Here are the key steps to review and tailor your project as required: 1. Review the project definition, approach, product description, and core team appointments with the Project Board to ensure agreement and buy-in. 2. Present the outline Business Case and projected benefits to the Project Board for review and approval. 3. Obtain Project Board approval of the Initiation Stage Plan, including development of Project Initiation Documentation, committed resources, reporting/control mechanisms, tolerances, logistical support, and understanding of initiation stage risks. 4. Confirm with the Project Board that the initiation stage work defined in the plan is authorized to start. 5. Inform corporate or programme management that the project has been initiated.

1. 4
57086
Contract and Project Management
David Sowden, The University of Hull

2. 4
57086
Contract and Project Management
Introduction to Processes -
Directing a Project
David Sowden, The University of Hull

3. Overview
• Directing a Project
– Fundamental principles
– Contexts
– Process description
– Authorising Initiation and Project set up
– Authorising a Stage (milestone) or Exception
– Giving Ad Hoc Direction
– Confirming Project Closure
3

4. Directing a Project THE B
Agree the
AS ICS
project Approve the
Confirm the objectives plan to
project
generate the
organisation
‘contract’ for
Approve the
‘contract’
Confirm the
correct closure
of the project
Approve each
stage of the
Keep senior Make project
management decisions on
informed any major
problems
5

5. Directing a Project
Start up
Configuration Management
Initiation
Management of Risk
Change Control
Planning
Organisation
Planning
Controls
Quality
Stages
Stage Management (Work Packages)
Stage Control
‘Product’ Delivery
Closure
6

6. Starting up a
Request to Initiate a project
Project
Initiating a Request to deliver a project
Project
Managing a stage Request to approve next
boundary stage plan
Directing Managing a stage Request to approve Exception
boundary plan
a Project
Controlling a Exception raised
stage
Controlling a
Request for advise
stage
Closing a
Closure recommended
Project
7

7. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
8

8. Relationships
of Processes
(1) Initiating a
Project
Directing a
Project
Starting
a Project
9

9. Directing a Project (1)
Request to Project Initiation
initiate a initiation Send out notification
Authorise
project authorised initiation sent out
initiation notification
Starting
up a Initiating
Project a Project
Project Brief
Stage Plan (initiation) section 3
10

10. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
11

11. Relationships
of Processes
(2) Initiating a
Project
Managing
a Stage
Boundary
Relati
Directing a
Project
onshi
ps
of
Proces
ses
12

12. Directing a Project (2)
Request to Send out Authorisation
Project
deliver a Authorise authorised project notification
project a project authorisation sent out
notification
Initiating Managing
a Stage
a Project Boundary
Project Initiation Documentation (PID)
Lessons Log
Benefits Review Plan
section 7
13

13. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
14

14. Relationships
of Processes
(3)
Managing
a Stage
Boundary
Directing a
Project
Controlling
Closing a a Stage
Project
15

15. Directing a Project (3)
managing Request to Controlling
a Stage approve next Exception Plan approved a Stage
Boundary Stage Plan Authorise
a Stage or Stage authorised Controlling
Exception a Stage
Request to
managing Plan
approve
a Stage Closing a
Boundary Exception Premature close Project
Plan
section 5
PID section 8
End Stage Report
Stage Plan
Benefits Review Plan
Exception Plan
16

16. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
17

17. Relationships
of Processes
(4)
Managing
a Stage
Boundary
Directing a
Project
Controlling
Closing a a Stage
Project
18

18. Directing a
Project Project board
obtain corporate advice
and direction
(4) request for advice
Managing a
Exception Plan request Stage
Boundary
Controlling Exception Controlling
a Stage raised Project Board advised a Stage
Give
ad hoc
direction New issue raised Controlling
a Stage
Controlling Request for
a Stage advise Closing a
Premature close Project
section 7
Issue Report
Exception Report section 5
Highlight Report
section 8
19

19. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
20

20. Relationships
of Processes
(5)
Directing a
Project End
Closing a
Project
21

21. Directing a Project (5)
Project Closure
Closure Authorise closure Send out notification
recommended project closure
authorised sent out
closure notification
Closing
a Project End
Lessons Report
Business Case
PID
Benefits Review Plan
End Project Report
22

22. TASK
Review and tailor your
project as required

23. CHEC
Has the Project Board approved the Project Brief? Specifically has it: K
Confirmed the project definition and approach?
Reviewed and approved the Project Product Description?
Formally confirmed the appointments to the core project management team?
Reviewed and approved the outline Business Case, particularly the projected benefits?
Has the Project Board approved the Initiation Stage Plan? Specifically, has it:
Approved the plan to develop and Project Initiation Documentation (PID)?
Obtained or committed the resources needed by the Stage Plan for the initiation stage?
Ensured that adequate reporting and control mechanisms are in place for the initiation stage?
Set tolerances?
Requested the necessary logistical support?
Confirmed that they have understood any risks that effect the decision to authorise the initiation stage?
Confirmed to the Project Manager that the work defined in the Initiation Stage Plan may start?
Has the Project Board informed corporate or programme management?