Project Management Methodology

A project is created for the purpose of delivering one or more products, services or results according to a specified business case within a managed environment. A project will deliver capital assets, information technology assets or other changes to processes or structures and will have a defined scope, deliverables, start and end date, cost and be conducted in an appropriate quality controlled manner.

Prince2 defines a project as: 'A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case'.

There are four main phases of any project:

1. Initiation & Approval
2. Governance & Planning
3. Execution & Control
4. Closure & Review

Appropriate management and controls through each of these four phases is essential to constitute an effective project management methodology.

These phases are depicted in the diagram: Flow chart of project management stages (PDF 245.4 KB).

Defining a project

All projects will be defined as either capital, ICT or other. This refers to the type of output that will result at the completion of the project. Both ICT and other projects are completed using the templates and approach detailed on this site.

• Capital - will produce a building or other capital asset These projects are completed using the ISD templates and approach.
• ICT - will produce an information technology system or solution
• Other - will result in a restructure, change to business processes, creation of an intangible asset or outcome other than produced from a "capital" or "ICT" project

Categorising a project

All projects will then be categorised as either: small, standard or complex (capital projects use “major”, “moderate” or “minor”). A project categorisation tool is available on the website to assist in categorising a project: Project Categorisation Tool (PDF 285.9 KB).

The intent of project categorisation is to simplify the basis for determining activities, practices and controls to be adopted for projects of various sizes. Project categorisation will be defined based on the project budget, risk level, community impact/associated potential for public relations issues and the impact across the University, as drawn from the business case and as determined by the Project Sponsor or Steering Committee. Projects categorised as N/A (those with less than 4 points) will not be required to follow the methodology, however the methodology may provide assistance in achieving project goals. Combined use of the Project Categorisation Tool and Project Management Matrix will assist Project Sponsors and/or Project Steering Committee is appropriately identifying controls. All controls must be endorsed by the Project Sponsor or Project Steering Committee and a Project Sponsor or Project Steering Committee may judge that a particular project merits an increase in the categorisation upwards (eg from standard to complex) resulting in a higher level of controls and governance. A categorisation cannot be overridden to reduce controls.

Essential Control Elements of project phases

The following essential controls elements must be evidenced in any project at the University:

Initiation and Approval

• Business Case (including scope, impacts, budget, timeline, quality controls and key Business benefits).

Governance and Planning

• Appointment of and clarification of responsibilities of:
  • Project Sponsor
  • Project Steering Committee (for larger projects)
  • Project User Group (for larger projects)
  • Project Manager
  • Project Team
• Formalisation of delegations for scope changes
• Creation of Project Plan (including program, timeline, budget, quality measures and resources)
• Determination of key milestones or gates (at which the continuity, or abandonment, of the project is assessed)
• Stakeholder analysis and planning
• Creation of a Risk Register (in accordance with University of Tasmania risk management) and process for updating and reporting of same
• Consideration of the need/approach for independent external oversight/involvement (mandatory for complex projects unless determined otherwise by Project Steering Committee).

Execution and Control

• Creation, update and reporting of Issue Log
• Establishment of reporting requirements, including regularity, to stakeholders
• Approach to change management
• Development of a quality plan, including KPIs or measurable benefits
• Management of documentation in accordance with records management procedures

Project Closure and Review

• Formal close out and operationalisation of the project deliverables and Completion of Post Implementation Review.

The University of Tasmania operates in an environment in which projects are often not clearly defined due to the diverse nature of its activities. A University project management approach will ensure projects are controlled in a way that is fit for purpose and pragmatic without burdening project management. This site offers guidance and resources for University staff to effectively manage a project through to its completion, and to offer effective mentorship and support.