ercises have been
communicated to all project stakeholders and duty holders
nsure the Project &isk &egister has been updated
Compliance with (tage signBoff procedures
nsure that the project cost plan per the Project 3rief/Project !ecution Plan is detailed and achievable
nsure compliance with client#s statutory duties under C$M/%ealth and (afety &egulations
nsure the Project !ecution Plan is up to date
nsure the Project Programme is updated with date and version reference
nsure that the project plan as per the Project 3rief and Project !ecution Plan is detailed and achievable
Compliance with Monthly reporting procedures and re"uirements
Project (ervices Team
Page 0 of 12
(tatus+ :inal Page 0 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_gateway_review_process.doc8/13/2019 Project Management Procedures4266
20/27
Plymouth City Council Project Management System
Project Management Procedures
nsure all surveys are complete, relevant and valid
nsure compliance with any planning re"uirements
$rawings =including floor naming and room numbering> are produced to Council standards
Confirm the business case =cost vs. benefits> now that final proposal design is complete
'pproved in line with regulatory re"uirements =including %N(> and Council delegations of authority
nsure that project controls are in place to manage cost, time and "uality in view of risk and change
nsure approval of the final proposals and decision to proceed to production information by the
Client/Project (ponsor
nsure that timescales for delivery are communicated and integrated with departmental plans.
3.13. #pproal to Procee( 5y Capital Programme "oar(
?nce the (tage &eport has been approved by the Capital Programme 3oard and the project has gone
through the 5ateway &eview 4 then the project is able to proceed to the ne!t stage.
Project (ervices Team
Page 1 of 12
(tatus+ :inal Page 1 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
21/27
Plymouth City Council Project Management System
Project Management Procedures
4. !"# Stages - $ %Pro(uction !nformation an( en(er #ction&
The Production Information (tage =:> is enables the preparation of detailed information for construction and
the application for statutory approvals.
The Tender $ocumentation (tage =5> enables the preparation and/or collation of tender documentation in
sufficient detail to enable a tender or tenders to be obtained for the project.
Tender 'ction (tage =%> sees the identification and evaluation of potential contractors and/or specialists for
the project. 't the end of the stage tenders will be obtained and appraised with a clear recommendation
submitted to the client for approval.
4.1. -or8ar( Plan
:or projects greater then H9@ in value a forward plan template must be prepared and submitted to notify
the public and Councillors that a key decision will be re"uired in the near future. This will be undertaken by
the Portfolio Manager. 'pproval of the :orward Plan is re"uired by the relevant Cabinet Member before the
:orward Plan is published. Cabinet will not approve any re"uests to enter into contract unless a :orward Plan
has been previously submitted at the appropriate time < see :orward Plan.
4.2. :p(ate Project )ocumentation
'll the project control documentation will be reviewed and updated during this stage.
4.3. en(er Process for Contractor
The tender process must comply with all PCC :inancial &egulations and ?7G re"uirements as applicable.
'dvice and approval should be sort from PCC Procurement Team and all re"uired PCC Processes followed.
In addition the procurement method will need to be approved by the Project (ervices Manager before
commencement.
4.4.
8/13/2019 Project Management Procedures4266
22/27
Plymouth City Council Project Management System
Project Management Procedures
4.+. Whole >ife Costing eie8
Whole-life costing must be undertaken in accordance with the British and International Standard: BS ISO
15686 ser!ice life "lanning of buildings and constructed assets#
4.,. :p(ate Capital Programme "usiness Case
The 3usiness Case is used continuously to align the projects progress to the business objectives and at this
stage will be updated to reflect the tender return < see Gpdate Capital Programme 3usiness Case.
4./. Prepare Contract )ocumentation
The contract documentation should start to be prepared and put in place ready for the 5ateway 6 &eview.
The Portfolio Manager will liaise with the PCC 8egal Team to prepare the contract. The Capital
Programme 'pproval :orm needs to be fully approved before the contract can be signed and the
Contractor appointed.
4.. ate8ay 4 eie8
This review confirms that appropriate design review and approvals have been undertaken and that the
recommended contract decision =for construction works only contracts> is appropriate before entering into
contract. It provides assurance over the effectiveness of the design development and tendering process =as
appropriate>. This is important to ensure that the implemented design is cost effective and consistent with
Council/user re"uirements =per Proposals (tage> < see 5ateway 6 &eview.
