PROJECT MANAGEMENT

FRAMEWORK
 DOCUMENT INFORMATION
DOCUMENT TYPE: Strategic document

DOCUMENT STATUS: Approved

POLICY OWNER POSITION: Executive Assistant to CEO

INTERNAL COMMITTEE Internal Audit Committee

ENDORSEMENT:
APPROVED BY: Council

DATE ADOPTED: 24/11/2015

VERSION NUMBER: 1

REVIEW DATE: 24/11/2016

DATE RESCINDED:

RELATED STRATEGIC Council Plan

DOCUMENTS, POLICIES OR Contract Management Framework (to be developed)
PROCEDURES: Long Term Financial Plan
Annual budget
Communications and Community Engagement Policy
Compliance Policy
Engagement of Contractors Policy and Compliant
Contractors Guidelines
Government Stakeholder Engagement Policy and
Procedure
Levels of Authority
Procurement Policy and Procedure
Records Management Policy
Risk Management Policy
Staff and Contractors Code of Conduct

RELATED LEGISLATION:

EVIDENCE OF APPROVAL:

Signed by Chief Executive Officer

FILE LOCATION: K:\EXECUTIV\Strategic documents\Current\STR Project

Management Framework v1.docx
Strategic documents are amended from time to time, therefore you should not rely on a
printed copy being the current version. Please consult the Loddon Shire website to
ensure that the version you are using is up to date.

This document is available in alternative formats (e.g. larger font) if requested.

 CONTENTS
1  PURPOSE .........................................................................................................................1 
2  SCOPE ..............................................................................................................................1 
3  BUDGET IMPLICATIONS ................................................................................................1 
4  RISK ANALYSIS ...............................................................................................................1 
5  DEFINITIONS OF TERMS OR ABBREVIATIONS USED ................................................2 
6  PROJECT MANAGEMENT OVERVIEW ..........................................................................2 
6.1  Principles..................................................................................................................2 
6.2  Document templates to be used ..............................................................................2 
6.3  Project Management Checklist ................................................................................3 
6.4  Process to be followed for all projects ......................................................................3 
6.5  Timeline....................................................................................................................4 
7  PROJECT INITIATION .....................................................................................................5 
7.1  Purpose ....................................................................................................................5 
7.2  Developing a case for the project.............................................................................5 
7.2.1  Preliminary proposal (minor projects) ..............................................................5 
7.2.2  Business case (major projects) .......................................................................5 
7.3  Approval ...................................................................................................................6 
8  PROJECT/CONTRACTOR BRIEF ...................................................................................6 
9  PROJECT PLANNING ......................................................................................................7 
9.1  Purpose of plan ........................................................................................................7 
9.2  Developing a project plan.........................................................................................7 
9.2.1  Tasks and timing .............................................................................................7 
9.2.2  Resources .......................................................................................................8 
9.2.3  Financial ..........................................................................................................8 
9.2.4  Quality .............................................................................................................8 
9.2.5  Risk..................................................................................................................8 
9.2.6  Governance .....................................................................................................8 
9.2.7  Status reporting and monitoring ......................................................................8 
9.2.8  Communications ..............................................................................................9 
9.2.9  Procurement ....................................................................................................9 
9.2.10  Implementation ................................................................................................9 
9.2.11  Maintenance and review activities ...................................................................9 
9.3  Approval of project plan ...........................................................................................9 
10  PROJECT EXECUTION ...................................................................................................9 
10.1.1  Time management...........................................................................................9 
10.1.2  Cost management ...........................................................................................10 
10.1.3  Quality .............................................................................................................10 
10.1.4  Variations.........................................................................................................10 
10.1.5  Risk Management............................................................................................10 
10.1.6  Procurement ....................................................................................................10 
10.1.7  Communications ..............................................................................................11 
10.1.8  Managing stakeholders ...................................................................................11 
11  MONITORING AND REPORTING ....................................................................................12 
11.1  Project status reports ...............................................................................................12 
12  PROJECT CLOSURE .......................................................................................................13 
12.1  Project completion....................................................................................................13 
12.2  Project evaluation.....................................................................................................13 
12.3  Approval ...................................................................................................................14 
13  RECORD KEEPING ..........................................................................................................14 
13.1  Purpose ....................................................................................................................14 
13.2  Records ....................................................................................................................14 
13.3  Projects register .......................................................................................................14 
14  TRAINING AND SUPPORT ..............................................................................................15 
15  COSTING AND FUNDING OF ACTIONS .........................................................................16 
APPENDIX 1: PROJECT MANAGEMENT CHECKLIST ..........................................................17 
APPENDIX 2: PRELIMINARY PROPOSAL ..............................................................................1 
APPENDIX 3: BUSINESS CASE ...............................................................................................1 
APPENDIX 4: PROJECT PLAN ................................................................................................1 
APPENDIX 5: PROJECT BRIEF ...............................................................................................1 
APPENDIX 6: PROJECT STATUS REPORT ............................................................................1 
APPENDIX 7: PROJECT VARIATION REQUEST ....................................................................1 
APPENDIX 8: PROJECT CLOSURE REPORT .........................................................................1 
1 PURPOSE
This framework incorporates formal policies, procedures and relevant checklists to govern the
initiation, execution, implementation, evaluation and review of projects.

