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Project Business Case

For the

[Project Short Name]

Project

Project ID (provided by PMO): [Project ID Number - provided by PMO]

Short Name: [Project Name]

Department/ School/ Faculty: [Department / School / Faculty Name]

Dean/ Chief Officer approver: [Name & Title of approver]

Project Sponsor: [Sponsor Name / Role in TCD]

EOG Champion: [EOG Champion Name / role in TCD]

Project Manager: [Name, role in TCD ]

Project Type/ Category: [Operational/ Change Management/ Legislative/ External/ New Build

/Refurbishment /IT / Audio Visual / Infrastructure]

Document Author: [Authors’ Name]

Version: [Version No]

Issue Date: [Issue Date]

[Project Short Name]Business Case

Project ID:[Project ID]

[NOTE: About this template…

For details of the Capital Projects Governance Process (Stage Gate), please refer to the PMO Handbook document, which can be found in the following directory:

https://www.tcd.ie/local/pmo/guides-templates/

Standard templates for production of this and all other project management documents are available at:


The Business Case is a document which is used by the business to support the development of an idea or concept for change. It is used to provide a firm foundation for the creation of a project and is created during the Approval & Prioritisation stage.

The purpose of the Business Case is to make sure that there is a common understanding of the business purposes of the project, its scope, the risks involved, and its likely governance requirements before submitting the project for approval and prioritisation by the CRG via the project Approval and Prioritisation process.

It defines the following:

what the project needs to achieve how it aligns to TCD strategy the reasons why it is needed by the business details on who will be involved with the project the estimated effort and cost to deliver the project on-going costs that the business will incur when the project delivery has been completed the value of the benefits to be delivered by the project, and other information that is required to

support the decision by the CRG/EOG/Board to accept it as a project within the TCD project portfolio.

The development of this document is an Approval & Prioritisation stage (see Capital Projects Governance Process (Stage Gate) – available in the PMO Handbook).

The version of the Business Case that is used to gain approval and prioritisation for the project is preserved as the basis against which performance will later be assessed when closing the project.

In order to support the schedule, resource and financial information contained within this document, any solutions considered, and any recommendations being made, this template will be developed in conjunction with the:

Financial Plan Project Delivery Plan

The author should consider business areas that may need to review this document in advance of the submission to the CRG for project Approval and Prioritisation.

Key stakeholders in other business areas directly involved in delivery of this proposal or on whom the project is dependent, should review or approve this submission with the results recorded here. It is understood that reviewers / approvers do so primarily from the perspective of their relevant business area / project role.

[Version: 1.4] Internal - Confidential Page: 2 of 24



The table below is provided as a support checklist for use by the author to identify and track business areas / resources that may be required to review the document.

Key stakeholder/Dependency area Role Action Review Date

Finance Partner name Review / Approve DD/MM/YYYY

E & F rep name Review / Approve

HR Partner name Approve

ISS rep name Reviewed

Disability Services rep name Reviewed

Informed

Informed

If appropriate, the Project Sponsor can request the College PMO to support them in completing the document (and other project management documents as required).

In the document, some fields have been standardised to support ease of completing the template. They can be easily replaced by using the standard replace command in Word

[Project ID] [Project Short Name] [Project Sponsor’s Name] [EOG Champions’ Name] [Project Managers’ Name] [Authors’ Name] [Version No] [Issue Date]

The document content in blue italics is included for support purposes only, and should be deleted before issuing the document.]




Document Information

Project Name: [Project Short Name]

Prepared By: [Author’s Name] Document Template Version No: 1.1

Title: Document Template Version Date: 02/04/2014

Reviewed By: Review Date:

Distribution List

From Date Phone/Fax/Email[Author’s / Project Sponsor’s Name]

Prior sign off, Review and Information

Prior to this submission, key stakeholders in other business areas directly involved in delivery of this proposal or dependent on them, should approve or review this submission with the results recorded here. It is understood that approvers and reviewers do so primarily from the perspective of their relevant business area / project role.

