WHAT IS IT? WHY DID WE DO IT?

THE FOUR PROJECT ROLES

The project management framework is called the 5D
Framework and it’s based on best practice. It’s a ‘stage-gated’
approach with 5 stages, initially for projects having an IT
element. There are decision ‘gates’ between each stage.
The idea is to plan and cost each stage and then check at the
decision gates that these plans and costs are still acceptable,
and that the University will get the outcomes we want from
the project. The process is scalable for large or smaller
projects (5D ‘lite’).
Our projects at Leeds usually involve delivering some
new or changed IT to students and staff. These
changes must be delivered on time and to an agreed
Project Sponsor
n The sponsor owns all aspects of the project and is usually
budget – and the IT that’s delivered at the end of
the budget holder; they are the critical link between the
the project must be what’s been agreed at the start.
project delivery group and the University’s strategy.
Sometimes we get this right; other times we don’t. We
n The sponsor is accountable for ensuring the intended
know that by adopting best practice principles and
benefits of the project are realised to create the value for
having more control over the process we will increase
the University forecast in the business case.
the number of times we get it right.

Project Manager
n The project manager creates and delivers a number of

THE IT
DISCOVER DEFINE DESIGN DEVELOP DELIVER activities and outcomes within the constraints of an agreed
time and a budget.
n Does it support n What is required? n What are the n Have we n Has it delivered n The project manager is accountable for coordinating

PROJECT
our strategy and requirements developed and the outcomes resources to deliver the project’s outcomes according to
n What are the
objectives? and costs tested what was and benefits we the agreed plan and business case.
options, the costs

DECISION GATE

DECISION GATE

DECISION GATE

DECISION GATE
in detail? required? thought it would?
n Is it mandatory? and the benefits?
Customer
MANAGEMENT n What will we get?

n Is it worth
n How do we
know we
n The Customer is the person (a representative of the staff,
IT users or the University) who is going to use the

FRAMEWORK
will get deliverables or outcomes of the project.
exploring further? the benefits? n The Customer is accountable for ensuring the needs of the
people impacted by the project or using the IT solution

– THE 5Ds
are met.

PRINCIPLES THE FOUR KEY ROLES
A project’s outcomes will be: There are four key roles responsible and accountable for
the tasks and their outcomes shown in the detailed diagram
n Embedded strategically; innovative and transformational
overleaf. These are roles, not job descriptions; on a project, a
n Customer-focused and intuitive person may have more than one role, usually assigned on the
n Developed collaboratively basis of skills and knowledge.
n Measured, visible and sustainable The critical dialogue is between the Customer and the Supplier,
n Digital by default; automated, mobile-enabled and cloud-ready facilitated by the Project Manager with overall leadership
n Bought not built; without single points of failure provided by the Sponsor.
Supplier
n The Supplier is the person who provides the resource
and expertise to do the actual (IT) work on the project.
n The Supplier is accountable for ensuring the (IT)
solution meets the University’s requirements functionally
and technically.
Contact
IT Programme Office Manager; x37648
Or visit: http://it.leeds.ac.uk/Projectmanagement

DO IT ONCE; DO IT WHEN YOU University of Leeds

Leeds, United Kingdom
LS2 9JT

DO IT RIGHT; SAY YOU WILL.

Tel. 0113 343 7520
alumni.leeds.ac.uk
campaign.leeds.ac.uk
 DISCOVER DEFINE DESIGN DEVELOP DELIVER

DO IT WHEN YOU SAY YOU WILL

DECISION GATE

DECISION GATE

DECISION GATE
DECISION GATE
Business Business Business Business Business
Opportunity Opportunity Opportunity Opportunity Opportunity
Description Verification Confirmation Acceptance Realisation
1.1 2.1 3.1 4.1 5.1
DO IT ONCE; DO IT RIGHT;
Opportunity Description Business Drivers Detailed Requirements Solution Build/ Configure Set Up for Go Live
EXECUTIVE What is the opportunity Ensure a common goal is Detailed requirements and cost Prepare environments and build Execute training plan; confirm all
for the University? Write agreed; confirm resources are estimates. Fully understand the the solution components or build/ go-live responsibilities and issue
SUMMARY a clear, concise description committed; define scope and impact and business processes. configure the 3rd party solution. go-live communications.
of the change. objectives for the project. Begin the procurement process.
CHECK!
1.2 2.2 3.2 4.2 5.2
Drivers for Change Current Operation Detailed Business Design Solution Test Go Live
BUSINESS What is the pressure for change? Current Enterprise Architecture Agree the project’s products, Prove the solution conforms to Change Management

PROCESS Why do we have to make

the change?
(EA), current operating costs
and local strategies/policies and
their test strategy and their
acceptance criteria. Agree the
requirements. Agree test plans
and entry/exit criteria; run tests
approves go-live. Execute
the implementation plan and
sector/industry trends. new business processes. and sign off exceptions. confirm a successful go-live. EASY
1.3 2.3 3.3 4.3 5.3 EFFECTIVE
Assumptions High Level Solution Options Detailed Technical Design Training Handover
CHANGE and Constraints Gather key requirements and Document in detail the solution’s Prepare and agree all training Provide post go-live support for UNIVERSITY
IMPACT Describe all assumptions
and constraints.
success criteria; determine
solution options; analyse the
impact on infrastructure
and services.
plans, prepare supporting
materials (user guides, FAQs etc).
an agreed period; address post
go-live issues and handover to
SOLUTION
impact; investigate vendors. operations support teams.
OPERABLE
1.4 2.4 3.4 4.4 5.4
Outcomes and Benefits Prima Facie Business Case Firm Business Case Revisit Business Case Benefits Realisation
STABLE
BENEFITS What are the outcomes; what Estimate project costs, benefits, Confirm full benefits realisation Review the full benefits Confirm benefits measures

REALISATION would be different? Describe

financial and non-financial
benefits and their measures.
assumptions and risks; include a Net
Present Value (NPV) for all solution
plan; confirm project costs,
schedule and resource availability.
realisation plan, risks and costs. are owned and the benefits
realisation plan is in place.
options and make a recommendation.

1.5 2.5 3.5 4.5 5.5

Enterprise Impact Project Definition Document PDD and Plan PDD and Plan Project Close
PLAN AND Describe the impact of the (PDD) and Plan Define project products, their owners Including communications plan, Review the project’s

CONTROL change on people, processes,

systems and technology (high,
Define project approach and governance;
consider lessons learned; create project
medium or low). logs and communications plan.
and quality expectations. Agree any
Service Level Agreements (SLAs) and
back-out plan, support plan and
fall-back go-live date.
performance and complete
the end project report;
handover procedure; issue comms. log the lessons learned.

CHECK CHECK CHECK CHECK CHECK

n Resources for the n Are the resources available? n Acceptance criteria n Data integrity? n Benefits realisation plan
next stage? n What are the MI needs? signed off? n Test resources confirmed? is owned?
n Costs for the next stage; n Is a pre-procurement n Test approach is agreed? n Defect management n Lessons are captured?
approximate costs for Non Disclosure Agreement n Full business case signed process? n Operational support plan?
the project (NDA) necessary? off before contract with n Manage 3rd party contract
vendor?