review planning meeting for project name. © local partnerships llp 2009 time add start and finish...

Review Planning meeting for project name

© Local Partnerships LLP 2009

Time

Add start and finish

Welcome/introductions of review team

Purpose of meeting

Code of conduct and team working

Partnership with the Project Team

Gateway Review environment

Purpose and content of the specific Gate

Availability of support from Local Partnerships

Nature of activities

Use of the groups skills

Tools available (i.e. workbooks and templates)

Potential issues for the review

Agenda – first session review team only


Time

Add start and finish

Welcome/introductions

Code of conduct

Overview of Local Partnerships Gateway Process

Presentation on the current status of the project by the PO

Purpose and content of the specific Gate Review

• Identifying issues

• Documentation

• Stakeholders

• areas for specific interest

Action planning

• Providing access to documentation

• timetabling interviews

• domestic arrangements

Wrap up/evaluation

Agenda – second session review and projects team


What is a gateway review?

A Peer review process applied to a project at key decision points in it’s life cycle, to;

• Provides assurance it can progress successfully to the next stage, and thereby

• Facilitate the delivery of better quality projects for local authorities

Better scoping of projects

Faster delivery of benefits

Appropriate structure of contracts

Better VFM


What are the benefits? (1)

The Local Partnerships Gateway Process provides assurance and support for Project Owners by ensuring that:

• The best available skills and experience are deployed on the project

• All stakeholders fully support the project’s status and the issues involved

• There is assurance that the project can progress successfully to the next stage of development or implementation

• An unbiased assessment is carried out by independent teams


What are the benefits? (2)

The Local Partnerships Gateway Process provides assurance and support for Project Owners by ensuring that:

• More realistic time and cost targets are achieved for projects

• Knowledge and skills among local government staff are improved through participation in review teams

• Advice and guidance to project teams are provided by fellow practitioners

• Carried out in partnership with the project team


Gateway Reviews

Best Practice Development

Improved Project Delivery

Improved Authority Capability

Activities Outcomes

Better Skilled Staff

…………to improve project delivery

Building the capacity of local authorities


Project owner ownership (1)

• Always regarded as client for the report

• Consulted as to the issues the teams will concentrate on

• Privacy of results:

- Copy to PO only

- PO can use to best advantage

- 2nd copy to Local Partnerships Gateway Team for extraction of generic

lessons learnt

- Post review the Local Partnerships Gateway Team will ask PO for permission

to share the report with others within Local Partnerships – this is not

mandatory

- Local Partnerships Executive will also discuss other Local Partnerships

services that may be appropriate for the project


Project owner ownership (2a)

• The Final Report will include a Delivery Confidence Assessment.

• Delivery Confidence is the confidence in the project or programme’s ability to deliver its aims and objectives:

• within the timescales;

• within the cost envelope;

• and to the quality requirements including the delivery of benefits, both financial and non-financial;

• all as laid down in the most recent formally approved mandating document (e.g. PID or Business Case).


Project owner ownership (2b)

• Delivery Confidence reflects:

• specific issues that threaten delivery to time, cost and quality and jeopardise the delivery of benefits;

• the Review Team’s professional judgement of the likelihood of the project or programme succeeding even though there may be no definitively clear evidence either way;

• the resilience of the project or programme to overcome identified shortcomings or threats.

• Delivery Confidence is influenced by:

• a project or programme’s use of established best practice;

• generic indicators of project/programme health which are outlined in this guidance.


DCA definitions• The project / programme will be given a DCA rating in line with the following:

Colour Criteria Description

Successful delivery of the project/programme to time, cost and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery significantly

Successful delivery appears probable however constant attention will be needed to ensure risks do not materialise into major issues threatening delivery

Successful delivery appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and if addressed promptly, should not present a cost/schedule overrun

Successful delivery of the project/programme is in doubt with major risks or issues apparent in a number of key areas. Urgent action is needed to ensure these are addressed, and whether resolution is feasible

Successful delivery of the project/programme appears to be unachievable. There are major issues on project/programme definition, schedule, budget required quality or benefits delivery, which at this stage do not appear to be manageable or resolvable. The project/ programme may need re-baselining and/or overall viability re-assessed

G

AG

A

AR

R


DCA elements• The DCA rating is based on an evaluation of a wide variety of elements which

includes:

Time

Benefits

Cost

Governance

External Dependencies

Business Readiness

Aims / Scope

Skills and Capabilities

Processes Delivery Confidence


Priority rated recommendations

Each of the recommendations made in the final Gateway review report will be given one of three priority ratings as follows:

• Critical (Do Now) – To increase the likelihood of a successful outcome it is of the greatest importance that the programme/project should take action immediately.

• Essential (Do By) – To increase the likelihood of a successful outcome the

programme/project should take action in the near future.

• Recommended – The programme/project should benefit from the uptake of this recommendation.


