The document outlines the 'nine-box' project management framework developed by Lintonwharfe, aimed at aligning project objectives with overall business aims and ensuring stakeholder engagement. It emphasizes the importance of clear objectives, practical scope, effective work plans, and diligent risk management, while providing tools for reporting project status. Additionally, it includes examples of project scorecards to illustrate current progress and future tasks within the framework.

1. 0Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
LintonWharfe
‘Nine-Box’ Project Management Framework
An holistic model for managing and
reporting on projects and programmes
Version 2.0 – August 2010
Colin Whalen
Tel: +44 7897 323 816
eMail: colin.whalen@lintonwharfe.com
Skype: colin.whalen

2. 1Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
LintonWharfe ‘Nine-Box’ Project Management Framework
Aims Benefits Stakeholders
• Overall business aims are clear.
• Line-of-sight to business
strategy or imperative for
change.
• Business benefits are
understood.
• Benefits can and will be
achieved.
• Key stakeholders are engaged
and committed.
• Those affected will be ready for
change.
Objectives and
Scope
Work Plans and
Deliverables
Risks, Issues and
Opportunities
The Project
• Objectives are clear and aligned
to aims.
• Scope is sensible, practical and
changes to scope are managed.
• Plans are robust and
milestones can and will be
achieved.
• Deliverables are aligned to
objectives.
• Relevant risks and issues are
understood, managed and
mitigated.
• Improvement opportunities are
identified and managed.
• The project is staffed with the
right skills.
• The team have the facilities,
tools, approach and motivation
to succeed.
• The objectives of suppliers are
known and supported by the
project.
• Relationships are positive and
sustainable.
• The budget is realistic and
understood; actual and forecast
expenditure is within budget.
• Opportunities to reduce costs
are managed.
The
Resources
Project Team
Suppliers and
Service Providers
Project
Financials
The Business
Copyright © LintonWharfe Limited 2009 and 2010
Complementary to standard Project Management tools and techniques, eg PRINCE2.
Basis for exception / RAG reporting of project status to Management, Project and Programme Boards.

3. 2Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
Project Scorecards – Example 1
The
Project
The Resources
The
Business
Aims
G
Benefits
A
StakeholdersStakeholdersStakeholders
A
Objectives and
Scope
G
Work Plans and
Deliverables
G
Risks and IssuesRisks and Issues
Risks, Issues and
Opportunities
A
Project TeamProject Team
R
Suppliers and
Service Providers
G
Project
Financials
G

4. 3Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
Project Scorecards – Example 2
Business
Alignment with
Business Aims G
Now:
• Approved business case aligned with
overall business aims and defined
strategies
Next:
• Monitor v. any changes in business
direction / aims.
Business Case
and Benefits G
Now:
• Business case and benefits approved by
Executive Committee Programme on 26-
Apr-09.
Next:
• Develop benefit measures and means of
tracking in parallel with e-HR design.
StakeholdersStakeholdersStakeholders
G
Now:
• Global webinars show-cased solution.
• Testing initial comms. to key stakeholders.
Next:
• Issue initial communications.
• Put plan/tracker in place.
Project Objectives and Scope
G
Now:
• As per business case.
Next:
• Survey HR Leaders on functional priorities.
• Establish scope/change and priority
management process (budget remains
fixed).
Work Plans
and Deliverables A
Now:
• Behind on contracting (see Suppliers).
• Implementation plans; high-level, by phase
/ release.
Next:
• Focus on contracting.
• Develop detailed plans.
StakeholdersStakeholders
Risks/Issues/Opportunities
(not shown elsewhere) A
Now:
• Market conditions may impact available
funding (ie reduce approved funding).
Next:
• Scenario planning for various funding
conditions.
Resources Project Team
G
Now:
• Core/UK team for Phase 1 identified.
• Testing role descriptions.
Next:
• Finalise role descriptions.
• Identify regional resources.
Suppliers
A
Now:
• Scope/pricing discussions now in diaries.
Next:
• Issue: need clarity / dates for lawyer-
T&C discussions.
• Issue: who signs contract? – Not yet
clear.
StakeholdersStakeholdersFinancials
A
Now:
• FY10/11-10/12 project funding approved.
Next:
• Ensure contract / pricing fits business case.