95jecties of this ate8ay
Confirm the 3usiness Case =cost vs. benefits> now that design is complete
?btain additional authorisation for increased spend =as appropriate> using Change &e"uest :orm/CP':
Confirm that tenders have been properly evaluated and the recommended contract decision is cost
effective and
'pproved in line with regulatory re"uirements =including %N(> and Council delegations of authority
nsure that project controls are in place to manage cost, time and "uality in view of risk and change
nsure approval of the detail design and decision to proceed to Construction (tage by the Client/Project
(ponsor
nsure that timescales for delivery are communicated
$epartmental plans
4.. Capital Programme #pproal -orm
The Capital Programme 'pproval :orm must be completed by the Portfolio Manager and all re"uired
approvals identified within the document obtained before contracts can be signed and the Contractor
'ppointed < see Capital Programme 'pproval :orm.
Project (ervices Team
Page 11 of 12
(tatus+ :inal Page 11 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_capital_programme_approval_form.dochttp://www.plymouth.gov.uk/pms_capital_programme_approval_form.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_capital_programme_approval_form.doc8/13/2019 Project Management Procedures4266
23/27
Plymouth City Council Project Management System
Project Management Procedures
Project (ervices Team
Page 14 of 12
(tatus+ :inal Page 14 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/homepage.htm8/13/2019 Project Management Procedures4266
24/27
Plymouth City Council Project Management System
Project Management Procedures
+. !"# Stages @ $ A %Construction&
The Mobilisation (tage =7> enables the letting of the building contract and the main contractor to be appointed,
the issuing of information and arrangement site hand over to them.
Construction to Practical Completion (tage =@> enables the administration of the building contract to practical
completion, provision to the contractor of further information as and when reasonably re"uired and review of
information provided by contractors to specialists
+.1. #ppoint Main Contractor
' contract signed by both the Contractor and relevant PCC signatories must be in place before any works can
commence on site. 'ppointment of the main contractor re"uires approval and signBoff by the Project (ervices
Manager before taking place.
?nly in e!ceptional circumstances will letters of intent be approved to enable certain elements of work or
orders placed for products to commence prior to the contract being signed. ?nce this is complete the site
should be handed over to the contractor < see'ppoint Main Contractor.
+.2. :p(ate Project )ocumentation
'll the project control documentation will be reviewed and updated during this stage.
+.3. Mo5ilisation an( Construction
Throughout the Construction Period the Project Manager will continue to provide Monthly &eports to the
Portfolio Manager and Project 3oard. The Project Manager will also organise and report monthly site progress
meetings to the Portfolio Manager. Gsing the monthly reporting and site progress reports the Portfolio
Manager will track the progress of the project ensuring the Project Manager has tight control of the project.
They will ensure all certified payments are made within the re"uired time scales and will monitor the overall
budget using a PCC internal 3udget Monitoring (preadsheet, collecting data on both e!ternal and internal
costs to the project.
+.4. esting an( Commissioning
The Project Manager will ensure that a detailed programme for testing and commissioning is prepared
=appro! two months before handover>, communicated and undertaken prior to %andover. This must include
the training of the relevant Person In ControlQ of the property.
Project (ervices Team
Page 16 of 12
(tatus+ :inal Page 16 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_appoint_main_contractor.pdfhttp://www.plymouth.gov.uk/pms_appoint_main_contractor.pdfhttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_appoint_main_contractor.pdf8/13/2019 Project Management Procedures4266
25/27
Plymouth City Council Project Management System
Project Management Procedures
+.+. Project an(oer
The Project Manager will ensure a detailed handover programme is prepared =two weeks prior to handover>,
communicated and undertaken. The Project Manager will ensure the Portfolio Manager, nd Gser and Clerk
of Eorks attend the %andover meeting. The practical completion certificate will be signed and issued by the
Project Manager on successful completion of the handover.
+.,. eie8 Capital Programme "usiness Case
The Capital Programme 3usiness Case must be reviewed to assess its alignment with the business
objectives and to identify any re"uired actions < see &eview Capital Programme 3usiness Case.