The generic gateway processProcurement

Projects

Develop Business Case

Develop Delivery Strategy

Competitive Procurement

Award and Implement Contract

Manage Contract

Closure

Develop Business Case

Execute Programme

Close Programme

Contributes

Gateway 1 Business

Justification

Gateway 2 Delivery Strategy

Gateway 3 Investment

Decision

Gateway 4 Readiness for Service

Gateway 5 Operations Review & Benefits

Realisation

Gateway 0 Strategic

Assessment

Gateway 0 Strategic

Assessment

Gateway 0 Strategic

Assessment


Opportunity to Influence Project Outcomes

100%

Ab

ilit

y to

in

flu

ence

Business Justification

Procurement Strategy

Readiness for Service

Benefits realisation

Investment Decision

0% Time

First review should be

at Gateway 2 or earlier

Develop Business

Case

Develop Procurement

Strategy

Competitive Procurement

Award and implement contract

Manage Contract


Team meeting

PO meeting

PO report meeting

Fact finding Fact finding Fact finding

Report writing Report writing Report writing

Report Template Preparation

Emerging findings with PO / Project director / Project

manager

Emerging findings with PO / Project director / Project

manager

Typical 3 Day ReviewDay 1 Day 2 Day 3

Interviews to be loaded into first two days and to be avoided on Day 3.

Multi - tasking essential


Delete following Gate overview slides as appropriate


• Review the business need

• Supported by users and stakeholders

• Contributes to the Authorities strategy.

• Management of project or programme

• Managing the main project risks

• Financial provision for the project through to next stage (Gateway Review 1)

properly resourced and authorised.

Gateway 0 – strategic assessment


• Robustness of business case

• Affordability and achievability

• Appropriate options explored and likely VFM

• Feasibility study has been completed satisfactorily

• Internal and external authority for the project.

• Risk management plans

• Confirm that the scope and requirements specifications are realistic, clear and unambiguous.

• Intended outcomes, timescales considered.

• Plans for the next stage.

Gateway 1 – business justification


• Confirm outline business case

• Appropriate & Robust procurement / delivery strategy

• Realistic plan through to completion.

• Project controls and organisation are defined, financial controls are in place and the resources are available.

• Funding availability for the whole project.

• Development and delivery approach and mechanisms

• Supplier market capability and track record

• Appropriate project performance measures and tools

Gateway 2 – delivery strategy


• Business case and benefits plan

• Statutory and procedural requirements followed

• Outputs/outcomes on time, budget and VFM

• Management controls.

• Continuing support for the project.

• Approved procurement strategy followed.

• Achievable plans

• Business prepared to implement

• Risk management and change management plans

• Technical implications have been addressed.

Gateway 3 – investment decision


• properly completed contract

• business case is still valid

• projected business benefit remains

• processes and procedures in place

• all necessary testing is done

• contingency and reversion arrangements.

• risks and issues managed effectively

• The business has the necessary resources

• Ready to implement business change.

• agreed plans for roll-out

• Appropriate governance processes

Gateway 4 – readiness for service


• business case justification review

• anticipated benefits being delivered.

• necessary resources to project manage

• continuity of key personnel involved

• changes agreed have not compromised the deal

• Adaptability of the contract to changing circumstances

• Ongoing contract development to improve value for money.

• Confirm that there are plans to manage the contract to its conclusion.

• Where applicable, confirm the validity of exit strategy and arrangements for re-competition.

Gateway 5 – operations review & benefits evaluation


The teams will:

This should be a statement of principles that every member will adhere to ensure a consistent professional approach in interactions with individuals and dealings and attitude to the review and agreed with the Project Team.

This must be produced by the review team in the first session of the day and agreed with the project team in the afternoon.

Code of conduct


4projects Extranet

• All review documents are to be uploaded to the Local Partnerships Extranet (4projects) platform.

• The purpose of the Extranet is to facilitate the sharing of standard gateways resources, gateway review specific documentation and key details for your Local Partnerships gateway review.

• All users are invited to join the Extranet by Local Partnerships and are required to set up secure user names and passwords in order to upload and download documentation.


Some issues/topics for the review

• ….to be agreed with the Project Team (correct for Gate and scope of review)


To be completed during Planning Meeting

People and documents to see

People (role or individual)

• …

Documents (see lists in workbook)

• …


Review logistics

• Documentation requested needs to be uploaded onto the Local Partnerships extranet at least one week before the start of the review

• At least one, preferably two rooms available throughout the review

• Access, car parking and security passes, if necessary

• Interviews to start from ???? on first day and ???? on second

• Time for interviews and gap between (i.e. 45minute discussions followed by 15minutes to confer)

• Preference for interviewers to work together but may need to break into groups

• Refreshments – working lunch and refreshments during day

• Equipment needed (ie access to printers, conference phones for telephone interviews, LCD projector?)

review planning meeting for project name. © local partnerships llp 2009 time add start and finish...

Documents

local partnerships llp

project slide

local partnerships services

project team slide

project teams

project programme

project owners

capacity of local authorities