Need help with these 2 task questions as follows: Templates have been attached.

Project 1 - Website redevelopment and hosting and maintenance services for Destination: Australia

This project is for the technical upgrade of the Archives’ website Destination: Australia. In order to ensure the best value for money and optimal functionality (for the website and related exhibition interactive) going forward, it is necessary for the website to be transferred from a proprietary CMS to a commonly available CMS (including, but not limited to, an Open Source CMS).

The website will enable the National Archives of Australia to collect user contributed data about the photographic collection featured on the site. The interface must be modern, engaging and user-friendly, designed to meet the needs of people of all ages, and differing levels of computer and English literacy. The website must interact successfully with an exhibition interactive via an existing API. There is an option for hosting, maintenance and support services to be provided from contract execution until 31 December 2019.

Project 2 – Re-development of Intranet

A redevelopment of the Clean Energy Regulator Staff Intranet into SharePoint

Project 3 - Database for community engagement - Software As A Service Customer Relationship Management system (SAAS CRM)

The National Radioactive Waste Management Facility project is currently in Phase 2, best described as the technical assessment and continued community consultation phase. One site has been chosen to progress to this stage while other as yet unknown sites may also progress to this stage. The project team requires a database (Software As A Service Customer Relationship Management system (SAAS CRM) to effectively and confidentially manage large volumes of data, including names, addresses, opinions of community members and contact details.  This will assist in ongoing community engagement.
The system must be fully operational (tried and tested) within two weeks of the commencement of the proposed contract. The project, and related community engagement, will be ongoing for years. Access to maintenance and advice will be desirable.

Programme Name

SRO

Programme Manager

Date

dd/mm/yy

Version

0.01

Status

First draft

Date

Version

Status

Date

Version

Status

1. Outline Vision Statement

A picture of a better future – the end goal of the programme. A high-level description of the capability the organisation seeks from the changes to its business/operations and, potentially, to the operations/behaviours of its partners/customers.

1. Benefits

An outline description of the outcomes and benefits that should be achieved as a result of the new capability.

1. Risks and issues

Any programme level risks and issues that threaten achievement of the vision and the desired outcomes/benefits. Assumptions, conflicts, lack of stakeholder support and commitment should be recorded here.

1. Constraints

All known constraints (e.g. time, budget, regulation, process).

1. Estimated cost, effort and timescales

Estimates of $, effort and time needed to set up and manage the programme and to deliver the required outcomes and benefits. An indication of the degree of certainty should be given (e.g. +/- %). Spurious precision should be avoided.

1. Outline Business Case

Strategic context – why the programme is required and the corporate objectives, PSA’s or other objectives the programme will contribute towards. Other related initiatives that will be running in parallel with the programme.

1. Options

Options that have been considered and those that are still open at this stage.

1. Projects

A list of candidate projects, workstreams and activities with an indication of their sequence and timing. This should include a description of any existing projects that it might be sensible to bring under the management control of the programme.

1. Impact on current operations

An assessment of the current business operations (including partners/customers) and an indication of those that are likely to be impacted by changes introduced by the programme.

Programme Name

SRO

Programme Manager

Author

Date

dd/mm/yy

Version

0.01

Status

First draft

Date

Version

Status

Date

Version

Status

1. Benefit Identifier and title

A simple unique identifier to make it easier to refer/cross refer to benefits e.g. B05 – Lower cost of operation

1. Benefit Description

Sufficient detail to make it clear and precise what is the benefit and who will be the beneficiaries

1. Benefit Type

Tangible/Intangible? Quantifiable/non-Quantifiable? Financial/non-Financial?

1. Baseline value

Actual value and date if measurement already done. Otherwise the date planned to take the baseline measurement and who will be responsible for it.

1. Benefit start date

Anticipated date which might be either a defined business requirement or else would be derived from the Programme Plan.

1. Benefit Owner

Named individual, by default the Business Change Manager from the business area that will be moist closely involved in delivering the benefit.

1. Objectives supported

E.g. PSA targets, Departmental Objectives, Organisational Objectives, Divisional Objectives, Compliance requirements and/or any relevant corporate Key Performance Indicators.

