NUIT Project Management Process and Toolkit (v 0.9) internal.ncl.ac.uk/itservice/projectoffice
NUIT Project Management Process
Revision History Date 24/11/11
Version Description 0.1 First Draft
Person C. Heron
09/01/12
0.2
ISS Directorate Changes
C. Heron
23/01/12
0.3
Changes to financial information and project triggers. Interface with Change Management Process
C. Heron
01/03/12
0.4
ISS Manager Changes
C. Heron
20/04/12
0.5
Integration of Change Management Process and PM process criteria
C. Heron
27/04/12
0.6
Removal of reference to SISG and replacement with C. Heron DCSG. Additional guidance on ‘out of scope’ requests and requirements gathering
09/12/12
0.7
Addition of Service Transition and Change Calendar Information
C. Heron
29/07/14
0.8
Removal of reference to ISS and replacement with NUIT
C. Heron
01/09/14
0.9
Changes to reflect new Change Management Process
C.Heron
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NUIT Project Management Process
1.0 Introduction 1.1 1.2 1.3 1.4 1.5 1.6
What is a project? The interface with Change Management Determining if your work is a project or a change Structure of methodology Accompanying toolkit Project support and assurance
2.0 Pre-Project Phase 2.1 2.2 2.3 2.4 2.5 2.6
Project Team Project Outline Business Case Benefits-Led IT – Benefits Assessment and Stakeholder Analysis Project Risk Register Seeking Approval
3.0 Start-Up Phase 3.1 3.2 3.3 3.4 3.5 3.6 3.7
Project Steering Group Project Folder Project Finances Lessons Learned Log Requirements Gathering Project Initiation Document (PID) PID Supporting Documents 3.7.1 Project Plan 3.7.2 Project Scorecard 3.7.3 Project Organisation
4.0 Delivery Phase 4.1 4.2 4.3 4.4 4.5 4.6 4.7
Keeping the project on track Updating and revisiting key documents Monitoring Project Finances Exception Reporting Dealing with ‘out of scope’ requests Seeking Approvals Benefits-Led IT – Benefits Review
5.0 Closure Phase 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8
The Importance of Closure Check Final Outcomes Closure of Project Account Arrange Hand-over Approval to Close Lessons Learned and Benefits Review Dissemination of Lessons Learned and Benefits Review Report Immediate Closure of a Project
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1.0 Introduction This is a basic project management methodology which is applicable to all NUIT-led projects, the principles of which are also useful for University-wide projects in which NUIT have a delivery role. The process is designed to commence at the beginning of your project and be worked through in the order presented. It provides a skeleton structure for establishing, managing and closing projects but does not provide detailed guidance on planning and delivering actual project outcomes within NUIT teams. The NUIT Project Management Office (PMO) is available separately to support these activities.
1.1 What is a Project? A project is a unique, time-bound activity which results in a desired business outcome. It involves a select team of people with defined responsibilities and a clear remit to deliver, working together to achieve a unique and measurable outcome. Once the project has delivered its agreed outcomes, it ends and the team working on it disband.
1.2 The interface with Change Management Much of the activity carried out in NUIT is ‘business as usual’. This describes the undertaking of normal day to day business activities. Whilst some activities may involve significant effort and are complex and challenging, they do not require Directorate or University-level approvals*, are undertaken repeatedly and involve known levels of risk. NUIT has categorised much of this activity as ‘change’ and has a formal Change Management Process to control it. For more information, visit: https://internal.ncl.ac.uk/itservice/resources/serviceprocess/change-management/
*
Directorate approval: NUIT Service Management Meeting (SMM). University-level approval: Digital Campus Steering Group (DCSG)
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1.3 Determining if your work is a project or a change Understanding whether your work is a project or a change is a fundamental step in determining whether to use the Project Management or Change Management Process. The following diagram highlights how the different levels of change and project are categorised and managed within NUIT.