Key stakeholder/Dependency area Role Action Review Date

Sponsor’s name Review / Approve DD/MM/YY

Finance Partner name Review / Approve

E & F rep name Approve

HR rep name Review

ISS rep name Approve

Inform

Inform

* Action Types: Approve, Review, Inform, Other (please specify)

Version History

Ver. No. Ver. Date Revised By Description0.1

0.2

0.3

0.x

1.0

1.1




Table of Contents1.1. ABBREVIATIONS.....................................................................................................................................................61.2. REFERENCED DOCUMENTS......................................................................................................................................6

1 PROJECT DEFINITION................................................................................................................................ 71.1. BACKGROUND / PROBLEM STATEMENT......................................................................................................................71.2. PROJECT OBJECTIVES..............................................................................................................................................71.3. PROJECT ALIGNMENT WITH COLLEGE STRATEGY..........................................................................................................71.4. SUCCESS CRITERIA.................................................................................................................................................81.5. PROJECT SCOPE AND EXCLUSIONS.............................................................................................................................9

1.5.1. In-Scope..............................................................................................................................................91.5.2. Out of Scope.......................................................................................................................................9

1.6. RISKS, ASSUMPTIONS AND DEPENDENCIES..................................................................................................................91.6.1. Risks...................................................................................................................................................91.6.2. Assumptions.......................................................................................................................................91.6.3. Dependencies...................................................................................................................................10

1.7. KEY COMMUNICATIONS/INTERFACES.......................................................................................................................102 POTENTIAL OPTIONS AND RECOMMENDATION.......................................................................................11

2.1 OPTION 1 – [BRIEF DESCRIPTION / NAME OF THE OPTION].........................................................................................112.2 OPTION 2 – [BRIEF DESCRIPTION / NAME OF THE OPTION].........................................................................................112.3 A “DO NOTHING” OPTION –.................................................................................................................................11

3 OUTLINE BUSINESS CASE – RECOMMENDED OPTION...............................................................................123.1 RECOMMENDATION.............................................................................................................................................123.2 BENEFITS / FUNDING MODEL................................................................................................................................123.3 KEY OPERATIONAL BENEFITS - QUANTIFIABLE...........................................................................................................133.4 KEY OPERATIONAL BENEFITS – NON-QUANTIFIABLE...................................................................................................13

4 OVERALL PROJECT COSTS........................................................................................................................ 144.1 PROJECT COSTS...................................................................................................................................................144.2 ON-GOING OPERATIONAL COSTS............................................................................................................................154.3 FUNDING SOURCES..............................................................................................................................................15

5 KEY DELIVERABLES.................................................................................................................................. 166 KEY PROJECT STAGES / MILESTONES - SUMMARY SCHEDULE...................................................................177 KEY RESOURCES...................................................................................................................................... 188 PROJECT APPROACH............................................................................................................................... 199 STAKEHOLDERS...................................................................................................................................... 20

9.1 STEERING COMMITTEE MEMBERS...........................................................................................................................209.2 OTHER STAKEHOLDERS.........................................................................................................................................20

10 PROJECT RISK INDICATOR....................................................................................................................... 2111 PROPOSED PROJECT ORGANISATION...................................................................................................... 23




1.1. Abbreviations [Note: This section should provide details of common abbreviations used within the document. Update the table below or remove, as appropriate.]

The following table provides a list of abbreviations commonly used throughout the project documentation.

Abbreviation DescriptionBC Project Business Case document

FP Financial Plan

TCD Trinity College Dublin

PMO Project Management Office

PDP Project Delivery Plan document

RAID Risk / Assumption / Issue and Dependency logs

RP Project Resource Plan

SME Subject Matter Expert

PO Project Office (Local)

1.2. Referenced Documents[Note: This section should provide details of any existing documents that can be referenced by the reader for additional information as appropriate. Update the table as appropriate.]

The following table provides a list of documents that are referenced in this document.

Title Description / Comment Location[Document title] [Brief description of the document being

referenced][Directory location of document]

[Project Short Name] Financial Plan

Project financial estimates of resources (people and technology) required to deliver the project, and to support post implementation

[Project Short Name] Project Delivery Plan

Project Delivery Plan with a list of all key project deliverables and their scheduled delivery date. It also includes key milestones and the name of reviewer and acceptor as appropriate.

