PROJECT MANAGEMENT POLICY

GAWA and its consultants operate to PRINCE II standards, a brief overview of which is given below.

PRINCE II Methodology

The method G.A.W. Associates Ltd. proposes for management of projects is consistent within the PRINCE II methodology.

PRINCE II was introduced as a Government standard for project management, supported by the CCTA. It was launched on October 1st 1996. The new version has a number of improvements and is designed to be applicable to all types and sizes of project (not just IS/IT related).

PRINCE II focuses on the MANAGEMENT aspects (Organisation, Plans and Controls) of a project and separates these from the SPECIALIST task of delivering products. Throughout the life cycle PRINCE II focuses on the business justification of the project. PRINCE II encourages and supports the involvement of the USER.

PRINCE II recommends that a project is subdivided into STAGES to provide assessment points for senior management to monitor progress and control the project. The end of each stage represents a key decision and commitment point. The number of stages is totally flexible and is determined by senior management, based on such considerations as project size, risk and criticality. PRINCE II is designed to meet all the requirements of the international quality standard, ISO9000 which apply to an individual project.

THE CUSTOMER/SUPPLIER ENVIRONMENT

Fundamental to the application of the PRINCE II methodology is the recognition of relationships and interdependencies. Within any project there are various groups of people with an interest in the project and its outcome, including:

·        customers who have commissioned the work and will be benefiting from the end results

·        users who will use or operate the final product (the customer and users may be the same group of people in some situations)

·        suppliers who are providing specialist resources and / or skills to the project, or are providing goods and services

·        sub-contractors who may provide products and services to the supplier

THE PROJECT MANAGEMENT PROCESS

The process model has eight steps.

·        Project start-up authorisation, definition, resourcing

·        Directing project start-up and closure

·        Initiating scoping, justification, risk analysis, ownership

·        Controlling authorising, monitoring, acceptance, recording

·        Managing delivery negotiating work packages, reporting, quality, approval

·        Stage boundaries presentation, exception planning, authorisation

·        Closing fulfilment reporting, satisfaction confirmation, follow-ups

·        Planning common process used by all stages

MANAGEMENT STRUCTURE

GAWA recommend the formation of a PROJECT BOARD to manage all projects.

At the start of the project the board:

·        agrees responsibilities and objectives

·        confirms project tolerances

·        approves the Project Initiation Document

As the project progresses the board:

·        gives direction and guidance

·        reviews status at the end of each stage and approves progress to the next stage

·        checks that the project is still on track to meet the defined business need

·        reviews and approves any exception plans

·        approves changes to specification

·        reports to corporate management

·        may recommend project termination

At the end of a project the board:

·        ensures that all expected deliverables are satisfactory

·        confirms that any operational and support groups are prepared to take over responsibility

·        authorises project closure

The project board should consist of three roles, those of Executive, Senior user and Senior supplier.

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