5. 4Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
Project Scorecards – Example 3 Business Dimension
Need overseas HR communications and also to plan next Project Board meeting
• Overall business aims for the project
are clear and aligned to the wider
Business Change Programme
imperatives for increased
organisational capability, agility and
efficiency.
• Broad business benefits were
identified during the previous
business case work and have now
been submitted in a form consistent
with the format required by the
Business Change Programme benefits
manager.
• As part of the recent updates to the
wider financial case, the project case
has been reviewed (and slightly
improved).
• Business representation on the
Project Board secured.
• Representative regional business
partners have input to the
requirements.
• Briefing meetings have been held
with each of the Strategic HR
Business Partners.
• Engaged with IS.
Current
Status
• Under ‘Stakeholders’, continue to
communicate the aims of the project
and demonstrate support for overall
business aims.
• In conjunction with the Business
Change Programme (Benefits
Manager):
- Develop measures for benefits.
- Develop actions plans for
realisation.
• Need to brief the oversees HR
network on the project (to ensure
awareness to inform any local HR
systems decisions).
• Last Project Board was 30th July;
need to plan next meeting.
• Follow-up with business contacts for
input into the final requirements.
To Do
• Overall business aims are clear.
• Line-of-sight to business strategy or
imperative for change.
• Business benefits are understood.
• Benefits can and will be achieved.
• Key stakeholders are engaged and
committed.
• Those affected will be ready for
change.
'Acid Test’ for
Green Rating
Aims Benefits Stakeholders
The
Business G A A

6. 5Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
Project Scorecards – Example 3 Project Dimension
On-track
• Objectives and scope are clearly
defined in the agreed Project Charter.
• Current focus is upon the completion
the software procurement /
evaluation process; this will inform
the final business case for the
project.
• Detailed work plan in place for
current stage of the project (through
to business case completion).
• Currently on-track.
• An initial work plan has been
developed for the implementation
(subject to change following the
current stage of the project).
• Project risks and issues have been
identified and are being managed
(and are managed as part of the
Change Programme governance
arrangements).
• No significant risks or issues at this
stage.
• Opportunity to exploit additional
software functionality being assessed.
Current
Status
• Nothing further at this stage.
• Further work will be required ahead
of the implementation stage of the
project to refine overall
implementation objectives and scope.
• Key work packages for the current
project stage are:
- Evaluate responses to short-list
potential suppliers (by end-
Oct).
- Finalise and issue Invitation to
Tender (by end-Oct).
• Continue to track risks and issues.
• Team workshop to identify
opportunities.
To Do
• Objectives are clear and aligned to
aims.
• Scope is sensible, practical and
changes to scope are managed.
• Plans are robust and milestones can
and will be achieved.
• Deliverables are aligned to
objectives.
• Relevant risks and issues are known
and, where possible, they are
managed and mitigated.
• Improvement opportunities are
identified and managed.
'Acid Test’ for
Green Rating
Objectives and
Scope
Work Plan and
Deliverables
Risks, Issues and
Opportunities
The
Project G G A

7. 6Copyright © LintonWharfe Limited 2009 and 2010
LintonWharfe
Source-Implement-Succeed
Project Scorecards – Example 3 Resource Dimension
Need to consider internal HR resource involvement in the project
• Minimal resource commitment at this
stage with one full time interim
resource, supported on an ad hoc
basis by HR and IS resources as
required,
• The lack of a full time HR employee
engaged in the project is a risk in
terms of continuity, engagement and
solution ownership.
• A good range of potential providers
have expressed interest in the
procurement.
• Support to potential providers during
the market testing and short-listing
process has been more onerous than
planned / expected.
• Approved budget for sourcing and
business case has been established.
• Actual / forecast v. the budget is
tracked through the Change
Programme governance
arrangements.
• Currently expecting to under-spend
v. budget (avoiding use of some
planned consultancy spend and not
using contingency).
Current
Status
• Consider involving an existing
member of the HR Team on a more
substantial basis in the project.
• At this stage: ensure appropriate
suppliers are engaged in the
tendering process.
• Looking ahead: establish a Joint
Statement of Intent for the project
with the selected supplier(s).
• Continue to track out-turn against
budget through the Change
Programme governance
arrangements.
To Do
• The project is staffed with the right
skills.
• The team have the facilities, tools
and approach to succeed.
• The objectives of Suppliers are
known and supported by the project.
• Relationships are positive and
sustainable.
• The budget is realistic and
understood; actual and forecast
expenditure is within budget.
• Opportunities to reduce costs are
managed.
'Acid Test’ for
Green Rating’
Project
Team
Suppliers and
Service Providers
Project
Financials
The
Resource A G A