PMO Handbook Document covering guidelines for TCD project management approach, deliverables and processes. The document will be updated to reflect the latest standards with which projects need to comply





1 Project Definition

[Note: The sections below should explain what the project needs to achieve. It covers background, project objectives, project success criteria, project scope, constraints, dependencies, assumptions and risks, and interfaces.]

1.1. Background / Problem Statement

[Note: This section should provide a brief outline the background of why the project is being considered or the problem the project has been set up to solve, or other information that might support the readers understanding of the requirement and its priority.]

1.2. Project Objectives

[Note: This section should cover project objectives/ purpose including information on

timeline for delivery quality to be met risk and benefit performance goals - What is this project trying to achieve

It should define the reasons for proposing the project and explain how the project will enable the achievement of the required strategy / objectives.

The project objectives should be Specific, Measurable, Achievable, Realistic and Time-constrained (SMART).

The objectives / purpose of the project should be consistent with the TCD strategy/business plans.]

The objective of the [Project Short Name] project is to

1.3. Project Alignment with College Strategy [Note: This section should cover the alignment of project objectives against College strategy]

CSF:- Things which must go well in order that the specific TCD Strategy and this proposal are aligned successfully. Think of specific TCD roles, departments, services and day to day activities that must be involved. Use action verbs only.

KPI: Something that measures TCD progress towards the proposals Success Factors and TCD Strategic objective.

For example, for the 2014 - 2019 TCD Strategic plan item A1.1 - We aim to create a diverse and cosmopolitan community that values, respects and encourages excellence by building a global community by increasing the number of students enrolled from outside the EU from 7.8% in 2012 to 18% in 2019. CSF – Current number of students from outside EU vs Target on dd/mm/yyyy.

KPI: Number of students enrolled from outside the EU per annum.

The table below includes sample strategic objectives aligned with the nine goals of TCD 2014 - 2019 Strategic plan.




Please add/subtract any rows or unwanted references as appropriate to this proposal.

The current TCD Strategy can be found on the TCD website here

https://www.tcd.ie/strategy/

TCD 2014 - 2019 Strategic Plan List specific areas where this proposal aligns with

the TCD strategy

CSFs and KPIs necessary for this proposal to be successful

A - Encompass an ever more diverse student community, providing a distinctive education based on academic excellence and a transformative student experience.

Example:02 Promote Student LifeA2.3 Student Services, Tutorship and Registry

Example:

A2.3 Student Services, Tutorship and Registry of the 2014-19 TCD strategy states—“further develop appropriate IT platforms for on-line delivery of relevant student services”

B - Undertake research at the frontiers ofdisciplines, spurring on the development ofnew interdisciplinary fields and making acatalysing impact on local innovation and onaddressing global challenges.Example:B5.1 Innovation Ecosystem

Example:To develop the Office of Corporate Partnership and Knowledge Exchange to promote Trinity as a partner of choice for industry and business, to support accessto intellectual property and to provide knowledge-based services to companies

C - Fearlessly engage in actions that advancethe cause of a pluralistic, just, andsustainable society.Example:C7.1 Staff Engagement in the Public SquareC7.2 Trinity Visitor Experience

Example:C7.1 We will build on this tradition of engagedcitizenship by: leveraging cross-promotion opportunitieswith major national events that attract younger people, where Trinity should have a presence.C7.2 Increasing the operating surplus on ancillarycommercial activities by 20%

1.4. Success Criteria


https://www.tcd.ie/strategy/



[Note: This section should outline the success criteria upon which the success of the project in meeting the specified business objectives will be measured by the various project stakeholders.]

The project will be successful if:-

1.5. Project Scope and Exclusions[Note: This section should outline what is in and out of scope for the project, highlighting any areas where further analysis / clarity may be required before the final scope can be confirmed.]

