Project Delivery and Gates

The Project Delivery Methodology (PDM) has set review and approval points (gates) to ensure all Jemena IT projects are appropriately managed and governed in a consistent manner to ensure a quality outcome. The PDM is maintained by the Jemena IT Program Management Office (PMO) who also oversees the prioritisation of the annual project work and governance through the project lifecycle.

As the PMO identifies new or emerging technology changes it re-prioritises and adjusts the annual program of work as shown in Figure 15 – Project Prioritisation Process below.

Figure 15 – Project Prioritisation Process

Figure 16 – IT PMO Lifecycle and Governance framework shows the project lifecycle and approval gates for the initiation and delivery of systems projects through to completion.

4 — GOVERNANCE AND PROGRAM DELIVERY

4.4.1 PROJECT STAGE GATE 1 – COMMENCEMENT OF INITIATE AND PLAN STAGE

The approval of the Project Mandate by the Jemena Leadership Team, or IT Portfolio Forum for projects less than $2M, indicates the commencement of the Initiate and Plan stage of the project. The Project Mandate provides funding for the preparation of the business case, Project Management Plan (PMP) and conceptual architecture. Where necessary, the Project Mandate may also provide funding to undertake relevant procurement activities such as Request for Information (RFI) or Request for Tender (RFT).

4.4.2 PROJECT STAGE GATE 2 – END OF INITIATE AND PLAN STAGE

At the end of the Initiate and Plan stage of the project, the key deliverables created are the business case, Project Management Plan (PMP), benefits realisation plan and conceptual architecture. Where relevant, procurement activities performed in the Initiate and Plan stage result in vendor signed contracts ready for execution.

The purpose of the Business Case is to present a compelling scenario to obtain executive approval and funding for the remaining activities of the project. It concentrates on the business and financial justification for the recommended activities. The Business Case is presented to the Jemena Leadership Team, or business specific committee for projects less than $2M, and approved by members of the Jemena leadership team or business steering committee within their respective Delegated Financial Authority (DFA). All IT projects are required to follow and conform to the Jemena DFA and Jemena Procurement Policy at all times. Upon approval of the Business Case, the Project Steering Committee (PSC) is established. The PMP, which stipulates the stage boundaries for the project and what will be delivered and checked at the end of each stage, is presented to the Project Steering Committee for approval. The approval of Business Case and PMP is the stage gate to move from Initiate and Plan into Analysis and Design.

During the Initiate and Plan stage, the Conceptual Architecture is presented to the Architecture Board for approval.

4.4.3 PROJECT STAGE GATE 3 – END OF ANALYSIS AND DESIGN STAGE

At the end of the Analysis and Design stage of the project, the key deliverable created is the Solution Blueprint (Solution Design Summary). The Solution Blueprint is a summary of the following deliverables:  Business Requirements

 Process Design  Detailed Design  Test Strategy

 Solution Performance Design  Security Compliance Design

Towards the end of the Analysis / Design Stage of the project, the Project Manager reviews the following to provide information for the next stage (Build / Test) of the project:

 Identify any variation between planned and actual progress.  Identify any variation in the expected future resource availability.  Assess any current risks for the stage.

GOVERNANCE AND PROGRAM DELIVERY — 4

The Project Manager assesses if the PMP and Business Case need to be revised. This is achieved by assessing the costs, benefits, risks and schedule that may have been affected by internal or external influences. Possible reasons to update a PMP include changes in:

 Implementation dates.  Cost of delivery or support.

 External, corporate or Program environments.  Resources including internal and external suppliers.

Identified changes required in the PMP are documented in a Change Request and the PMP will need to be reapproved once updated. Where changes in the PMP impact the Business Case (e.g. costs of delivery or support, or delayed benefit realisation), a revision to the Business Case is required.

4.4.4 PROJECT STAGE GATE 4 – END OF BUILD AND TEST STAGE

At the end of the Build and Test stage of the project, the key deliverables created are the Cutover Plan and the Go-Live Readiness Report. The Go-Live Readiness Report includes references to the following deliverables:

 Test Summary Report  Cutover Plan

 IT Operations Transition Plan  Business Transition Plan  Go Live Readiness Report

The Project Manager reviews the plan for the next stage to ensure that the components of the Project Management Plan are still valid. This includes:

 Ensuring the major products for the Cutover and Close stage of the project are still valid.

 Checking external dependencies to ensure that there is no change to the timeframe or scope of the project.

 Adding further detail to the project schedule for the Build / Test stage and ensure that inter-project dependencies are identified.

4.4.5 PROJECT STAGE GATE 5 – END OF CUTOVER AND CLOSE STAGE

As the project comes to a close the Project Manager will notify the Jemena IT PMO that the project is ready for decommission and to close out. The key deliverable from the end of Cutover and Close stage is the Project Close Report.

The Project Manager will complete the Project Close Report and this is presented to the Project Steering Committee (PSC) for approval. Approval of the Project Close Report signifies the project moving through the final stage gate.