The framework was established as a result of an Internal Audit Review of Project Management
and is designed to help staff by providing consistency in processes to improve project planning,
delivery, and monitoring of all Council projects across all business units. It will assist project
managers with guidance to meet Council expectations for successful and timely delivery of
projects, and achievement of project outcomes and objectives.

2 SCOPE
The Project Management Framework applies to all Council staff responsible for delivering any
Council project.

The framework will take into account the nature and size of different projects to determine the
complexity of the required documentation and reporting requirements.

If a project requires any exemption from, or variation to, the processes and documentation in
this framework, prior approval must be obtained from the relevant director in order for the
project to proceed. This may be the case for some road infrastructure projects.

The in-house development of strategic documents and policies by Council staff are not
considered projects within this framework.

Publication, relevant training and review of the framework will follow Council’s Strategic
Document, Policy and Procedure Framework.

3 BUDGET IMPLICATIONS
The framework will be implemented using existing Council resources. In relation to any
information technology solutions for the proposed project register, it is expected that acquisition
and implementation of software will be included with the broader corporate systems software
implementation project.

4 RISK ANALYSIS
Implementation of a comprehensive framework for project management will reduce a wide
range of risks to Council that are caused by failure to properly manage and deliver projects,
including delays to delivery, unexpected cost overruns, failure to meet project objectives,
managing stakeholder expectations, and poor record keeping.

Page 1 of 16
5 DEFINITIONS OF TERMS OR ABBREVIATIONS USED
Term Definition
Major project Total value of the project is greater than $100,000.

OR

The project will result in potentially high ongoing

maintenance or costs to Council (regardless of its total
value).
Minor project Total value of project is between $10,000 and
$100,000.
Project For the purposes of this framework, a project is a
series of tasks with a commencement and completion
date, with clearly defined outputs and outcomes.
Examples of projects within the framework include:
 all capital works
 IT or equipment acquisitions
 re-sheet or re-seal programs
 fleet/plant replacement programs
 tracks and trails
 construction of community infrastructure

Does not include in-house development of strategic

documents and policies by Council staff.
Project superintendent The person nominated to control the project.

Refer to the Levels of Authority document for specific

requirements relating to contract limits.

6 PROJECT MANAGEMENT OVERVIEW

6.1 Principles

Key principles of effective management of projects are:

1. Project decisions are integrated with organisational strategic planning.
2. Project planning decisions are based on an understanding of the design considerations,
evaluation of alternatives which incorporate ‘life cycle’ costs, benefits and risks of
ownership for project deliverables.
3. An effective internal control structure is established to manage the projects.

This Project Management Framework addresses these principles by providing guidance for staff
about matters that need to be taken into account when managing a project, and policies,
procedures, templates and relevant checklists, to facilitate:
 effective and consistent project management across the organisation
 appropriate project governance
 effective change, communication and risk management
 improvement to Council’s project methodology through the use of post implementation
reviews.

6.2 Document templates to be used

The following templates are located in K:\Templates and are required to be used for all Council
projects, in accordance with the process in section 6.4.

1. Preliminary Project Proposal

Page 2 of 16
 2. Business Case
3. Project Plan
4. Project Brief
5. Project Status Report
6. Terms of reference for committees
7. Project Variation Request
8. Project Closure Report – review and evaluation

6.3 Project Management Checklist

The Project Management Checklist (Appendix 1) includes reminders of the process that should
be followed by all Council projects in accordance with this framework.

6.4 Process to be followed for all projects

Minor project: Major project:

 Total value of project is between
$10,000 and $100,000
 Total value of the project is greater than $100,000
OR
 The project will result in potentially high ongoing
maintenance or costs to Council (regardless of total
value).