1.5.1. In-Scope [Note: List all the areas that are in the scope of the project delivery.]

The following are deemed to be in-scope for project:

1.5.2. Out of Scope [Note: List all the areas that are outside of the scope of the project delivery.]

The following are deemed to be out-of-scope for the project:

1.6. Risks, Assumptions and Dependencies[Note: This section should provide details on the current understanding of the project constraints, risks, assumptions and dependencies (including any planning assumptions). It should also highlight any areas where further analysis / clarity may be required before closing off.

The author may wish to use the available template used to capture these items ‘Template Project RAID log’ which has individual tabs / worksheets for Risks, Assumptions, Issues and Dependencies.]

TBC when the EOC Risk Register and RAG is confirmed.

1.6.1. RisksRisk

A Risk is a prediction of a significant negative event that might occur in the future, and which is likely to adversely affect the ability of the project to achieve the defined objectives.

The key Risks which have been identified for the project are outlined below.

There is a risk that:

1.6.2. AssumptionsAssumption

An Assumption is a statement that is assumed to be true and from which a conclusion can be drawn. Assumptions are made about the project variables e.g. timeline, scope, cost, resourcing, quality, business / 3rd party support and interfaces, organisational delivery capability, etc, and form part of the basis for




the project delivery. Where an assumption turns out to be false, a Change Request may need to be raised to control the impact to the project delivery.

The key Assumptions (including any known planning assumptions) upon which the project is based are outlined below.

The Assumption is that…

1.6.3. Dependencies

Dependency

A Dependency is any event or deliverable that is required before a project activity can commence or complete. There can be internal dependencies i.e. dependencies that are being managed / controlled within the project, and external dependencies i.e. dependencies that require interaction between other projects / business areas / organisations that do not form part of the project

The key Dependencies which have been identified for the project are outlined below.

There is a Dependency on…

1.7. Key Communications/Interfaces

[Note: This section should provide details of the key internal and external entities which the project will need to communicate with, inform, update or interface with.

people, processes, technology, internal TCD business areas / departments or external organisations, bodies or individuals. ]

The following lists the key interfaces to people, processes, technology and internal / external business areas that the project will need to consider / manage:




2 Potential Options and Recommendation[Note: This section should outline the potential options considered. Options may consider a range of solutions such as designed and developed from new or modified existing processes / systems; full, partial or phased implementation; developed in-house or contracted out.

It should make a recommendation on the preferred solution. It should document the justification for the recommendation and be clear what the preferred option is, and why.

It should include non-financial as well as financial considerations.

It is preferable to include a “do nothing” option also and the related impacts etc]

2.1 Option 1 – [Brief Description / Name of the option] [Note: This section should include…

Option 1

a brief description of the option,

summary estimated costs,

resources / effort required,

other information that will support the decision to recommend the option or not.

the pros and cons,

summary estimated benefits (quantifiable and non-quantifiable),

key risks of the option

2.2 Option 2 – [Brief Description / Name of the option][Note: This section should include…

Option 2

a brief description of the option,

summary estimated costs,

resources / effort required,

other information that will support the decision to recommend the option or not.

the pros and cons,

summary estimated benefits (quantifiable and non-quantifiable),

key risks of the option

2.3 A “do nothing” option –[[Note: This section describes in outline the likely impacts which will occur if the project is not implemented. This will include loss of opportunities, increased threats etc. ]

Opportunities lost

Impacts to organisational risk

Increased threats as a result of doing nothing




3 Outline Business Case – Recommended Option3.1 Recommendation

[Note: This section should provide clear recommendations on the preferred solution and why it is being recommended. Include high-level details on the likely organisational impact, the fit with current TCD strategic plans & initiatives, and any technical considerations]

The recommendation is to select Option X because…

XXX

XXX

XXX

[Note: This section should outline the justification for the undertaking of the project, based on estimated costs Vs the anticipated benefits to be gained by delivering the recommended option.

If appropriate, the information below may be provided for more than one option if the decision / recommendation cannot be made by the parties creating the document, or if requested to do so by the Project Sponsor, project director, or CRG / EOG / Board, or key external stakeholder.