1. Changes required to enable this Benefit

An explanation of the business changes and new/amended capability required and an indication of the organisation(s) within which the changes must be implemented. Where known include details of the projects and activities that will deliver the necessary changes/capability.

1. Other related benefits/outcomes

(i) A list of the outcomes/benefits upon which this benefit is dependant.

(ii) A list of the outcomes/benefits that are dependent on this benefit (a Benefits Map diagram will be useful when identifying these interdependencies)

1. Stakeholders

(i) Beneficiaries

(ii) Influencers (those able to affect in some way the achievement of this benefit)

1. Units of measure

1. Method of measurement

1. Target values and timing

For tangible quantifiable benefits there should be one or more direct measures. For intangible benefits there may be one or more proxy measures.

The tools, technology, methods, approaches required to baseline the benefit and subsequently measure its achievement.

For each measure a set of target values and timing or dependencies. It may not be possible to define precise timing until the final Programme Plan has been produced. In these circumstances indicate the triggers/enablers and any lead times for achievement of the target.

1. Resources

Resources required to track and measure achievement of the benefit (People £, other)

Programme Name

SRO

Programme Manager

Document Author

Date

dd/mm/yy

Version

0.01

Status

First draft for review by.........................

Date

Version

Status

Date

Version

Status

Purpose of the document

Briefly describe the change introduced through the project, why it needed to be done and the long-term benefits it has enabled.

A Benefits Management Strategy is developed during Programme Definition in order to establish the approach to realising benefits that will apply. It defines the governance framework within which benefits realisation will be achieved as new capability is implemented and outcomes and benefits are realised during the programme.

Scope of coverage

Refer back to the original objectives in the PID and explain the degree to which they have been achieved, with reasons given for non-achievement. If there have been any major changes to the objectives since the PID was signed off these should be explained. Any benefits achieved during the life of the project should be described, and quantified where possible.

An outline description of the anticipated benefits (and dis-benefits) and the areas of the different organisations in which the benefits are expected to occur.

Roles and responsibilities for Benefits Management

Describe the formal sign-offs that were necessary and have been confirmed at completion of the project. These may include (depending on the type of project) user acceptance, security acceptance, data protection, operations, legal, purchase contract closure, maintenance contract commencement.

Responsibilities for identifying, defining, planning and realising benefits, aligned with the Programme’s organisation structure. In particular the role of the Business Change Manager(s) should be defined.

Priorities for benefits realisation

Benefits types, priorities and timing (e.g. financial/ non-financial, process improvement, customer service, avoided costs/infractions quick wins). Cross reference to any Benefits Map would be useful to indicate the interdependencies between benefits.

Measurement methods and tools

Any outstanding issues, particularly any worthwhile requests for change that the project was unable to implement and any known faults in the deliverables, should be passed over to the relevant authorities for consideration as part of operational management.

Approaches that will be used to establish baseline values and then monitor, measure and assess the realisation of benefits. This should include reference to any existing or new tools, systems or sources of information that will be required.

Benefits profile content

The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review.

The structure and content of the Benefit profile information for this programme. (This could be a reference to a ‘standard’ template or a list of headings with any necessary explanation.)

Review and assessment method

The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review.

How Benefits Reviews will be carried out, by whom and at what times or after what triggers. There is likely to be at least one Benefit Review per Tranche of the Programme.

How the effectiveness of benefits realisation will be assessed and what critical success factors will be used.

Review and assessment method

The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review.

How Benefits Reviews will be carried out, by whom and at what times or after what triggers. There is likely to be at least one Benefit Review per Tranche/Phase of the Programme and at least one after the programme has closed.

