- Foreword and Introduction
- 1: Putting projects in context
- 2: Entity arrangements
- 2.1 Strategic alignment
- 2.2 People and culture
- 2.3 Effective governance
- 2.4 Common APS Requirements
- Summary for entity arrangements
- 3: Individual project proposals
- 3.1 Clarifying the concept
- 3.2 The business case
- 3.3 Approving the project
- Summary for individual projects
- 4: Project implementation
- Appendices
- Quick reference card
PDF version of guide [3.0MB]
PDF of Quick reference card [0.3MB]
Tips for PDF and HTML versions [0.5MB]
Word version of checklists [0.1MB]
F – Questions for executive review of project proposals
Note: The following checklists are also available in Word format.
1. Concept stage – executive review questions
These questions are intended to assist executives to form judgements about a project proposal. Consideration of these high level questions should be complemented by appropriate quality assurance of project proposals being provided to executives. These questions may need to be tailored to take account of a specific entity’s circumstances.
| Project name: | Reviewer’s name: |
| Source document(s) reviewed: | |
| ISSUE | N.A. | Y | N | COMMENTS(1) |
|---|---|---|---|---|
| The project has been developed in a broad context. | ☐ | ☐ | ☐ | |
| Business outcomes are clearly expressed. | ☐ | ☐ | ☐ | |
| Business outcomes have the extent of improvement or performance indicated. | ☐ | ☐ | ☐ | |
| The business outcomes of the project are largely independent of factors external to the project scope. | ☐ | ☐ | ☐ | |
| The focus is on business outcomes that are important to decision-makers and key stakeholders. | ☐ | ☐ | ☐ | |
| There is a reliable chain of reasoning underpinning the key elements of the project. | ☐ | ☐ | ☐ | |
| The broad project requirements which are necessary and sufficient to achieve the outcomes are listed. | ☐ | ☐ | ☐ | |
| There is a definite contribution to one or more of the broader entity goals, such as: | ☐ | ☐ | ☐ | |
| Client satisfaction | ☐ | ☐ | ☐ | |
| Entity flexibility and capability | ☐ | ☐ | ☐ | |
| Cost control | ☐ | ☐ | ☐ | |
| Enabling staff | ☐ | ☐ | ☐ | |
| Other | ☐ | ☐ | ☐ | |
| Any important assumptions, risks or constraints are identified. | ☐ | ☐ | ☐ | |
| Overall, there are achievable and tangible business results, supported by a reasonable logic for the major project requirements. | ☐ | ☐ | ☐ |
(1) For example, date reviewed, location of evidence to support response, and explanation of any N.A. responses.
Legend: N.A. – not applicable; Y – Yes; N – No.
Definitions. Project products: what the project will deliver – for example a payment system. Business outcomes: specific results, in business terms that will arise from the use of the project products – for example, 100,000 payments per year.
2. Business case – executive review questions
These questions are intended to assist executives to form judgements about a project proposal. Consideration of these high level questions should be complemented by appropriate quality assurance of project proposals being provided to executives. These questions may need to be tailored to take account of a specific entity’s circumstances.
| Project name: | Reviewer’s name: |
| Source document(s) reviewed: | |
| ISSUE | N.A. | Y | N | COMMENTS(1) |
|---|---|---|---|---|
| Reason and specification: why the project is desirable, what is needed, when by, and at what cost | ||||
| The project’s business outcomes, costing and timeframe are clearly described and are sufficiently reliable to inform a decision. | ☐ | ☐ | ☐ | |
| Responsibility is allocated for all project products and expenditure and the delivery of the business outcomes. | ☐ | ☐ | ☐ | |
| The business outcomes will be measured before rollout, and subsequently. | ☐ | ☐ | ☐ | |
| The project requirements, or product description, are complete (covering, for example functionality, quality, volume, security). | ☐ | ☐ | ☐ | |
| The right people have been consulted on project requirements. | ☐ | ☐ | ☐ | |
| The proposed operational manager agrees the acceptance criteria for the project products. | ☐ | ☐ | ☐ | |
| The proposed operational manager agrees the business outcomes are achievable with those products. | ☐ | ☐ | ☐ | |
| Validation: that the approach is better than alternatives and is feasible | ||||
| Options have been thoroughly considered. | ☐ | ☐ | ☐ | |
| The range of options provides a real choice to decision-makers on the level of investment. | ☐ | ☐ | ☐ | |
| Risks have been reliably identified and assessed. | ☐ | ☐ | ☐ | |
| Any significant residual risks from the project have been identified, and the relevant person is willing to accept them. | ☐ | ☐ | ☐ | |