+./. ate8ay + eie8
This review focuses on ensuring that the project delivers the outcome defined in the (tatement of )eed and
(trategic 3rief/3usiness Case. It provides assurance that the deliverables are satisfactory and capable of
being properly put into service to achieve the stated benefits < see 5ateway 9 &eview.
95jecties of this ate8ay
nsure that the contract records are up to date
nsure that the construction works are properly tested and accepted prior to final payment
Check that the business case remains valid and the project shall provide the stated benefits
nsure that handover is properly controlled
nsure that risks and issues are properly managed during construction and reflected in revised
contingency levels
nsure that necessary testing is done =including user acceptance>
nsure that appropriate arrangements are in place for maintenance and operation following handover.
Project (ervices Team
Page 19 of 12
(tatus+ :inal Page 19 of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_capital_programme_business_case__cpbc_.dochttp://www.plymouth.gov.uk/pms_project_gateway_review_process.doc8/13/2019 Project Management Procedures4266
26/27
Plymouth City Council Project Management System
Project Management Procedures
,. !"# Stage > %Post Construction&
,.1. =n( Project eport
This report is the Project ManagerDs report to the (&? on how well the project has performed against the
Project 3rief, including the original planned cost, schedule and risk allowances, the revised business case
and final version of the project plan < see nd Project &eport.
,.2. -inal #ccount an( Cost #nalaysis
The final account should be agreed and signed off within three months of practical completion. The cost
manager will undertake a full cost analysis on the final contract figures and report accordingly.
,.3. Post 9ccupancy eie8
$ %ost Occu"ational &e!iew must be carried out when the facilit' has been in use for long enough to
determine whether the business benefits ha!e been achie!ed (t'"icall') twel!e months after com"letion
and while the change is still recent enough for users to be aware of the im"act of the change*#
+his re!iew establishes:
whether the e!pected business benefits have been achieved from the investment in the facility, as
justified in the business case.
if lessons learned from the businessBfocused aspects of the project will lead to recommendations for
improvements in performance on future projects.
's a minimum this review will assess+
the achievement of business case objectives to date
whole life costs and benefits to date against those forecast, and other benefits realised and e!pected
continued alignment to the business strategy
the effectiveness of improved business operations =which may include functions, processes and
staff numbers>
ways of ma!imising benefits and minimising wholeBlife cost and risk
the sensitivity of the business service to e!pected business change
business and user satisfaction.
There should be regular post implementation reviews over the operational life of the facility.
These reviews are essential inputs to 5ate A &eview.
Project (ervices Team
Page 1A of 12
(tatus+ :inal Page 1A of 12
:ilename+12222.doc 'uthor+7ohn 8ondon $ate of Issue+ 1;/0/106Comments+
http://www.plymouth.gov.uk/pms_end_project_report.dochttp://www.plymouth.gov.uk/pms_end_project_report.dochttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_end_project_report.doc8/13/2019 Project Management Procedures4266
27/27
Plymouth City Council Project Management System
Project Management Procedures
,.4. ate8ay , eie8
This &eview focuses on ensuring that the project achieves the benefits identified in the 3usiness Case.
This review shall be undertaken within si! to twelve months following project handover or when evidence of
the inBservice benefits is available. It must align with the Post ?ccupancy &eview and use the information
gathered at that review < see 5ateway A &eview.
95jecties of this ate8ay
'ssess whether the justification for the project, per the business case, was realistic. 'ssess whether the
planned benefits are now being delivered. nsure that any onBgoing contract services meet user/Council
re"uirements and plans are in place to manage the contract to its conclusion.
,.+. Project -ile Close(
The project file with then be brought to a close and the PCC Programme (upport ?fficer will ensure that the
file is appropriately archived < see Project :ile Closed.
Project (ervices Team
Page 12 of 12
(tatus+ :inal Page 12 of 12
http://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_project_file_closed.pdfhttp://www.plymouth.gov.uk/homepage.htmhttp://www.plymouth.gov.uk/pms_project_gateway_review_process.dochttp://www.plymouth.gov.uk/pms_project_file_closed.pdf