To avoid unnecessarily complex work in the project initiation stage, a minor project only requires
the preparation of a simple Preliminary Proposal. Major projects require a Business Case to be
prepared.

After the initiation phase, the same documents will be required: the only difference between
requirements for minor and major projects is the level of detail in each of the documents, and
the complexity of project activities.

Project When required Document Approval

phase

MINOR MAJOR
Long Term Financial PROJECT PROJECT
INITIATION OR MEG
Plan Preliminary Business
Proposal Case
  

PLANNING Budget Project Plan MEG

 
Project Brief
OR Project
For external parties
EXECUTION Tender and contract super-
completing tasks
(refer Contract Management intendent
Framework)
 
Project Status Reports Project
EXECUTION Throughout project super-
Project Variation Requests intendent
 
After project
EVALUATION
AND REVIEW
outcomes are Project Closure Report MEG
delivered

Page 3 of 16
6.5 Timeline

EVALUATION
AND REVIEW
EXECUTION
INITIATION

PLANNING
TIMING Up to 10 years By due date of For the term of project After
in advance of budget for year delivery project
project of project delivery
delivery commencement

DOCUMENTS Preliminary Project Plan Project Plan Project

Proposal Closure
Project Brief or
Report
Or Tender/Contract
(if using external providers)
Business
Case Project Status Reports
(as needed)
Project Variation Requests
(as needed)

PURPOSE To get project To get project Monitoring and controlling Check

onto 10 year onto next year’s activities to deliver project that the
Long Term annual budget benefits
Financial Plan of project
are fully
delivered

NOTES Prepare During Plan must be continually Improve-

documents as implementation updated throughout project ments to
soon as need of this as changes occur to items Project
for project is framework, such as risks, costs, timing, Delivery
realised, e.g. even if project resources, stakeholder Frame-
actions from is already in issues. work are
strategy or budget but not identified
program after underway, a and
Council project plan updated.
adoption should be
prepared.

Page 4 of 16
7 PROJECT INITIATION
7.1 Purpose

Councils make significant investment decisions on behalf of the community. In order to meet its
obligations for sound financial management, Council must demonstrate its focus on community
priorities and offer value-for-money to ratepayers.

Projects are normally undertaken as a result of a business decision by Council. Rigorous

business cases supporting proposed works, together with effective planning and review, provide
assurance that prudent investment decisions are made in line with Council’s objectives.

Project initiation involves identifying the problem or opportunity, the agreed solution, and
outlining a project to deliver the solution. To minimise the risk that Council might undertake a
project that is not in support of its Council Plan, project initiation may also involve feasibility
studies, needs analysis, risk assessments, and analysis of the impact on the Council’s ability to
deliver current projects.

Once the initiation documentation is approved, the project will be included in Council’s Long
Term Financial Plan.

7.2 Developing a case for the project

Depending on the nature of the project, a preliminary proposal or a business case may need to
be developed.
7.2.1 Preliminary proposal (minor projects)
A preliminary proposal for new work in line with the Council Plan must provide sufficient
information to enable Council to seek funding and prepare a project plan. It contains similar
information to a business case, but does not require as much detail.

The proposal provides the initial justification and enables an in-principle decision to be made
whether to proceed to a project plan. It will take into account stakeholder views and evidence
where available.

The objectives identified in the preliminary proposal and carried through the planning, execution
and implementation stages should be able to be measured and monitored, and outcomes able
to be evaluated through an audit of the project, once implemented.
7.2.2 Business case (major projects)
Preparing the business case is a more substantial task. It will include many elements of a
project plan, but with less in-depth analysis and detail.

Although most of the business case will be able to be prepared by Council staff, some research
or consultant work may also be necessary to prepare expert analysis.

Council staff may develop standard business cases for repeated projects such as gravel re-
sheets, with some sections pre-populated and other sections (e.g. options analysis, risks,
stakeholders) that need to be completed each time.

