Role Name |
Key Roles & Responsibilities |
Project Board |
- Act as an advocate for the project’s outcomes
- Input, review and sign-off for the detailed functional and non-functional scope and requirements
- Review and sign-off for any changes or clarifications to the scope and requirements
- Ensure project products and deliverables are fit for purpose.
- Ensure a coordinated approach to stakeholder communications in conjunction with other projects.
- Oversee organisational change management required to support the project (e.g. changes in Departmental policy, procedures & work practices, transition strategies, training impacts, business resourcing impacts, changes to individual and business unit responsibilities etc.).
- Prioritising and/or securing resources
- Undertaking project assurance
- Ensure timely and clear decisions are made
- Remove any road blocks in other areas of the Department
- Approve the formal start of the project
- Confirm project tolerances
- Review completed stages and approve next stage plans
- Resolve or escalate issues raised by the project team
- Review and advise on the acceptable risk profile for the project’s activities, with reference to the PM&C Risk Management Framework, including:
- monitoring all high and very high level risk mitigation activities;
- ensuring all very high and extreme level risks that are not being mitigated are elevated; and
- consulting with PM&C executive and the Enterprise Project Support (EPS) for coordinated management of shared risks;
- Review and approve changes to the project
- Ensure compliance with the project methodology
- Approve the End Project Report
- Manages Stage Gates
|
Project Executive |
- Ensure that the project delivers value for money as outlined in the business case
- Approve the Business Case and project expenditure
- Arbitrate and balance the demands of key stakeholders
- Manage expectations at senior levels of the Department
- Agreement with the Project Manager on that person’s responsibilities and objectives
- Specification of external constraints on the project, such as quality assurance
- Ensure tolerances (if any) are set and agreed
- Delegation of any Project Assurance roles
- Chair Project Board meetings
- Gain support for recommended actions if project tolerances are to be exceeded.
- Review each completed Stage and approval of progress to the next
- Risk ownership where appropriate
- Approval of changes.
- Assurance that all products have been delivered according to the quality criteria
- Approval of the End Project and Lessons Learned Reports
- Project closure notification.
|
Senior User |
- who will directly use the product/capabilities being delivered by the project
- who will need the project products in order to be able to deliver benefits or meet their own objectives or in support of business strategies
- Facilitating the commitment of user/business resources to the project
- Assurance that project deliverables/products meet the specified user requirements
- Contribute to Project board decisions
- Resolve conflicts
|
Senior Supplier |
- Assess and confirm the viability of the project approach
- Ensure that proposals for designing and developing the products are realistic
- Advise on the selection of design, development and acceptance methods
- Ensure that the supplier resources required for the project are made available
- Make decisions on escalated issues, with particular focus on safeguarding the integrity of the complete solution
- Resolve supplier requirements and priority conflicts
- Brief non-technical management on supplier aspects of the project
- Ensure quality procedures are used correctly, so that products adhere to requirements
- Undertake Project Assurance from the supplier perspective (supplier assurance) and, where appropriate, delegate supplier Project Assurance activities
|
Integration Manager |
- Negotiate and ensure skilled resources are assigned to Project(s) on behalf of Project Managers
- Perform quality review of project products prior to passing to Project Boards/key stakeholders
- Ensure readiness for project stage gates (as outlined the Project Management Framework)
- Ensure appropriate stakeholder involvement
- Manage Project risks
- Manage/provide delegation for project financial resources
- Ensure adherence to departmental policies/frameworks (i.e. Procurement, Risk Framework)
|
Project Manager |
- Leading the project team and taking responsibility for the day-to-day management of the project
- Planning and designing the project and proactively monitoring project health and continued alignment to defined scope and quality
- Managing and resolving any project risks and issues , escalating as required to the Project Executive
- Delivering the final product(s)
- Ensuring project alignment with strategic policy, standards and architectures
- Ensuring individual projects perform as defined in delivering the new products or services
- Supporting effective communication between relevant Project roles and the stakeholder community
- Engaging with senior business stakeholders as required in presenting and representing the project
- Aligning the project to related and dependent change initiatives underway or planned within the Department
- Managing formal and informal relationships with external vendors and partners involved in project delivery
- Reporting project progress and health to the Project Board and other relevant stakeholders
- Preparing the monthly project report for the Project Board
- Managing reporting requirements to the Integration Manager
- Preparing Stage Gate reports and checklists
|
Project Team |
- Assisting the project manager to deliver the projects objectives
- Supporting the estimation of work that will be assigned to them
- Planning and reporting on the status of their work
- Accounting for the quality of their work
- Alerting their Project Manager of risks and issues
- Producing (or providing input to) relevant documents
|
Business Analyst |
- Gathering and defining the business requirements for the project
- Planning and running user requirements workshops
- Delivering the User Requirements Document
- Liaising with SMEs and Project team members to ensure requirements are clear and understood
- Maintaining the User Requirements Document
|
Solution Architect |
- Providing leadership to the project’s technical resources
- Assisting the Project Manager with the scoping, identification of project deliverables and development of the project schedule
- Developing detailed design documents in collaboration with the Technical Specialists
- Leading the project’s technical specialists in the delivery of required system interfaces and data migration activities
- Liaising with technical resources to ensure successful installation of the solution, including server configuration, admin access to required accounts/servers, firewall configuration etc.