Standard Change Minor Change Significant Change
• Standard Operating Procedure - low or no risk/impact, repeatable • Initial Service Owner approval then no further approvals required
•'normal' activity - minimal potential risk/impact • Self-approval •'normal' activity - 'medium' level of potential risk/impact • Service Owner Approval
Major Change
• 'normal' activity - greater level of potential risk/impact • Requires CAB approval • May need to become a project
Minor Project
•Requires SMM Approval • Likely to generate one or more Requests For Change
Major project
•Requires SMM & DCSG Approval •Likely to generate multiple Requests For Change
May overlap
Whilst the final decision to undertake a piece of work as a formal project remains with the NUIT Directorate, there are a number of factors to consider in the decision making process. The following table should be used to inform a detailed discussion with an appropriate Assistant Director on how to proceed. It may be useful to include a business representative and the PMO in the conversation. Project Factors to Consider NUIT Resources Number of NUIT Teams Involved Amount of NUIT staff time in days Project length of time Financial Project value (incl. staff costs & capital resources) Any request for additional funding outside the NUIT core budget Business Impact The creation of a new service* The introduction of a significant change in business activity or working practices* Risk/Complexity Dependency on staff resources external to NUIT to deliver Number of stakeholders/stakeholder groups High profile piece of work/issues 3rd party dependencies University-wide impact Strategic/NUIT priority University Risk tolerance level Strategic Priorities NUIT Directorate requirement* DCSG requirement* (* compulsory criteria – work is a project if it hits any one of these triggers)
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There are no formal criteria for instigating a project so consideration of these factors must be used support ‘best endeavours’ in the decision-making process. This flexible approach acknowledges the range and diversity of project proposals raised and allows the department to consider each proposal on a case by case basis. To ensure the decisions being made are robust, the NUIT Directorate and PMO will work together to periodically review outcomes and provide further advice and guidance where needed. If, after consideration of the factors, it is determined that a piece of work is a project, the Project Management Process which follows should be applied. If the work falls into the Change category, it should be managed through the NUIT Change Management Process.
1.4 Structure of the Project Management Process The Process is broken down into 4 headline phases; Pre-Project, Start Up, Delivery and Closure. Pre -Project
Start-Up
• Project Outline • Business Case • Approvals
• Project Initiation Document • Project Plan • Project Folder
Delivery • Reporting • Updating Key Documents • Benefits Review
Closure • Approval to Close • Lessons Learned and Benefits Review Report
1.5 Accompanying Toolkit A simple project management toolkit has been created to accompany the process. Please note some of the templates use a standard University format such as the Business Case, Risk Register and Project Scorecard.
1.6 Project Support and Assurance The PMO is available at any stage in the project to support project management activities, provide advice and guidance on implementing the process and toolkit and undertake project ‘health checks’ to help keep the project on track.
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2.0 Pre-Project Phase
This phase commences before the project proposal is fully formulated.
By the end of the Pre-Project Phase you will have: 1. 2. 3. 4. 5. 6. 7.
Established a clear scope for the project Created an initial Project Team Identified project stakeholders and carried out a Benefits Assessment Identified some key project milestones Identified some major project risks Secured essential approvals Sought project support and assurance where necessary
The Pre-Project Phase includes the production of three key documents:
Project Outline Business Case Project Risk Register
2.1 Project Team The first task is to establish a small team of individuals who will work together to formulate a Project Outline and Business Case. This group may develop into the Project Steering Group later if approval is given. At this stage however, the Project Sponsor and Project Manager should work with the support of key people who provide useful input and assistance throughout the Pre-Project Phase.
2.2 Project Outline (LINK to Project Outline Template) The Project Outline is a short statement detailing the scope and objectives of the project, including some initial high level requirements. The Project Outline provides an initial single point of reference for the proposal which comes direct from the individual (s) requesting it. It is important to detail in the Project Outline who will be ‘driving the bus’ and making final decisions throughout the project, even at this early stage. When the Outline is complete, it should be shared with your Assistant Director in a discussion to determine whether it is acceptable to proceed with developing the Business Case. The next step is to use the Project Outline to begin scoping the project by pulling together a Business Case which will be used to seek approval to proceed with more detailed planning and then project delivery.
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2.3 Business Case (LINK to Business Case Template)
All projects should have a robust Business Case regardless of size or scale. The Business Case describes the reasons and justification for the project. It is used to obtain management commitment and approval to invest resources in the project by using the estimated costs of the project, the associated risks in undertaking it, the anticipated organisational benefits and projected savings brought about by the project outcomes as a basis for decision-making. The Business Case clearly details what is ‘in scope’, provides some analysis of requirements and offers a framework for the planning and management of the project. It is revisited regularly to monitor the ongoing viability of the project throughout its life and once approved, is unable to be altered without further consent. Support to complete the financial sections of the Business Case is available from the NUIT Management Information Specialist within the Governance section.