Development of a business case includes:

 detailing the vision, objectives, scope and deliverables of the project
 defining the nature and size of the problem or opportunity the project will address
 establishing why Council should be involved in delivering a solution rather than leaving it
to others
 analysing potential options (and documenting potential benefits and costs to relevant
stakeholders, risks and issues of each). Are there are any windows of opportunity for

Page 5 of 16
 achieving them? This will demonstrate that alternatives have been considered where
appropriate
 identifying key stakeholders
 assessing political or stakeholder support or resistance, based on effective consultation
with stakeholders. Where appropriate, stakeholders should be consulted to provide
information about matters such as feasible options or impacts on business or community
 recommending a solution and basic implementation plan, including:
o a summarised plan of activities
o roles and responsibilities
o a high level timetable
o resources (including potential contractors where relevant)
o estimates of potential costs and identification of any procurement obligations,
e.g. number and type of quotes, evaluation processes necessary and procedures
for obtaining the required financial approvals
o funding required to undertake the project
o any subsequent maintenance and whole of life costing
o risks and relevant treatments/issues/planning assumptions and constraints
o proposed performance measurement and payment mechanisms.

Depending on the anticipated complexity of the project, a feasibility study may be required to
support the business case by assessing whether the recommended solution could achieve the
benefits, estimated costs are reasonable, solution is achievable, risks are acceptable and
potential issues are manageable.

7.3 Approval

The preliminary proposal or business case must be approved by the Management Executive
Group to ensure the project fits with the Council Plan, has been initiated effectively, and
provides an audit trail for the review and approval of project initiations. Following approval, the
project will be included in Council’s Long Term Financial Plan.

8 PROJECT/CONTRACTOR BRIEF
Council reference: Engagement of Contractors Policy
Compliant Contractors Guidelines

The Engagement of Contractors Policy and accompanying Compliant Contractors Guidelines

must be adhered to, to ensure that all contractors engaged by Council are aware of and comply
with minimum standards to mitigate risk with contractors’ activities undertaken on behalf of
Council.

If a contractor is engaged to assist in the development of a proposal or business case, or carry

out a part of a project, the template project brief should be used to ensure that standard criteria
are addressed, including:
 objectives of the work and expected outputs
 the tasks expected to be completed by the contractor and methodology they will use
 any out of scope details
 timeframe for completion
 governance requirements or considerations
 criteria for acceptance of deliverables
 cost structure and payment arrangements
 a requirement for the contractor to have appropriate liability and other insurance cover
and to meet any other legal obligations relevant to the work.

Page 6 of 16
9 PROJECT PLANNING
9.1 Purpose of plan

Project planning is the most important phase in project management. It helps to reduce the risk
of project failure by assisting with prioritisation of projects, resource needs and allocation over
the project lifecycle, minimising conflicts with other projects, and promoting understanding of the
financial and other constraints on the project and project team members. It allows everyone
concerned with the project to have the same understanding about the project, and will reveal
any misunderstandings or contradictory assumptions about the project at an early point in the
process, and expose technical and practical details that have been missed or under-estimated.

A project plan expands on a preliminary proposal or business case, and contains all of the
information necessary to deliver the project, and:
 defines the project, its scope, objectives, timeframes, methodology and tasks
 justifies the project
 identifies resources needed, and secures funding for the project
 defines the roles and responsibilities of project participants and gives them the
information they need to be productive and effective from the outset
 analyses project risks and identifies actions to mitigate them
 manages expectations of key stakeholders by providing clarity about the project
deliverables
 allows for a proper performance evaluation of the project at completion.

Once the project plan is approved, the project will be included in Council’s Budget.

9.2 Developing a project plan

Project plans are the working documents for project managers throughout the delivery of a
project, and must be updated continually to remain current (particularly for changeable elements
such as risk management, communications plans, stakeholder management). Any non-
negotiable ‘givens’ should be clearly identified in the plan, and not assumed.

The following components of a detailed plan will help to ensure the activities to deliver the
project are properly sequenced, resourced, executed and controlled.
9.2.1 Tasks and timing
Identify the phases/activities/tasks to be undertaken, an assessment of the effort required to
undertake them, the sequencing of tasks and allocation of resources for each task.

Consider whether the project can be broken down into smaller phases or sub-projects to assist
planning and control. Project phases should have defined milestones and decision points, and
mid-project reviews should be built in at significant points to allow consideration of scope,
resources, or whether to proceed with the next work phase.

A project schedule (or work breakdown structure) should result from this process and be the
primary tool used by the project manager to monitor and manage progress. This should be a
complete set of tasks with a linking structure that explains how individual tasks fit together (or
are managed in parallel) to deliver a project. This will help identify how delays or time savings
will impact on milestones and project delivery.

It is important that the project manager establish and maintain a work breakdown schedule as a
Gantt chart or a similar recognised project management tool.

Page 7 of 16
9.2.2 Resources
Calculate the types of resources, quantities of each resource type, roles/responsibilities/skill-
sets (for human resources) and specifications for other resource types (i.e. equipment and
materials).