- Ensuring that the delivered solution meets technical specification and design requirements and adheres to Production Services standards, policies and procedures
- Facilitating resolution of, and acting as an escalation point for technical issues
- Determining and providing a necessary level of technical documentation
|
Test Lead |
- Leading the testing effort
- Defining an overall test strategy for the project
- Assisting the Project Manager with the scoping, identification of project deliverables and development of the testing activities
- Developing test plans for each stage of project that detail the scope of testing and the entry and exit criteria
- Deploying and managing the appropriate testing framework to meet the testing strategy
- Implementing appropriate testing measurements and metrics and providing progress reports
- Planning, deploying and managing the test effort for each stage of the project
|
Benefits Change Manager |
- A ‘business side’ role whose responsibilities extend beyond the life of the project
- Responsible for identifying and quantifying the benefits with support from business stakeholders and Project enabling staff
- Establishing benefits measures, producing the Benefit Profiles and agreeing them with the Benefit Owners
- Monitoring the delivery of the required enabling and business changes
- Reporting on benefits realisation
- Updating the Profiles and Benefits Realisation Plan
- Initiating benefit reviews after project closure
- Bridge between project and business operations, since the individuals will be an integral part of business operations
- Ensuring that responsibility for realisation of each benefit / dis-benefit is clearly assigned to named Benefit Owners
- Advising the SRO on readiness for transition
- Embedding the capability delivered by the programme in business operations, and facilitating the business changes to leverage that capability
- Assessing progress on benefits realisation and achievement of outcomes in terms of measured improvements in business performance
|
Operations Committee |
- To consider information to be reported to the Executive Board or the Secretary
- Endorse key reports or papers seeking decision (i.e. authority to proceed with Project or Programme)
- To consider matters relating to all aspects of the Department’s operations including, but not limited to overseeing and providing advice to Executive Board and the Secretary on the following areas –
- Financial management (i.e. project capital investment decisions)
- Corporate improvement and efficiency programmes
- Programme management
- Workforce/human resources
- Security
|
Programme Board |
- Programme dependency management
- Quality Control of Project outcomes
- Receives dashboard reports (all projects across all project clusters)
- Mitigate project risks/issues which cannot be handled by Project Board
|
Project Board |
- Accountable for Project success
- Provide direction to Project Manager
- Monitor Project risks and issues
- Ensure required resources are committed to the project
- Holds and allocates Project Budget
- Manages Stage Gates
|
Project Control Group |
- Provide timely resolution of significant risks or issues which may impact project delivery
- Evaluate and determine next steps on key project risks and issues (that cannot be resolved by Integration Managers)
- Make recommendations to Project Boards
- This group is not a replacement of Project Boards who will continue to direct and retain overall accountability of project delivery
|
IT Architecture Board |
- promote architecture guidelines/principles within the context of the ICT Strategic Plan
- guide strategic ICT decisions with respect to architecture
- communicate and engage with the business community
- approve the architectural approach of a new project
- approve the detailed design components of a project
- act as an escalation point for the Technical Design Authority during project execution
|
Strategy & Innovation Team |
- Assist the EPS to review new project requests
- Review design documentation for architectural compliance
- Provide input to project stage gates to ensure compliance with the approved architectural approach
- Recommend changes in project architecture to the IT Architecture Board
- Ensure the final solution is compliant with the approved architecture
- Endorse readiness for production implementation
|
Independent Project Assurance |
- Provide a ‘point in time’ assurance report to the programme or project sponsor or executive (in accordance with the Project Management Framework)
focusing on key areas including:
-
- Outcomes, scope, timeframe and budget;
- Stakeholder engagement and communications;
- Programme and Project Management;
- Integration of projects and activities; and
- Risk and Issue Management.
- Attend Project Board meetings to provide assurance to the relevant Project Executive on the health of the project
- Undertake specific reviews at the request of the Sponsor, SRO and/or Programme Manager based on an agreed scope and timeframe
|