AUTHORIZE A STAGE OR EXCEPTION PLAN 1 What does the activity do?

• The activity authorizes each stage (except initiation) and any Exception Plans that are needed.

12.3.2 Why?

An important control for the Project Board is to approve only one stage at a time. At the end of one stage the Project Manager has to justify both progress so far and the next Stage Plan before being allowed to continue.

12.3.3 How?

• Compare the results of the current stage against the approved Stage Plan.

• Assess the acceptability of the next Stage Plan against the Project Plan.

• Review the prospects of achieving the Business Case. • Review the risks facing the project.

• Get direction from corporate or programme management if the project is forecast to exceed tolerances, or there is a significant change to the Business Case.

• Review tolerances for the next stage.

• Review reporting arrangements for the next stage. • Give approval to move into the next stage (if satisfied). 12.3.4 Information needs

TABLE 12.3

Management Usage Explanation information

End Stage Report Input How the current stage performed. Next Stage Plan Input Review and approve any new Product (or Exception Plan) Descriptions and confirm the

achievability of the plan. Set tolerances. Risk Register Input Check that the risk exposure is still

acceptable.

Benefits Review Input Review and approve any updates. Plan

Project Initiation Input Confirm that the Project Plan is still Documentation achievable and that a viable Business

Case is still demonstrated. Stage authorization Output Authorize the Project Manager to

proceed with the next stage.

12.3.5 In practice

The Project Board can stop the project for any reason; e.g. if the Business Case becomes invalid, project tolerances are going to be exceeded, product quality is unacceptable or the risks become unacceptably high.

If the end stage assessment date was arranged some time ago and occurs before the actual end of the stage, the Project Board can give provisional approval to proceed based on one or more target dates being met to complete the current stage.

If the stage finishes before the planned assessment date, interim approval can be given to do some of the next stage work before formal approval is given. In such a case, the Project Board would clarify what work was to be done before the assessment, rather than give carte blanche to the Project Manager.

12.3.6 For small projects

The decisions can be made informally, but the Project Board should still carry out the above activities and a record should be kept of the decisions.

12.4 GIVE

AD HOC

12.4.1 What does the activity do?

• Advises the Project Manager about any external events which impact the project.

• Gives direction to the Project Manager when asked for advice or a decision about an issue.

• Advises on, or approves, any changes to the project management team.

• Makes decisions on the actions to take on receipt of any Exception Reports.

12.4.2 Why?

There may be a need for occasional and immediate Project Board direction outside end stage assessments.

12.4.3 How?

• Check for external events, such as business changes, which might affect the project’s Business Case or risk exposure, and keep the Project Manager aware of this information.

• Respond to any requests for advice and guidance from the Project Manager.

• Monitor any allocated risk situations.

• Keep a check on the status of the stage by reviewing Highlight Reports.

• Make decisions on any Exception Reports.

• Make decisions on any requests for concessions where a product is not fully meeting its specification.

• Ensure that the project remains focused on its objectives and the achievement of its Business Case.

• Keep corporate or programme management and stakeholders advised of project progress.

• Ask for any required advice or direction from corporate or programme management.

• Make decisions about any necessary changes to the project management team.

• Make decisions on Issue Reports brought to the attention of the Project Board.

12.4.4 Information needs

TABLE 12.4

Management Usage Explanation information

Highlight Report Input Review to understand the stage and project status.

Exception Report Input Review in order to decide on a response. Issue Report Input Review in order to decide on a response. Informal requests Input Review in order to decide on a response. for advice

External influences Input Advise the Project Manager of any changes in the project environment. Project Board Update Revise if there is any change to the composition composition.

Instructions or Output Response to requests. advice

12.4.5 In practice

The key activity in this process is deciding what action, if any, should be taken in response to any issues, including requests for change and off-specifications. The procedure to be followed should have been agreed and documented in the Project Initiation Documentation. This process does not encourage general interference with the work of the Project Manager. The need for Project Board direction will be triggered by either a problem reported in a Highlight Report or an Exception Report, or an external event that the Project Board is monitoring on behalf of the project.

12.4.6 For small projects

It may be sufficient for the Project Board and Project Manager to agree informally on what action, if any, should be taken in response to an issue as soon as it is documented.

There may be agreement that any Highlight or Exception Reports can be delivered orally to the Project Board.

12.5 AUTHORIZE PROJECT CLOSURE