Plan the timing of when these resources will be needed for relevant activities within the project.
9.2.3 Financial
Identify the level of funding required for each stage of the project, allowing the project manager
to monitor budget v actual at all stages of the project.
9.2.4 Quality
Ensure the quality expectations are clearly defined (quality targets), can be achieved and are
documented, including any relevant standards or legal requirements.
9.2.5 Risk
Council reference: Risk Management Policy

Managing risk is an integral part of Council activities. The difference between a project
delivering intended benefits and one that does not can often depend on the way that project
delivery risks are managed.

Document and assess foreseeable project risks, and identify actions to be taken to prevent or
minimise them. Any mitigating action plans should be incorporated into the tasks and timing for
the project (refer 9.2.1 Tasks and timing).

Maintain an up to date risk register in the project plan, and ensure that any strategic risks are
submitted for inclusion in Council’s risk register for monitoring at a higher level.
9.2.6 Governance
Council reference: Staff and Contractors Code of Conduct

Identify how the project will be managed and directed, setting out Council or management
responsibilities, establishing the project team and any steering committees or
stakeholder/advisory groups.

Members of the project team should have clearly defined roles and assigned activities with
expected timeframes. Job descriptions may need to be documented for each project role if
tasks are project-specific, and individuals should be selected based on an assessment of
relevant skills and experience.

For any reference groups or steering committees, establish terms of reference to ensure mutual
understanding of roles and responsibilities of each group.

Any conflicts of interest for members of the project team, reference groups or steering
committees should be documented and acknowledged at decision points of the project (refer
Council’s Staff and Contractors Code of Conduct for conflict of interest guidance).
9.2.7 Status reporting and monitoring
Monitoring of a project requires milestones to be set in the project plan that are frequent enough
to enable checking and correction of progress, and involves regular reviews and reporting.

Page 8 of 16
9.2.8 Communications
Council reference: Communications and Community Engagement Policy
Social Media Policy
Social Media Post Submission and Approval Procedure

Identify how key stakeholders are engaged, consulted, and kept informed about project
progress.

For some projects, it may be appropriate to convene focus groups (internal and external) to
draw on expertise of others when developing the plan. This will engage stakeholders to
understand the project from the beginning and minimise the risk of later scope changes as the
project proceeds.
9.2.9 Procurement
Council reference: Levels of Authority
Procurement Policy

Identify those elements of the project to be supplied by external suppliers and include any
processes to meet Council’s procurement policy and legal obligations.
9.2.10 Implementation
Project activities and phases should include any tasks required to fully implement the project,
including handover of responsibilities to another party (for example, consider the establishment
of management agreements or committees of management).
9.2.11 Maintenance and review activities
Depending on the nature of the project, consider whether a review (for example, of
management arrangements for a facility) may be required and when, and whether there are any
specific events or actions that should trigger a review.

Document any need for ongoing maintenance and the expected responsibility for, frequency,
cost and timeframe of likely maintenance actions.

9.3 Approval of project plan

Final approval of the project plan is to be granted by the Management Executive Group prior to
commencement of the project, to verify the project has been effectively planned and continues
to fit with the Council Plan.

Once the project plan is approved, the project will be included in the budget for the years the
project is expected to take place.

10 PROJECT EXECUTION
The execution phase of project management involves monitoring and controlling the activities
needed to deliver the project, and the production of each project deliverable to the satisfaction
of stakeholders.
10.1.1 Time management
It is important that the project manager establish and maintain a work breakdown schedule as a
Gantt chart or a similar recognised project management tool.

Tasks are completed within the planned timeframe (according to the work breakdown structure,
refer 9.2.1 Tasks and timing) for each task or phase, and corrective action is taken for any
delays.

Page 9 of 16
Time spent by team members is recorded against activities where it is necessary to record
those costs against a project budget. This must be determined in the project plan.
10.1.2 Cost management
Budget reviews are undertaken as part of project status reviews in accordance with the periods
scheduled in the project plan, to check whether budgetary targets are being met. The relevant
director should be involved in reviews and will be required to approve any variations within their
delegated authority.

Costs incurred in the project are formally identified and approved before payment. Expense
claims should be approved by the project manager (or appropriate financial delegate).

