DPC - Strategy and Project Delivery Unit

Project Management Methodology

Updated April 2010
This project management methodology is designed to help SPDU staff to plan, manage
and measure a successful project
This project management methodology:
► Provides a guide to undertaking effective project management
within DPCs Strategy and Project Delivery Unit
► Outlines the success factors for project planning and
management
► Details the tools, inputs and outputs needed at each stage of the
project
► Highlights structure and governance needed to execute and
report on project progress
For assistance with the application of these guidelines:
Our current project management expert is Jeremy Harris
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The questions you should be able to answer by applying
this methodology:
► What is the project supposed to deliver?
► Do the outcomes and impacts align with strategy?
► How can progress be managed and monitored?
► Who makes which decisions?
► Where are the risks to be managed?
► Can the scope of work be clearly explained?
► Who is responsible for delivering project outcomes?
► Is the project adequately resourced?
► Has the project delivered the desired outcomes and impacts?
There are nine “rules” for successful project planning and management

It is the Project Manager’s responsibility to make sure all nine of these success factors are being addressed

Outcomes 1. The project outcomes are clear and aligned with strategy (eg. State Plan priorities) and
achievable (Government has the levers to make the change).
Alignment &
Strategic

Buy-in

Ownership 2. The project champions (DGs, Premier and Cabinet), and the agency staff responsible for
ongoing implementation, support the project outcomes and are engaged in the project.
3. The appropriate stakeholders (customers, community, NGOs, Local Government) are
Stakeholders
involved, consulted and communicated with effectively during the project.

Well planned 4. Project work is planned and tracked (SPDU has Microsoft Project software to assist in the
preparation of a project plan - Gantt charts - and project tracking).
Management

Scope 5. The project is managed to stay within scope and expectations of resourcing, timeframes
Project &
Change

managed and outcomes are managed.

Governance 6. All layers of the Governance for the project are kept informed regularly and decisions are
sought as appropriate.

Effective 7. The project team is selected based on skills and capability to deliver the project outcomes.
team Roles, responsibilities and deliverables are clear and the team culture is constructive.
Quality & Risk
Management

Deliver 8. Project outputs are of high quality, based on evidence and have been reviewed (eg. plain
quality English, project manager approval, external/independent expertise).

9. Risks are regularly identified and managed actively to maintain progress against the
Mitigate risks
project plan.

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The stepped process for planning and delivering your project

Clearly articulate the Project - define the problem, develop the solution hypotheses, outline the
Step
Part 11 Involvesand
defining
benefits coststhe problem, developing
of conducting thealign
the project, solution hypotheses and outlining the benefits and
with priorities.
Scoping
Scoping the
the project
project costssupport.
Seek of conducting the project

Requiresathe
Develop development
detailed of a detailed
project plan, includingproject proposal including,
implementation project
methodology, rational,
project deliverables and
Step
Part 22 implementation methodology, project deliverables and outcomes, resource planning and time-
outcomes, resourcing plan and time-line.
Planning
Planning the
the project
project lines. This is where the critical
Establish the project team. success factors necessary to set-up project work streams are
considered, the project team is established and mobilised, ways of working are agreed

Part 33
Step Manage
Sets outproject work streams
the process through
for managing to successful
project delivery
work streams of outputs
through and outcomes.
to successful delivery of
Managing
Delivering the
the Project
Support the team to delivery through regular meetings and tracking of progress.
outputs and outcomes. Managing the implementation increases the consistency, transparency
Maintain high quality of work.
implementation and rigour of project practices

Step
Part 44 Provide
Definesregular reports
the project on progress
reporting as appropriate
hierarchy and approachin the project
for all reporting
levels. This willhierarchy
improve
Reporting
Reporting on
on Seek approval at key milestones.
performance visibility and will underpin realisation of project outcomes and benefits
performance
performance

Review deliverables and project outcomes against project scope and plan.
Step
Part 55 The finalproject
Support part ofapproval
the project,
andwhere deliverables
transfer for ongoingand outcomes are reviewed against plan. This is
implementation
Finalising
Finalising the
the project
project where thesuccess
Evaluate final ‘sign-off’ is provided
and ongoing and any remediation or follow-up actions are agreed
performance.