Project/Programme Name

SRO

Project/Programme Manager

Date

Status

1. Programme success criteria

Specific measurable criteria agreed by the Sponsoring Group and Programme Board

1. Which aspects of the programme will be subject to quality assurance and control and the quality criteria that will apply

E.g. It might be appropriate to formally address the quality management of some or all of the following:

• Business Case development and maintenance

• Programme planning and control

• Specific project outputs

• Transition management and culture change

• Benefits Management

• Stakeholder engagement and communication

• Supplier/Partner contract management

• Risk management

• Issues resolution

• Change control

• Compliance with corporate standards (e.g. project management standards, use of PRINCE2)

• Compliance with external standards (E.g. ISO 9000)

• Other programme-specific aspects

1. Roles and Responsibilities for Quality Management

Responsibilities within and beyond the Programme should be covered. E.g. the involvement of any corporate Quality Assurance function should be defined

1. Quality management activities, their triggers and guidance on their use

E.g. Depending on the purpose and context of the programme some of the following may be appropriate:

• Programme Audits

• Project Audits

• Supplier Audits

• Compliance Audits

• OGC Gateway Reviews

• Health checks

• Quality Reviews of specific project outputs

• Readiness reviews prior to transition being approved

Some triggers will be time-based (e.g. perhaps half-yearly programme audits to ensure compliance with corporate Programme Management standards). Others will be linked to events and milestones in the Programme: e.g. the SRO/Sponsoring Group might wish for a Health check or Gateway to be carried out prior to any decision concerning a financial commitment above a threshold value.

1. Thresholds and mechanisms for escalation of quality issues

From operational management and project management to programme management

From programme management to the SRO/Sponsoring Group

From Programme to Corporate body

1. Adherence to Standards (Corporate and external)

Which standards and tools will apply for such things as:

• Project management

• Programme management

• Design of/change to operational processes and procedures (particularly where they are accredited by an external body such as ISO, UKAS, IIP etc.

• Infrastructure (e.g. Desktop, IT, Networking)

• Presentation of corporate image

• Communication with external bodies

• Web site content management

• Information Management

• Configuration management

The strategy should also specify which subject matter experts will be required to support quality management in these areas.

1. Information Management

How will the programme maintain, control and make accessible programme information:

• Scope (what information will be covered)

• Standards that will apply to programme information

• Systems and tools that will be used (e.g. Data repository, Matrix, Intranet, Extranet site, Internet site

• Responsibilities for management and maintenance of programme information

• Information security, integrity, levels of confidentiality, availability, accessibility

• Change control procedures and authorities

• Information audit arrangements

• Links to corporate configuration management

1. Resources required for Quality Management

Staff skills and effort

Facilities

Tools and technology

Id:

Subject:

Method:

Criteria

Target date:

Owner:

Resources:

Result:

PROGRAMME LEVEL

PG001

Programme Definition

Formal Quality Review

• Is the PDD Complete?

• Are the programme Objectives specific and measurable?

• Are the criteria for Programme Success clearly defined?

• Are roles and responsibilities clearly defined and agreed?

• Is the Business Case sufficiently thorough, precise and accurate?

• Do the anticipated benefits justify the cost?

• Are proposed governance arrangements sufficiently rigorous for this type of initiative in this business context?

• Is Programme Management likely to add value?

• Is it clear that the initiative has senior commitment?

• Have key stakeholders been engaged?

• Have lessons from any similar programmes/projects been taken into account?

dd/mm/yy

Programme Manager

SRO;

Prog. Office Manager;

Business Change Manager;

Key stakeholders with influence over the shape of the programme.

PG002

Programme Plan

• Is the Programme Plan credible, resource able and achievable?

• Does the plan identify interdependencies between projects?

• Does the Projects Dossier clearly define the outputs/deliverables required from each project?

• Are required change management and transition activities defined? (where they are not in scope of any particular project(s))

PG003

Benefits Realisation Plan

• Is the schedule of benefits management and review activities consistent with the Programme Plan and the timeline for project delivery?

PG004

Stakeholder Engagement Strategy

PG005

Communications Plan

PG006

PG007

PG008

PG009

PROJECT LEVEL

P1.001

Project Initiation Document

P1.002

Project Product Description

P1.003

Project Plan

• Is the plan for project P1 credible, resource able and achievable?

• Does the plan identify deliverables and the interdependencies between them?

• Is the work broken down into manageable work packages?

• Is it clear how the plan will be used for monitoring and control of the project?