2.4 Benefits-Led IT – Benefits Assessment and Stakeholder Analysis (LINK to Benefits-Led IT Toolkit) To inform the Business Case and ensure the project delivers tangible benefits and engages the right people, a Stakeholder Analysis and Benefits Assessment need to be carried out on the proposed project. The Benefits-Led IT toolkit is a simple way to address this and provides all the necessary tools to undertake a workshop with key project stakeholders. The purpose of this workshop is to achieve the following outcomes:
Identify the broad stakeholder community Identify who needs to be engaged in the delivery of the Project and why Determine the expectations of stakeholders Determine the intended benefits of the Project Determine the potential dis-benefits of the Project Determine how the project helps the University achieve its strategic aims and objectives
When the assessment is complete, the results should be presented in an appendix to the Business Case. A further Benefits Review will be carried out in the Delivery Phase to identify any unexpected outcomes and additional benefits uncovered during the project life cycle process.
2.5 Project Risk Register (LINK to Risk Register Template) The Risk Register is a vital part of the project planning process. It highlights all potential risks to the project achieving its aims and objectives and details how these are going to be mitigated and monitored and by whom. The Risk Register will be regularly updated throughout the Start-Up and Delivery Phases and is a key management tool from which regular reports should be taken.
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The next stage is to take the Business Case initially to the NUIT Service Management Meeting (SMM) and then if required, the Digital Campus Steering Group (DCSG) for formal approval to proceed with the project.
2.6 Seeking Approval It is the responsibility of the Project Manager to ensure that the Business Case is presented for consideration and approval at SMM and/or DCSG. This may involve attending the meetings in person or appointing a regular attendee to present it on behalf of the project. To determine whether the project requires consideration and approval at DCSG, a discussion with the appropriate Assistant Director should be convened. You may also want to include the PMO in this for advice and guidance however the ultimate decision remains with the Assistant Director. The following measures should guide this discussion: Project Factors to Consider NUIT Resources Number of NUIT Teams Involved Amount of NUIT staff time in days Project length of time Financial Project value (incl. staff costs & capital resources) Source of project funding
Business Impact The creation of a new service The introduction of a significant change in business activity or working practices Risk/Complexity Dependency on staff resources external to NUIT to deliver Number of stakeholders/stakeholder groups High profile piece of work/issues 3rd party dependencies University-wide impact Strategic/NUIT priority University Risk tolerance level Strategic Priorities NUIT Directorate requirement DCSG requirement
Measures Minor Project Major Project (SMM only approval) (SMM & DCSG approval) Many Significant Many Significant Less than 6 months
6 months or more
Moderate
High
Budget can be allocated from within NUIT core budget
Budget requires additional funding to be approved from outside NUIT core budget
Significant Significant change within NUIT
Major Major change within NUIT or across University
Significant
Major
Few and simple
Many and complex
Significant 1-3 Significant Significant Challenging risk tolerance levels
Major 4 or more Major Major Exceeding risk tolerance levels
SMM to determine DCSG to determine
SMM to determine DCSG to determine 8
NUIT Project Management Process
Once you have determined whether your proposed project is a major or minor undertaking, the Business Case is ready for approval. At SMM or DCSG all of the following approvals are formally sought: 1. 2. 3. 4.
Approval to undertake the Project and commitment to spend resources Approval to create a Project Initiation Document Approval to establish a formal Project Steering Group Approval to proceed to full project planning
When all four approvals are in place, the work becomes an official project and moves into the StartUp Phase.
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3.0 Start-Up Phase
The Start-Up Phase begins when approval to proceed with a project has been given.
By the end of the Start-Up Phase you will have: 1. 2. 3. 4. 5. 6. 7. 8. 9.
Created a Project Steering Group Set up a Project Folder Secured a Project Code for any financial transactions Carried out detailed requirements analysis Created a detailed plan for how the project will be structured and delivered Identified detailed project risks and how they will be managed Identified strategies for communication and quality management Identified project controls Sought project support and assurance where necessary
The Start-Up Phase includes the production of five key documents:
Project Initiation Document Project Plan Project Scorecard Lessons Learned Log Project Organisation
3.1 The Project Steering Group (LINK to Roles and Responsibilities) The Steering Group is responsible for managing the overall direction of the project and includes key individuals representing the different interests in the project and its intended outcomes. The Steering Group is the project’s ‘voice’ to the outside world and is responsible for any publicity or sharing of information about the project. It approves all major plans and authorises any significant deviation from these plans. It arbitrates on conflicts within the project and negotiates solutions. The Project Sponsor should decide who attends the Steering Group. This decision will be supported by input from the Project Manager who will have a good grasp of which individuals will add value to the meetings and actually help the project succeed. This will include some members of the original Project Team. The Sponsor and Project Manager also decide how often the Steering Group needs to meet and how the meetings will be structured. To help all members of the Steering Group understand their responsibilities, a detailed description of each role should be shared with members before they attend the first meeting.