The section summarises:

Benefits / Funding Model - Quantifiable and Non-quantifiable]

Costs - Project and Ongoing costs

Key Project Resources / People - WHO (including skillsets) is required to deliver the project

Key Project Deliverables - WHAT is to delivered or produced by the project

Key Project Milestones - WHEN deliverables are to be provided

Project Approach - HOW the project is to be implemented

Key Stakeholders - WHO will be impacted by the project success?

Project Risk Indicator - Scale of overall risk of project

Proposed project organisation - The Roles and names of the Governance team

3.2 Benefits / Funding Model[Note: This section should include a summary of the estimated benefits (quantifiable and non-quantifiable) for resources, technology, capital expenditure, etc, for the proposed option.

Example of Benefits Model include best case and worst case scenarios/ Increases in student/researcher numbers which result in worst and best case income generation.

Please insert key Benefits/Funding Model information as agreed with FSD/ Finance Partner




3.3 Key Operational Benefits - Quantifiable[Note: This section should include a summary of the estimated benefits that can be quantified in € for the proposed option.

It should also provide information on the period over which the benefits will be realised.

Not all projects will have such benefits. If that is the case for your project, then either simply state that fact or remove this section from your document.]

The following table provides a summary of the estimated value of on-going operational savings and increased revenue that will be delivered by the project. For further details, please refer to the Financial Plan.

Benefit Description Estimated € Value

Estimated Timeline to Realise

Months / Years Resource Savings €xx,xxx x months

IT Savings €xx,xxx xx months

Capital Expenditure Savings €xx,xxx x years

Leased / Rented Assets Savings €xx,xxx x years

Training Savings €xx,xxx x months

Increased Revenue €xx,xxx x months

Overall On-going Benefits Total €xx,xxx

The above listed operational benefits are inclusive of VAT.

Quantifiable benefits can be measured as either € savings or € increased revenue. Other examples of quantifiable benefits include an increase in students (income to College of €€€€to €€€€ over X years); resource savings of XXX, increased revenue in College catering outlets, reduce risks associated with current environment.

3.4 Key Operational Benefits – Non-QuantifiableThe following provides a list of the estimated on-going operational (non-quantifiable) benefits that will be delivered by the project:

[The content below is provided as an example of what could be included. Update the content below by adding / updating / removing, as appropriate for the specific project.]

[EXAMPLE:

Improved quality of working due to automation of previous laborious manual process Improvement of quality of outputs Enhanced reputation of TCD by meeting timelines on a more regular basis More effective performance management of staff due to greater visibility of new process Improved quality of working environment Increased safety of the building occupants Maintain/enhance the reputation of the TCD by compliance with new/required legislation Better decision making amongst relevant personnel Xxx




Xxx… ]




4 Overall Project Costs[Note: This section should include a summary of the estimated costs for resources (people, technology, capital expenditure, etc) for the proposed option - project and on-going operational costs.

Use the Financial Plan template to capture the information.]

4.1 Project Costs[Note: Project Costs are the costs incurred to deliver the project. They may include some or all of the key cost categories listed in the table below.

Use the Financial Plan template to capture the information.] (Definition of the plan structure, details and cost breakdown are currently in progress with Finance)

The following table provides a summary of the estimated project costs. For further details, please refer to the Financial Plan.

Approved Project Spend

(Current Baseline)

Approved Project

Spend & On-going Year 1-5

Proposed Spend/

Seeking Approval

Total Project Estimate

(Approved in principle OR

Estimate to be validated)

Capital Costs Costs - IS €0 €0 €0 €0 Costs - Misc €0 N/A €0 €0 Costs - New Build €0 €0 €0 €0 Costs - Refurb €0 €0 €0 €0 Costs - Decant €0 €0 €0 €0

Resource CostsResources (Internal) €0 €0 €0 €0Resources (External) €0 €0 €0 €0

PMO Funding Levy @ 2% €0 €0 €0 €0€0 €0 €0 €0

FOR INFO

€0€0€0

Total On-going Costs

Year 1 - 5

€0 €0 €0

On-going Costs Year 4


N/A€0

N/A

€0€0€0

NOTE: All financials are VAT inclusive on this page.