| Ongoing monitoring of risks and appropriate risk mitigation is included in the budget and activity plans. | ☐ | ☐ | ☐ | |
| Assumptions – particularly high impact assumptions – have been identified and are either considered reliable or treated as a risk for monitoring and mitigation actions. | ☐ | ☐ | ☐ | |
| Operational requirements (such as staff and accommodation) have been identified and budgeted for. | ☐ | ☐ | ☐ | |
| Data issues are addressed: requirements, availability, security and privacy aspects, and ongoing data management. | ☐ | ☐ | ☐ | |
| Implementation: gain confidence the project can be effectively managed and delivered | ||||
| The communications and stakeholder relationship approach is appropriate – in concept and in resourcing – to the size, risks and impact of the project. | ☐ | ☐ | ☐ | |
| The project is compatible with other projects and workloads. | ☐ | ☐ | ☐ | |
| The staging of the project takes account of the relative priority of the various business outcomes and related benefits. | ☐ | ☐ | ☐ | |
| The staging of the project includes review and exit points that sensibly manage exposure to loss if problems occur. | ☐ | ☐ | ☐ | |
| The entity has the capability to develop or procure the products. | ☐ | ☐ | ☐ | |
| The resources are available or budgeted for product rollout and handover to operations. | ☐ | ☐ | ☐ | |
| The roles, availability, skills and decisiveness of the project governance team are appropriate to the risks of the project. | ☐ | ☐ | ☐ | |
| For cross-boundary projects, there is a shared understanding of, and commitment to, the project by the parties. | ☐ | ☐ | ☐ | |
| Overall, the business case puts forward business outcomes that are realistically achievable within the proposed timeframe and cost, with appropriate risk mitigation, risk responses and fall-back options. | ☐ | ☐ | ☐ | |
(1) For example, date reviewed, location of evidence to support response, and explanation of any N.A. responses.
Legend: N.A. – not applicable; Y – Yes; N – No.
Definitions. Project products: what the project will deliver – for example a payment system. Business outcomes: specific results, in business terms that will arise from the use of the project products – for example, 100,000 payments per year.
3. Consideration for approval – useful executive questions
These questions are intended to assist executives to form judgements about a project proposal. Consideration of these high level questions should be complemented by appropriate quality assurance of project proposals being provided to executives. These questions may need to be tailored to take account of a specific entity’s circumstances.
| Project name: | Reviewer’s name: |
| Source document(s) reviewed: | |
| ISSUE | N.A. | Y | N | COMMENTS(1) |
|---|---|---|---|---|
| The relative importance of the proposed outcomes and contribution to entity and government goals. | ☐ | ☐ | ☐ | |
| The likelihood the project can be completed within the planned timeframe and costs. | ☐ | ☐ | ☐ | |
| The allocation of responsibility for delivery of the project products and achieving planned business outcomes. | ☐ | ☐ | ☐ | |
| The selection of the project option providing the most appropriate level of investment. | ☐ | ☐ | ☐ | |
| The appropriateness of acceptance or action on significant residual risks. | ☐ | ☐ | ☐ | |
| The appropriateness of project review and exit points to sensibly manage exposure to loss if problems occur. | ☐ | ☐ | ☐ | |
| The appropriateness of the roles, availability, skills and decisiveness of the project governance team to the risks of the project. | ☐ | ☐ | ☐ | |
| That the project complies with entity and APS policies, such as business strategies, ICT architecture and procedural requirements. | ☐ | ☐ | ☐ | |
| That the project is compatible with other projects and workloads. | ☐ | ☐ | ☐ | |
| The setting of specific controls at project commencement to provide senior management with the information needed for external liaison, to monitor progress and initiate any corrective action. | ☐ | ☐ | ☐ | |
| Overall the project is an appropriate use of resources, taking into account the outcomes, costs, risks and alternative uses of funds. | ☐ | ☐ | ☐ |
(1) For example, date reviewed, location of evidence to support response, and explanation of any N.A. responses.
Legend: N.A. – not applicable; Y – Yes; N – No.
Definitions. Project products: what the project will deliver – for example a payment system. Business outcomes: specific results, in business terms that will arise from the use of the project products – for example, 100,000 payments per year.
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