Create Vision | Vision for Change | Are there clear, easily understandable statements of: - the need for change?
- the vision of what should be achieved?
- the project scope, success criteria and route map for delivery?
- how things will be when the project is complete?
| 8 | |
Create Vision | Business Case and Alignment | Is there a business case for the project including: - options appraisal confirming the recommended option as best value for the University?
- non-recurrent project costs and recurrent whole life costs which include effort from all areas?
- credible assessment of benefits?
- alignment with the University Strategic Plan?
- market analysis and procurement strategy?
- risk analysis and delivery plan?
- requirements for post project “business as usual” service delivery ?
Has funding and authority to proceed been secured? | 8 | |
Grip People | Sponsorship and Stakeholder Buy In | - Is there clear evidence of senior level of support for the project?
- Has an appropriate individual been identified as the Project Sponsor/Senior Responsible Owner?
- Has an appropriate individual been identified as the Senior User to represent the groups who will use the services delivered by the project?
- Has the project identified all other critical groups of people who will be affected by the project and obtained their buy-in and agreement to the vision?
- Have reporting requirements been confirmed for the University groups and committees who will have an interest in the project as it progresses?
- Is there clear evidence that lessons learned from previous similar projects at the University or elsewhere will be used positively to improve project governance and outcomes
- Are there ongoing activities to maintain the engagement of key stakeholders and to what extent are these successful?
| 8 | |
Grip People | TeamBuilding | - Is the project team representative of the stakeholders whose operational input will be essential for success?
- Is the project team and other supporting teams appropriately skilled to deliver the project?
- Is there evidence of appropriate staff development and recruitment being undertaken to strengthen the project team?
- Has the project undertaken active team building to establish team cohesion and shared belief in the project aims and approach?
- Is there evidence of ongoing and effective interworking between team members?
- Is the team adequately resourced and supported to successfully deliver the project?
| 9 | |
Grip People | Communications | - Has the project established a clear and appropriate communications strategy and is it being used effectively?
- Is the stakeholder analysis inclusive of all groups impacted by the project?
- Have adequate resources been devoted to ensuring effective communication?
- Has the project ensured communications are targeted and relevant to audience?
- Have cultural and behavioural impacts been assessed and appropriate actions identified?
- Are communications focused, consistent, timely and likely to build trust and deliver results?
- Do communications include effective feedback loops and is there clear evidence that engagement is being used to drive project decision making and not simply as a public relations exercise?
- Is the communications plan a key element of the project delivery strategy and is it regularly reviewed and updated?
| 8 | |
Grip Task | Governance | - Does the project have a Project Manager with day to day responsibility for running the project?
- Has the project established an effective governance structure with Project Board, appropriate subgroups, project office etc?
- Does the Project Board meet sufficiently regularly to review project progress?
- Has the project established and maintained clear business leadership and user input throughout the project?
- Has an appropriate individual been identified as the Senior Supplier to represent the groups who will deliver the project?
- Have organisational structures been identified/established for post project “business as usual” service delivery?
- Do all staff involved in project governance understand their responsibilities and are they appropriately supported to discharge these?
| 10 | |
Grip Task | Risk Management and Assurance | - Has the project identified key risks and maintained and reviewed the risk register throughout the project?
- Is there evidence that risk management is being used to drive effective decision making?
- Has the project established reporting processes and KPIs such that Project Manager, Project Sponsor/Senior Responsible Owner and Project Board can monitor progress, and deal with issues?
- Are there effective financial control and reporting processes?
- Has the project established effective review processes and is their clear evidence that appropriate action would be taken to abandon or delay the project if progression requirements were not met?
- Does the project employ appropriate and effective external review processes to provide guidance and assurance on project progress - particularly for significant project decision or transition points?
| 9 | |
Grip Task | Project Management | - Has the project vision and business need been translated into a clear and unambiguous brief by the Project Manager and team?
- Has the project established and maintained a detailed project plan identifying actions, responsibilities, resources and timelines?
- Has the project established risk, issues and change management processes?
- Is there clear evidence of effective resource management?
- Are there effective processes for learning and adapting the approach based on experience during the project?
- Have reporting formats and frequency been agreed and is project management reporting clear, consistent ant timely?
- Do regular progress reports reflect the interests the Project Board and other project stakeholders?
- Where external spending is required has the procurement strategy been agreed with Procurement Office and is this being followed?
| 10 | |
Grip Task | Implementation | - Has the project established clear baseline measures such that there is a statement of what took place before the project started?
- Is there a detailed implementation plan?
- Are there appropriate contingency arrangements such that go live can be delayed or aborted if things go wrong?
- Does the plan provide adequate information and training etc for stakeholders whose ways of working are to be changed by the project?
- Has the project ensured adequate help and support mechanisms are in place for people both during and after the change?
- Is there a plan to resource the resolution of issues that become apparent after go live?
- Can the implementation be rolled back in the event of a serious failure post go live?
- Has the relevant technical and user documentation been completed?
- Is there a plan and agreed criteria for closure of the project and re-deployment of project team?
| 7 | |
Embed | Learning | Is there a plan to conduct a post project review to identify the learning from the project and how any outstanding issues emerging from the project will be handled? | 8 | |
Embed | Measurement | Has the project established appropriate measures to identify the improvements made against the baseline, and to act as a starting point for further improvement? | 9 | |
Embed | Ongoing Improvement | Are there clear processes and responsibilities defined for benefits realisation and on-going improvement? | 9 | |