Any potential over-expenditure is identified and actions taken to adjust project spending, or a
budget variation is submitted to the Finance team for approval.
10.1.3 Quality
Ensure that the quality of the deliverable is assured and controlled. Quality reviews should be
undertaken where appropriate as part of Project Status Reports (refer 11.1).
10.1.4 Variations
Changes to the project scope, deliverables, timescales or resources should be formally defined,
evaluated and approved prior to their implementation.

A project variation request must be completed and approved for any changes in scope,
estimated cost or duration of a project. The project manager must seek approval of the
variation by the project superintendent or project manager’s director, CEO or Council (according
to the Levels of Authority) before proceeding with any changes. The approved variation must
be kept with the project plan.

The project plan should be amended to reflect any changes. The plan allows everyone involved
to access the current, common understanding of the project, and if the content changes, all
involved in the project should be advised.

Any budget changes in a project variation request can also be submitted to the Finance team in
place of a budget variation form.
10.1.5 Risk Management
Council reference: Risk Management Policy

Formal identification, quantification and management of risk should occur at the strategic and
operational level throughout the project execution phase.

The risk analysis section of the project plan should be updated with any new or changed risks
as the project progresses.

Strategic risks relating to the project should be provided to the Manager Organisational
Development for inclusion in Council’s risk register.
10.1.6 Procurement
Council reference: Levels of Authority
Procurement Policy

Procurement tasks must be carried out in accordance with Council’s Procurement Policy and
Procedure and Levels of Authority strategic document.

Any product sourced from an external supplier should be based on an approved purchase order
(verified supplier) or in accordance with the conditions of the contract for a larger project.

Page 10 of 16
10.1.7 Communications
Council reference: Communications and Community Engagement Policy
Social Media Policy
Social Media Post Submission and Approval Procedure

Project status reports (refer section 11.1) should be used as one tool to communicate the status
of the project to stakeholders, including updating the relevant director or Management Executive
Group, depending on how critical to Council’s goal/budget the project status is (e.g. delays, cost
increases, community concerns).
10.1.8 Managing stakeholders
Council reference: Government Stakeholder Engagement Policy and Procedure

The following guidelines may assist staff in managing stakeholders to optimise project delivery.

Identifying stakeholders:
 Identify relevant stakeholders and ensure contact lists are kept up to date during the
course of the project. Identification should first occur at the beginning of a project (i.e. at
the project initiation stage).
 Check stakeholder lists with experienced staff and or other relevant external contacts to
ensure that all relevant stakeholders have been identified for the project.

Informing stakeholders:
 Contact stakeholders by preferred methods e.g. email, letters and or hard copy letters as
appropriate. Formal letters may be necessary for certain matters, e.g. when seeking
endorsement or formal comment. Timing of contact will be determined by the stage of
the project.
 Always acknowledge quickly, e-mails especially, even if we cannot give answers
immediately. This is important to Council’s credibility.
 Ensure that what we are requesting from stakeholders is clear and concise. For
example, when requesting comments, setting specific questions for respondents to
answer can be a useful way to focus and manage the way stakeholders respond.

Managing response times:

 Ensure that response times requested are reasonable based on past experience and
that the respond by date is made clear.
 Prior to the due date for responses, make contact with all stakeholders who have yet to
respond and establish when a response should be received.
 Where key stakeholders have not responded by a due date, make contact with them.
 Where feasible, provide feedback to stakeholders on the extent to which any responses
from them have been incorporated into the project. Prepare a summary report on all
submissions ensuring that all respondents can see their views addressed in the report.

Managing stakeholder expectations:

 Ensure that the scope of the project is made clear to stakeholders and outline what
options might be feasible. It is recommended that input is obtained from stakeholders
during the development of the scope.
 Ensure that varying stakeholder views are respected and given opportunity to be
expressed at relevant forums.
 Keep stakeholders informed of revisions to scope or delivery time of the project as they
occur, so there are no ‘surprises’ or misunderstandings.

Project completion:
 Advise stakeholders of project completion and outcomes, preferably within one month of
completion of a project.

Page 11 of 16
11 MONITORING AND REPORTING
The success of most projects is highly dependent on making sure that project tasks and stages
are delivered as planned and to the project sponsors’ and/or stakeholders’ expectations.

Project managers are responsible for routinely monitoring progress on a project, tracking the
differences between what was planned and what is actually happening. This includes whether
start and finish dates for activities are being met, how cost estimates are working out in reality,
whether planned resource requirements are matching actual use, and whether the expected
outputs are being achieved. The project manager should also take a realistic look ahead and
assess issues that are likely to cause changes to the project plan.