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3.2 Project Folder (LINK to NUIT Project Folder Storage Structure) A Project folder should be set up using the NUIT project file storage structure. This provides a standardised way of storing project information in a shared location where key people can access it. The project folder should include all of the latest versions of the project documentation produced to date. You should arrange for security permissions to be set up in order to manage version control and access to key documents such as the Business Case and Project Plan.
3.3 Project Finances Contact should be made with the NUIT Management Information Specialist within the Governance section during this Phase in order to set up a project code in SAP Financial. This will enable project funding to be received and invoices to be processed.
3.4 Lessons Learned Log (LINK to Lessons Learned Log Template) A Lessons Learned Log provides a template for recording any issues that arise during the life of the project. This Log should be created during the Start-Up Phase to ensure important insights are recorded from the earliest stage in the project life cycle. Contributions should include anything that went well, areas for improvement and any experiences that would be useful to learn from for next time. The template purposefully encourages action around lessons so they are learned from throughout the life of the project. It starts as a blank template which individuals working on the project should be encouraged to add to throughout its life.
3.5 Requirements Gathering A fundamental process in the development of a project is the determination of what is going to be delivered. The initial work to gather this information has taken place during the creation of the Project Outline and Business Case, however in the Start-Up Phase the Project Manager and technical colleagues work very closely with the user and suppliers to clarify more detailed user requirements. This interactive process may be lengthy and challenging and will require excellent relationship management skills, however it is imperative that these requirements are fully understood and agreed before commencing delivery. Where a project features agile and/or phased delivery, it will be necessary to gather detailed requirements throughout the Delivery Phase as the project outcomes develop. In any circumstance, the Project Manager should continue to work with users throughout the project to re-confirm their stated requirements, develop them further if necessary and ensure excellent collaboration between all parties in this key task. The Project Manager should also remain vigilant that additional requirements are not added to the project without appropriate approvals and careful consideration at the Steering Group (see 4.5 Dealing with ‘out of scope requests’). For support on working with users to determine their requirements including the use of workshops, one-to-ones and to record requirements please contact the NUIT Project Management Office.
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3.6 Project Initiation Document (PID) (LINK to PID Template) Think of the PID as a ‘folder’ containing key information rather than as a single document. The PID forms the basis for the management and day to day running of the project. The PID includes an overview of the approach that is going to be taken to the project, an overview of the Steering Group with role descriptions and names, some information about communication and quality management and detail on the project controls that will be put in place including consideration of information security and the interface with the NUIT Change Management Process. The PID is used by the Steering Group and Project Manager throughout the project to assess progress and its on-going viability. It also provides a single source of information about the purpose of the project and how it is being delivered.
3.7 PID Supporting Documents 3.7.1 Project Plan (LINK to Project Plan Example) The Project Plan provides an overall timeline for the project and details all work activities, key milestones and critical dates. It should also include reference to any Requests for Change to be submitted during the Delivery Phase. The first version will just be the best assumptions possible at this stage. The Project Manager and Steering Group will revisit the Project Plan repeatedly throughout the project life cycle updating it and altering it as necessary. The Plan is the most dynamic of all of the project documents and is essentially out of date the moment the latest version is completed. It is essential that when planning your project you take into account the impact the project will have on others' workloads. The Outlook NUIT Change Calendar is a key tool for identifying conflicts with the delivery of other projects or critical periods when changes cannot be made. You should work with the Service Owner responsible for the change to ensure the Change Calendar is updated with all relevant project delivery details. In addition, there may be formal procedures which need to be followed in order to engage others in your project delivery. In particular, the NUIT Service Desk require you to follow their guidelines detailed in the 'Transitioning Support into IT Service Desk' document For more information on conducting a project planning session or the use of planning tools including Work Breakdown Structures, Project Network Diagrams and Project Critical Path Analysis, please contact the NUIT Project Management Office.