On-going Costs Year 1 COSTS

€0


N/A€0 €0

N/A N/A€0€0 €0

€0 €0

€0 €0N/A

€0 €0

€0N/A N/A N/A

Contingency

€0 €0€0

€0 €0

N/A€0

N/a

N/A€0

VATInflation

Project Totals (included in above numbers)

N/AOverall Costs €0 €0

N/A€0

€0 €0 €0N/A

N/A

€0 €0 €0

N/A N/A

The above listed project costs are inclusive of VAT.




As per the Financial Plan the Resource Cost is broken down into:

Proposed Spend/

Seeking Approval

Total Project Estimate

(Approved in principle OR

Sub-total €0 €0 €0Contingency 10% €0 €0 €0

Total Internal Resources €0 €0 €0

External ResourcesSub-total €0 €0 €0

Contingency 10% €0 €0 €0 Total External Resources €0 €0 €0

€0 €0 €0

FOR INFO

€0€0€0

Internal Resources

External Resources

Inflation

Overall Total: Resources

Resources (Project Cost)

ContingencyVAT

Project Totals (included in above numbers)

Approved Project Spend

(Current Baseline)

4.2 On-going Operational Costs[Note: On-going operational Costs are the costs incurred by the business to continue solution delivery as part of business as usual. They may include some or all of the key cost categories listed in the table below.

Use the Financial Plan template to capture the information.]

The following table provides a summary of the estimated on-going operational costs extracted from the Financial Plan.

Year 1 Year 2 Year 3 Year 4 Year 5Year 1 - 5

Totals

Overall On-going Operational Costs €0 €0 €0 €0 €0 €0

The above listed on-going operational costs are Inclusive of VAT.

4.3 Funding Sources[Note: Please indicate funding sources with timeline of expected receipt if appropriate. If College loan is required a repayment option could be included here or/and in 3.2 Benefits]




5 Key Deliverables[Note: This section should outline the key deliverables of the project, including any quality expectations, and user acceptance criteria.

A deliverable is an item created by a project to fulfil its requirements / objectives. It may be the final outcome of a project, or an intermediate element on which one or more subsequent deliverables are dependant. It should be tangible and measurable.

The content below is provided as an example of what could be included. Update the content below by adding / updating / removing, as appropriate for the specific project.]

[EXAMPLE: The following table provides details of the key project deliverables and schedule delivery dates. For further details, please refer to the ‘Delivery Schedule’.

Key Deliverable Scheduled Delivery Date

[Project Short Name] Business Case DD/MM/YY

[Project Short Name] Communications Plan DD/MM/YY

[Project Short Name] Project Delivery Plan DD/MM/YY

[Project Short Name] Business Requirements document DD/MM/YY

[Project Short Name] New / Updated process x DD/MM/YY

[Project Short Name] New / Updated process y DD/MM/YY

[Project Short Name] New / Updated process z DD/MM/YY

[Project Short Name] New / Updated IT system x DD/MM/YY

[Project Short Name] Acceptance Plan DD/MM/YY

[Project Short Name] Implementation Plan DD/MM/YY

[Project Short Name] Lessons Learned document DD/MM/YY




6 Key Project Stages / Milestones - Summary ScheduleProject stages and milestones should align to the Capital Projects Governance Process (Stage Gate) process and will be included here.

[Note: This section should provide a summary level view of the key stages / milestone delivery dates. This can be provided in any suitable format e.g. table format, summary of project plan, etc.

A Milestone is a point in time when the project has delivered a critical element that will support it fulfilling its requirements / objectives. It can be when the project is fully delivered, or an intermediate point where one or more key deliverables have been delivered e.g. stage approved, tender document issued, etc.

It is used to measure progress of the project – its performance against the agreed / baseline project schedule, resourcing, cost.

This section should include project start and end dates - either actual or assumed – and provide a summary view of the estimated elapsed duration of the project.

This information will support the CRG / EOG / Board in the project Approval and Prioritisation process.


[EXAMPLE: The following table provides details of the key project stages / milestones delivery dates. For further details, please refer to the ‘[Project Short Name] Delivery Schedule (WIP).