Quality assurance should be applied by the project team for verification and tracking of all tasks
that have been allocated to each project participant (including contractors and external
consultants).

Project reporting and monitoring activities must be set and checked-off in the project plan to
provide evidence that they have occurred.

Regular project team meetings should be scheduled in the project plan for monitoring activities.
Additional meetings may be needed during critical phases of the project, or if:
 there are outstanding actions from previous status reports to be completed
 there are changes to project scope or milestones, cost or resource availability
 there are stakeholder issues that need to be addressed
 new issues or risks arise.

For larger projects where contract conditions provide, monitoring and reporting of the contract is
achieved through contract provisions such as Practical Completion, Defects Liability Period and
Final Completion Certificate.

Project monitoring may also involve evaluating, at key milestones and decision points, whether
to proceed, modify, or in some cases, if a key objective cannot be achieved, abandon the
project.

11.1 Project status reports

Template project status reports must be prepared for projects during the execution,
implementation and finalisation phases.

Project status reports must be scheduled at a frequency that will be valuable to the
management of the project according to its duration and complexity.

The reports must identify whether milestones and budgets have been met. If milestones have
not been met, template project variation requests must accompany the status reports for
approval, detailing actions to reduce time or budget overruns and setting revised targets.

The reports should also address (for the status review period):
 how quality management obligations have been or are being met
 updates for current risk identification and mitigation actions
 a report of any communications with stakeholders that have occurred.

The frequency, content and extent of reporting should be determined based on the nature and
size of the project, and scheduled as actions in the approved project plan.

Project status reports should be discussed by the project team and steering committee or
review group (as identified in the Project Plan), and be provided to the relevant director or the
Management Executive Group (depending on the nature of the project) for review and approval.
Page 12 of 16
All project status reports must be retained with the project plan, electronically and/or in hard
copy. This will provide a history of the management of the project and will form part of the
project closure and post-implementation review.

12 PROJECT CLOSURE
Project closure involves a series of activities to wind up the project and ensure the benefits are
fully realised by the customer/stakeholders. Findings from evaluation and assessment will also
help Council improve its efficiency and consistency in project management over time.

12.1 Project completion

The following activities to wind up a project should be formally documented in the template
project closure report:
 assessing whether the project completion criteria has been met
 identifying any outstanding items
 producing a handover/transition plan
 communicating closure to stakeholders and interested parties

12.2 Project evaluation

A post-implementation review should be conducted to determine if the project objectives have

been met, and to document what went well and the issues/challenges encountered. It should
also capture any remaining or on-going tasks for the project.

An assessment of the project team and/or contractor’s ability to deliver projects within the
allocated budget, time and resources can assist management in continuously improving the
project management framework.

The following evaluation activities should be formally documented in the template project
closure report:
 reviewing the overall success of the project by determining how well it performed against
the defined objectives and conformed to requirements of this project management
framework. Any exceptional performance of project team members can be recognised,
and any skills gaps relating to project management can be identified and addressed
 assessing lessons learnt from the project and how that learning can be translated/used
for future projects, particularly for similar projects.

Project evaluation can best be achieved by having a cross-functional team, made up of

individuals from departments across Council, so that all Council functions are considered,
evaluation is transparent and objective, and the team is made up of different skill sets. The
selection of individuals will vary depending on the project being evaluated, but consideration
should be given to including:
 the project manager’s director
 finance personnel
 team leader for outdoor works
 Manager Information or delegate
 Manager Organisational Development or delegate

Any conflicts of interest in the team must be stated and recorded for full disclosure (refer
Council’s Staff and Contractors Code of Conduct for conflict of interest guidance).

Page 13 of 16
12.3 Approval

The project closure report must be provided to the Management Executive Group for review and
sign-off to enable appropriate actions to be taken where required (such as providing more
training, or discontinuing the use of under-performing contractors).

13 RECORD KEEPING
Council reference: Records Management Policy

Complete and accurate records should be an integral part of project management. This section
sets the requirements that all project managers must follow to overcome inconsistencies in the
level and type of records kept in both the hardcopy files and records management system.

Refer also to the record keeping requirements in the Contract Management Framework where
contracts are part of the project.

13.1 Purpose

All records (both hardcopy or electronic) created or received during all phases of a project
should be captured in Council’s record keeping system. This will enable Council to:
 ensure that evidence of business and project management activities can be easily
located
 provide accountable, efficient and effective project outcomes
 ensure consistency, continuity and productivity in managing stakeholders
 support policy formulation and management decision making
 ensure compliance with legislative and regulatory requirements
 ensure an audit trail is maintained to support the Council where litigation may be
involved.