3.7.2 Project Scorecard (LINK to Project Scorecard Template) A Project Scorecard is required by DCSG and may be of benefit to other University steering groups to provide a high level report on project progress, financial management and project risks. The Scorecard should be completed by the Project Manager and attached to the PID and then updated by them on a monthly basis during the Delivery Phase. Where significant project risks arise which impact on the ability to deliver the project within the agreed tolerances, the Scorecard may need to be updated more regularly. 12
NUIT Project Management Process
3.7.3 Project Organisation (LINK to Project Organisation Template) A document detailing the organisation of the project, including a ‘Who’s Who’ of key individuals provides a useful reference tool for communication and decision making. This should be circulated to the Steering Group and key stakeholders before the Delivery Phase commences.
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4.0 Delivery Phase
This phase covers the period of delivery of project outcomes.
By the end of the Delivery Phase you will have: 1. 2. 3. 4. 5. 6.
Updated and revisited key documents Monitored project finances Sought approvals and provided progress reports Held regular Steering Group meetings Submitted a Request for Change for any changes requiring one Sought project support and assurance where necessary
The Delivery Phase includes the on-going review and update of four key documents:
Project Plan Project Risk Register Project Scorecard Lessons Learned Log
4.1 Keeping the Project on track Throughout the Delivery Phase the Project Manager and Steering Group will need to carry out a number of tasks to ensure the smooth running of the Project. This includes seeking updates from delivery teams, providing stakeholders with regular progress reports and securing approvals at important stages as well as holding frequent meetings and managing key relationships. Most crucially, the Project Manager needs to maintain a constant check on how well the project is performing within the agreed time, quality and resource tolerances.
4.2 Updating and Revisiting Key Documents It is the responsibility of the Project Manager to keep all project documentation refreshed and up to date. This includes revisiting the Project Plan frequently and updating it to reflect any minor changes (see Exception Reporting section for addressing major changes). The Risk Register and Scorecard should also be reviewed and updated to inform reporting to the Steering Group and DCSG.
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4.3 Monitoring Project Finances The NUIT Management Information Specialist will produce a monthly report on all financial transactions relating to the project. This is circulated to each Project Manager. The Project Manager should monitor the flow of funding into and expenditure out of the project code throughout the Delivery Phase. This information should be used to inform the Project Scorecard and any other progress reporting.
4.4 Exception Reporting (LINK to Exception Report Template) Exception reporting is the communication of any major issues which impact on the ability to deliver the project outcomes on time, to budget and at the quality standards agreed. The Project Manager and Steering Group will incorporate any minor ups and downs in project progress into the scope with no impact on the final outputs of the project. However when an issue arises which will result in a fundamental change to the scope of the project, it needs to be escalated via an Exception Report to SMM for discussion and approval. SMM may decide in more severe circumstances it is necessary for the matter to be taken to DCSG for additional input and decision-making.
4.5 Dealing with ‘out of scope’ requests Throughout the project there may be additional requests made by users which are ‘out of scope’ or not agreed as part of the initial project approvals. It is good practice to give due consideration to each request as some will be minor, able to be incorporated with no negative impact and may actually deliver valuable benefits or efficiencies. However, the impact of any additional work on time, cost, risk and quality of outcomes must be carefully considered by the Steering Group. Any alterations to the time, cost or quality of project outcomes represent a change to the approved Business Case and must be escalated for agreement to the original approval body via an Exception Report. Where additional requests are not able to be incorporated into the existing project, the Project Manager could encourage requesters to submit a formal Request for Change (RFC) via the NUIT Change Management Process or suggest they propose a separate project to deliver the additional outcomes requested.
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4.6 Seeking Approvals The Project Plan details the key stages where approvals must be sought from the Steering Group or DCSG. The Project Manager is ultimately responsible for ensuring that approvals are secured before the project progresses into the next stage of delivery. It is vital that such approvals are documented and stored within the Project File for future reference. Approval to implement changes arising as a result of the project should be channelled through the NUIT Change Management Process. This may include submitting Requests for Change which should be carried out in the Delivery Phase. Appropriate approvals must be secured prior to any changes being implemented.
4.7 Benefits-Led IT – Benefits Review (LINK to Benefits Review Template) At key points in the project the Project Steering Group need to review the benefits that the project will bring to the stakeholders. Following on from the initial Benefits Assessment carried out in the Start-Up Phase, a Benefits Review workshop should periodically be held to identify any unexpected outcomes and additional benefits uncovered during the project life cycle. There may be dis-benefits which have come to light or completely new benefits that could not have been envisaged at the beginning. The Benefits Review is a good way to draw these out.