Key Stages / Milestones Due dateProject Approved by CRG / EOG / Board DD/MM/YY

Project Start Date (assumed) DD/MM/YY

Project initiation & strategic planning completed DD/MM/YY

Design finalised and available for implementation DD/MM/YY

New IT infrastructure deployed and available for testing DD/MM/YY

New resource recruited and on site DD/MM/YY

Xxx DD/MM/YY

The elapsed duration of the project from Initiation to project closeout is estimated as being xx months.




7 Key Resources [Note: This section should outline the key resource skills and level of experience required to deliver the project, providing an indication of the likely grade of resource within TCD who would normally be expected to have the skills / experience, or whether an external resource is likely to be required / is proposed where known / relevant.

It is not intended to provide the details of all the resources required as this level of detail will be contained in the project Resource Plan document. It is intended to be used to highlight resources or skills which you believe may be very specific, or in short supply, or are likely to be external. It will be used to aid discussion and resolution of resource contention issues / concerns.

It is not expected that all specific names will be known / included in the resource information, but names should be included where known as this may support good communication and appropriate prioritisation.

Names should be specified where the skill / experience exists only in a small number of TCD resources and the project is making a specific request for a specified individual. ]

[EXAMPLE: The following table provides details of the key resource skills and level of experience required to deliver the project. For further details, please refer to the Finance Plan.

Role / Name Key Deliverables Brief description of skills / experience required

Est. Total Effort (Man-days)

Project Manager / [Project Manager’s Name]

xxx Xxx

Previously managed large cross departmental project and holds PM qualifications

Xxx

Full Time

Business Analyst / TBC

Develop / gain agreement of business solution design for implementation into application ABC

Knowledge of system configuration for application ABC

45 days

Legal Advice / Joe Bloggs

Review of legislation and guidance provided on impact on project / TCD

25 days over 2 months (May-June

20xx)

Administrator / [Name]

Xxx Xxx

Xxx Xxx

AN Other… / [Name] Xxx Xxx

Xxx Xxx




8 Project Approach[Note: This section should outline the general approach to how the project will be delivered taking into consideration the operational environment into which the solution must fit e.g.

what are the next steps,

will further analysis be required to confirm if the project should be initiated or not,

what stages (aligned to Capital Projects Governance Process (Stage Gate)) will be executed,

how and when will impacted stakeholders / parties be engaged.

The project approach may consider a range of options and will select the one which maximizes the chance of achieving overall success for the project.

Examples of Project approaches are

Using existing TCD resources

Staged Delivery

Pilot

A Further analysis stage, a review stage, and if successful, followed by detailed costing stage]




9 Stakeholders[Note: This section should list the roles, responsibilities, of the proposed Stakeholders

Key stakeholders outside of the project team are also identified and their proposed project role for the successful delivery of the project.

Specific names may not always be available at this stage, but should be included where known and agreed.


9.1 Steering Committee Members Name/ Title Role Responsibilities/focusName x, External Chair Holding the Sponsor, Steering Committee, Project Team and

key stakeholders to account for decisions and project delivery.

Ensuring that the Steering members act in the best interests of the overall project objectives, goals and vision, and not their own specific department/ area.

Name x, Title Project Sponsor Overall accountability for delivering the project within the agreed scope, timeline quality and budget

Name x, Finance Finance Representative

Holding the Sponsor, Steering Committee, Project Team and key stakeholders to account for financial decisions and project finances.Owns the financial model for the project and is responsible for monitoring and reporting the performance against it.

Name x, External Programme Manager

Ensure that the full programme of works is delivered to scope, timeline, budget and quality while managing and influencing the expectations of the programme stakeholders

Name x, Head of Dept x

Project Manager Ensuring delivery of the project to approved scope, timeline, budget and quality.