13.2 Records

The records that must be retained and kept together in a folder (on the electronic records
management system and/or hardcopy) for each project include (but are not limited to):
 all documents required in accordance with this framework from initiation to closure and
evaluation, including copies of approved variation requests and approved project status
reports
 documents developed as part of the project plan, such as work breakdown structures
and risk management registers for the project
 budget bids or variations
 correspondence and media relating to the project
 copies of milestone or other reports to Council, steering groups or other governance
arrangements

At the completion of the project, unnecessary working drafts of documents should be removed
or deleted, and a set of final documents should be combined to create a complete file on the
project.

13.3 Projects register

A projects register will enable key information on projects to be formally captured and used for
reporting purposes. The register must be updated constantly, to reflect project status following
variations and reviews.

Page 14 of 16
A register maintained for all Council projects would provide a full and comprehensive listing that
can be used to generate reports about all of the projects that are planned, currently in progress
and/or that have been completed. It also allows management to assess potential sources and
implication of risks caused by interdependencies between projects.

Information to be included on register

Item Description
Project name
Council Plan reference
Project type Major or minor
Project manager Name and position of staff member responsible for delivering project
Total cost Budgeted (while incomplete) or actual (completed project)
Duration Start date and end date (‘estimated’ whilst in progress, ‘actual’ when
complete)
Stage of project Initiation, Execution/in progress, Closed
Links to other projects List any projects that this project is dependent upon, or which
depend on this project
Key stakeholders List stakeholders that have an impact or are impacted by project
Status reporting  Scheduled dates for status reports from project plan
 signed off when each report is approved
 indication of whether project is on target
Closure Outcomes of project evaluation – lessons learnt, changes to policies
or frameworks as a result of findings

(Note: The Director Operations is investigating project and contract management software
options and will incorporate consideration of the data elements identified for a project register.
Functionality of reporting should be proportionate to their value to Council – how often will
reports be used, what data is necessary, etc.)

14 TRAINING AND SUPPORT

Training about this Project Management Framework will be provided to all staff required to
manage projects.

Other training will be made available to relevant staff, where required, on the processes
required for effective project management. Where relevant, project managers should have skills
in the following areas:
 the capital evaluation framework and project initiation and planning processes
 project management
 budgeting and cash flow analysis
 time management
 contract management
 risk assessment and mitigation.

Page 15 of 16
15 COSTING AND FUNDING OF ACTIONS
Action Cost of Total Net cost to Proposed Completion
project expected Council funding timeframe
funding source
1. Implementation In-house Nil Nil Council Approval by
of Project Council
Management September 2015
Framework,
policies and
procedures
2. Establishment Costs to To be To be Council With corporate IT
of projects be determined determined system
register identified
as part of
corporate
IT system
3. Training and In-house Nil Nil Council Upon
support relating implementation
to framework and ongoing

Page 16 of 16
APPENDIX 1: PROJECT MANAGEMENT CHECKLIST
 APPENDIX 2: PRELIMINARY PROPOSAL

Page 1 of 2
Page 2 of 2
 APPENDIX 3: BUSINESS CASE

Page 1 of 8
Page 2 of 8
Page 3 of 8
Page 4 of 8
Page 5 of 8
Page 6 of 8
Page 7 of 8
Page 8 of 8
 APPENDIX 4: PROJECT PLAN

Page 1 of 12
Page 2 of 12
Page 3 of 12
Page 4 of 12
Page 5 of 12
Page 6 of 12
Page 7 of 12
Page 8 of 12
Page 9 of 12
Page 10 of 12
Page 11 of 12
Page 12 of 12
 APPENDIX 5: PROJECT BRIEF

Page 1 of 14
Page 2 of 14
Page 3 of 14
Page 4 of 14
Page 5 of 14
Page 6 of 14
Page 7 of 14
Page 8 of 14
Page 9 of 14
Page 10 of 14
Page 11 of 14
Page 12 of 14
Page 13 of 14
Page 14 of 14
 APPENDIX 6: PROJECT STATUS REPORT

Page 1 of 3
Page 2 of 3
Page 3 of 3
 APPENDIX 7: PROJECT VARIATION REQUEST

Page 1 of 3
Page 2 of 3
Page 3 of 3
 APPENDIX 8: PROJECT CLOSURE REPORT

Page 1 of 3
Page 2 of 3
Page 3 of 3