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5.0 Closure Phase
The final phase begins towards the end of the Delivery Phase, as the project delivers its final outcomes. By the end of the Closure Phase you will have: 1. 2. 3. 4. 5.
Ensured the project has delivered all its intended outcomes Ensured the project account is closed Sought final approvals to close the project Carried out a Lessons Learned and Benefits Review Formally closed the project and disbanded the Steering Group
The Close-Down Phase includes the production of one key document:
Lessons Learned and Benefits Review Report
5.1 The Importance of Closure It is the Project Manager’s responsibility to establish that the project has come to an end. A project should not fade away or worse, bumble along for months consuming valuable resources with no direction. To avoid this, the Project Manager needs to carry out a number of key tasks in the final weeks of the project.
5.2 Check final outcomes Throughout the Delivery Phase, the Project Manager and steering Group have monitored progress and outcomes against the Business Case and Project Plan and taken action to ensure the smooth running of the project. However, as the project enters the final stages of delivery, the Project Manager needs to focus this work more closely on the transition into service. This includes confirming that all of the intended project outputs have been delivered to their original requirements to enable the business outcome to be achieved. Working with the Senior User and Supplier, the Project Manager should identify and package up the information needed to allow the business outcome to be implemented or ‘rolled out’ once the project itself has come to an end. This may include providing instructions, user manuals or information on where to source training and support.
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5.3 Closure of Project Account When all expenditure against the project has been processed and no further financial transactions are to be administered, contact should be made with the NUIT Management Information Specialist to close the project account.
5.4 Confirm hand-over The final stage before closure includes one last run through the project outputs with the Senior User and Supplier and a confirmation that work on these is complete and handed over.
5.5 Approval to Close Having firstly secured the agreement of the Project Sponsor and Project Steering Group to close the project, the Project Manager then has to seek approval to formally close the project from the same authority that originally approved the project Business Case. This will be either SMM or DCSG with the original approval flow being followed again. As before, SMM should see every project in the first instance. Approval to close the project will only be given if the project has delivered all its agreed outcomes (see 5.4). This approval should be formally documented for future reference.
5.6 Lessons Learned and Benefits Review (LINK to Lessons Learned and Benefits Review Report Template) Once the project has formally closed, the Project Manager can call the Steering Group together for a final meeting which incorporates a Lessons Learned and Benefits Review session. This review will use the information stored in the project Lessons Learned Log which has been updated throughout the life of the project. The session should consider the following issues:
Identifying and understanding the reasons for success both planned and unplanned Identifying and understanding why some elements of the project did not go according to plan or could have been better Agreeing and recording lessons learned in a Lessons Learned and Benefits Review Report
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5.7 Disseminate Lessons Learned and Benefits Review Report Once completed, the final task for the Project Manager is to disseminate the report as widely as possible to ensure ongoing development and valuable improvements are made to the Project Management process. For all projects, the Project Manager should distribute this document using the same approval flows as those used for the original project Business Case. In all cases, this should include sending it to SMM and the NUIT PMO for information. Over time, the NUIT PMO will use this documentation to identify re-occurring issues and common outcomes and lessons learned. This will inform future activities and improve the maturity of the University’s project management practices.
5.8 Immediate Closure of a Project Where a project needs to close because it is no longer appropriate to continue with its delivery, the following procedure should be followed.
Having firstly secured the agreement of the Project Sponsor and Project Steering Group to close the project, the Project Manager should produce an Exception Report detailing the reasons for immediate closure, including alternative options considered and discounted. The Exception Report should be used to seek approval to formally close the project from the same authority that originally approved the project Business Case. This will be either SMM alone or SMM and DCSG. The formal approval should be documented via the minutes of the meeting for future reference. Once approval is secured and all expenditure against the project has been processed and no further financial transactions are to be administered, contact should be made with the NUIT Management Information Specialist to close the project account. Finally, a Lessons Learned Review session should be undertaken by the Project Steering Group. This review will use the information stored in the project Lessons Learned Log which has been updated throughout the life of the project and any feedback provided by the appropriate approval authority. The review should also include representation from the NUIT PMO to provide impartial input into the reflection process. The outcome of the session should be written up into a Lessons Learned Report. The Project Manager should distribute this document using the same approval flows as those used for the original project Business Case. In all cases, this should include sending it to SMM and the NUIT PMO for information.
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