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Tools, Inputs, Outputs and Actions to support Project Management
Project Gateway 1 Project Gateway 2 Project Gateway 3

Phase 1- Initiate Phase 2 - Deliver Phase 3 - Close

• Project team mobilisation and ways of working
• Current state scan to undertake issue identification
• Develop detailed project plan, including ‘milestones’ • Assess project impacts
Actions

• Gather data and perform desk top research on issues

• Establish PMO and project governance structure • Conduct stakeholder
• Conduct root cause analysis and hypotheses testing
• Implement Project Agreement and ways of working satisfaction survey
• Determine options for resolution
• Perform stakeholder and risk management process • Hold final ‘Gateway’
• Develop project deliverables and outcomes
• Develop reporting and meeting structures meeting
• Prepare project proposal
• Undertake project ‘Gateway’ activities

• Project plan and scope

• State and regional strategic plans • Project initiation & business case document
statement
Inputs

• State plan performance reporting • Agency resources

• Work product tracker
• Agency specific performance data and practices • Project scope & prioritisation plan
• Readiness assessments
• Agency and subject matter expert consultation • Knowledge base and benefits
• Risk log
• External research materials • Agency and subject matter expert consultation
• Status reports

• Initial knowledge base and models:

• Issues identification and prioritisation • Project plan, critical path and scope statement
Outputs

• Project finalisation report

• Solution hypotheses and options • Project and steering committee meeting schedules
• Final ‘Gateway’ meeting
• Project proposal and initiation document: • Status and performance measurement reports
record
• Project benefits, outcomes and deliverables • ‘Gateway’ assurance reports
• Team performance review
• Resource plans and project time-lines • Stakeholder and risk management plans
• Project methodology
• Project initiation & business case document • Communications plan
• Review and approval
• Issues log • Readiness assessments
Tools

• Prioritisation plan & tracker
• Benefits & resource tracker
• Project charter
• Roles & responsibilities matrix
summary
• Stakeholder management tracker
• Stakeholder satisfaction
• Risk log
survey
• Quality strategy and review log
• Project health assessment
• Work product definition and tracker

Step
Part 33 Step
Part 44
Step
Part 11 Step
Part 22 Step
Part 55
Managing
Managing the
the Reporting
Reporting on
on
Scoping
Scoping the
the project
project Planning
Planning the
the project
project Finalising
Finalising the
the project
project
implementation
implementation performance
performance
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Effective Project Teams have clear Governance arrangements

Role Duties
► Project governance along with Steering Committee
► Project coordination, risk & issue management
Project
ProjectDirector
Director ► Responsible for prioritisation, resourcing and major decision making
► Responsible for delivery of project to time, on budget and with outputs/work
products realised
The governance model:
► Accountable for all work project deliverables and scope
Project
Project ► Accountable to the Project Director for performance and delivery ► Provides ultimate authority for the Steering
Manager
Manager ► Ensures effective approach, definition and resourcing for all activities / Governance Committee to make
► Delivers an effective project environment through supervision of the PMO decisions on system changes
► Steers top-level reviews of issues,
► Accountable for tracking day-to-day activities, and reporting progress to Project progress, risks, scope, financials and
Manager resourcing
► Aligns and coordinates with other project stakeholders
Project
Project ► Delivers day-to-day work to achieve project outputs/work products and ► Facilitates reporting and information flows
Co-ordinator
Supervisor supports team in delivering outcomes between all levels of the system to enable
► Manages, maintains and updates detailed activity/project plans, including risks more transparent and informed decision-
and issues making
► Responsible for delivering and tracking day-to-day activities, and reporting
progress to Project Supervisor
► Aligns and coordinates with other team members in the project as required
Project
ProjectTeam
Team ► Delivers day-to-day work on the project and supports team members in
delivering outcomes
► Indentifies and manages project risks and issues
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