Name x, Director of Dept x

Steering Committee member representing the interests of Dept x

9.2 Other Stakeholders Name/ Title Role Responsibilities/focusName x, Dean of Research

Faculty x representative

Communication of key messages to / from impacted resources in faculty x

Name x, Head of dept x

Department Representative

Act as single point of contact for the submission of requirements for delivery within the scope of the project

Name x, ISS Manager

ISS representative & PM on project x

Ensure that the dependency on project x is understood & appropriately communicated / managed within their remit as PM

Name x, Communications Manager

Communications Dept Representative

To be cognisant of the project communications being delivered and ensure it links into the overall College communications plan / strategy

Name x, Director of Dept x




10 Project Risk Indicator

[Note: The Project Risk Indicator (PRI) is a standard method / approach to categorise projects based on key risk indicators. Projects are assigned a PRI of Low, Medium, or High. It provides a standardised approach to identifying the likely level of risk attached to a project.

The PRI matrix is completed initially during the Approval & Prioritisation stage by the Project Sponsor / Project Manager, and is subsequently recalculated at key stages in the project lifecycle e.g. at the end of each stage, during the Change Request process. Refer to the specific sections in the PMO Handbook for more information.

The use of the PRI will be further developed as the PM Framework is embedded in TCD.

The PRI matrix can be completed in ‘Project CR PRI Log’,

The table below shows 5 columns Very Low to Very High, with corresponding points 1-5.

Here are additional Probability/impact descriptors, which may help in grading the risks below (Very Low to Very High)

Scale Likelihood Impact

Very low Unlikely to occur negligible impact

Low May occur occasionally Minor impact on time, cost or quality

Medium Is as likely as not to occur Notable impact on time, cost or quality

High Is likely to occur Substantial impact on time, cost or quality

Very high Is almost certain to occur Threatens the success of the project

The 9 Risk types are indicated on the left hand side column beginning with team size.

To calculate the overall PRI, select award 1-5 points for each risk type and enter it in the “Score” column on the right hand side.

Add up the total of all the individual risk scores (1+3+5+ etc) and enter this value in the bottom right hand side cell

Using Project Scoring bands on last row select the PRI as either Low Medium or High.

See next page for the PRI




Project Risk Indicator

Very Low (1) Low (2) Medium (3) High (4) Very High (5) Score

Team size <3 3-7 8-12 12-17 >17

# of cross functional areas involved

1 2-5 6-9 10-12 >13

Estimated Duration (Elapsed Months)

< 4 4-11 12-18 19-24 >24

Technology and / or Business Process – Known or New

In house expertise

Very Familiar Somewhat Familiar

New to TCD New to industry/ Leading edge

Complexity of solution

Well defined. No problems expected

Known. Some minor problems expected

Known but some medium / major problems expected

More than 1 approach available

Solution unknown or vaguely defined

Dependency on external suppliers / organisations

long standing Reasonable relationship

Used before, but not regularly

Used before, but not recently

No previous relationship

Risk to Reputation Reputational risk Unlikely to happen, Negligible impact

Reputational risks occasionally occur, Minor impact to reputation

Reputational risks are likely as not to occur, Notable impact to reputation

Reputational risks are likely to occur, Substantial impact to reputation if they do

Reputational risks certain to occur, Threatens the reputation of the project or TCD

TCD Resource Impact

In house skills present and project is easily absorbed within current workload

In house skills present with some occasional impact on current workloads

In house skills present but the project will impact current workloads and require backfill

Up skilling required, resources will have to be dedicated to the project

In house and external resources dedicated to the project and from more than one department

Funding/Finance Funding exists with current budgets

Most Funding in place or requires minor budgetary allocation

Funds not in place. Project will impact departmental budgets

Funding sources not clear, will impact TCD budgets

Funding will be difficult, funding complexity mix high and possibly not attainable

Project Scoring: LowMediumHigh

<1919 – 31

> 32The overall Project risk is therefore indicating as (Low, Medium High)




11 Proposed Project Organisation

[Note: This section describes in outline the proposed project organisation – governance/Steering/Sponsor etc.]

Please enter/edit the roles and names (where known) for the Project Organisation in this section. The diagram below is an example to aid this.


EOG /CRG

Steering CommitteeName ____,

Name ____, Name _____

Project SponsorName ___PM

Name ___

Team 1Name ____,

Name ____, Name _____

Team 2Name ____,

Name ____, Name _____