Project Organisation & Project Board
Terms of Reference
Reference number:
Project Title:
Date of Issue:
Responsible Board:
Portfolio Holder:
Strategic Links:
Project Executive/Sponsor:
Project Manager:
Version No:
Version History
Approvals:
Distribution:
[Insert VPO+ allocated Project Reference Number]
[Insert Project Title]
[Insert date this document is issued]
[Insert name of responsible Board]
[Insert name of the PVC/Dean Portfolio Holder]
[List the main Oxford Brookes core priorities related to this
project]
[Insert name of Project Executive]
[Insert name of Project Manager]
0.1
1. Programme Director [NAME]
2. Programme Manager [NAME]
3. Project Executive [NAME]
4. Other [NAME]
1. Programme Director [NAME]
2. Programme Manager [NAME]
3. Full Programme Board [NAMES]
4. Other [NAME]
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
Guidance on Template Completion
VPO+ welcomes suggestions and queries and is available to help you in using this template.
 Retain the agreed formatting and styles.
 All headings and sub-headings must remain. If any section does not apply to your project just
add a comment that says it is not applicable and why.
 All red text in italics indicates information that needs adding. Please return the font to black,
non-italics after completion.
 All grey text in square brackets is guidance to help you complete the document. You may
leave it in your document as an explanation of each section for others or you may remove it.
 Be as succinct as possible.
 Use facts and bullet points where you can.
 Additional details to support gateway decisions may be added as further appendices if
appropriate.
OBU Project Board ToR v 06.16
Page 2 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
Project Organisation & Project Board
Terms of Reference
[This document template follows standard project management good practice for project roles and a
responsibility so is written for you as standard text. It therefore simply requires the addition of names
and dates in the tables and as indicated within the text. Please consult VPO+ before making any
changes to the descriptions of roles or responsibilities so that we can support you in ensuring good
practice is followed, and to help us respond to any frequently requested amendments].
1. Sponsoring Group
Sponsoring Group is usually the Board of Governors, EB or SMT but may be a partnership
board in some instances i.e. it is an existing strategic level decision-making body within
Brookes.
1.1
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1.2
Responsibilities
Sets leadership style appropriate to the change to: motivate staff, promote team
working, empower at all levels, encourage new initiatives and appropriate risk taking
Authorises the Programme Brief
Defines the Vision of the programme
Approves programme funding
Resolves programme strategy and direction
Approves programme progress against strategic direction
Provides commitment to and endorsement of programme objectives at executive and
communications events
Advises and supports the Programme Director
Holds sign-off of successful delivery at closure of programme
Sponsoring Group for XXX Project
Name of body: BoG/Executive Board/SMT/Fac. or Dir. Exec.(Delete as appropriate)
The membership of the Sponsoring Group at Programme Initiation stage, [DATE], is:
Job Title1
Name
1
This is their contracted job within Oxford Brookes University. It is not about any specific role they
may hold responsibility for within the temporary management environment of a strategic change
programme or a project.
OBU Project Board ToR v 06.16
Page 3 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
2. Programme Board
A Programme Board is a board set up to manage delivery of a suite of projects designed to
create step change towards the strategic aims of Oxford Brookes. It is chaired by the Dean
or ProVC accountable for that strategic aim, who also fulfils the role of Programme Director.
Where no Programme Board exists the Sponsoring Group must assume the roles and
responsibilities of the Programme Board.
2.1
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2.2
Responsibilities
Makes resources available for planning and delivery of change
Defines acceptable risk profile for the programme and related projects
Owns resolution of specific risks and issues within the programme
Ensures delivery within the agreed parameters
Represents local strategies and medium-term plans and resolves strategic and
directional issues between projects
Resolves dependencies with other work, within or outside the programme
Ensures the integrity of benefits profiles and realisation plans
Supports the application of and compliance with operating standards
Assures operational stability throughout the change cycle
Programme Board for [XXX] Project
Name of body: [XXX]
Membership at Project Initiation stage, [DATE], is shown in the following table:
Role on Board
Name & Job Title of Role Holder
Programme Director/SRO (Chair)
Programme Manager
Business Change Manager
Supplier Lead
Programme Assurance
(Adviser to Director, attends the
board but is not a member)
HR Lead (if required)
Programme Accountant (if required)
Design Authority (if required)
Procurement Lead (if required)
Risk Manager (if required)
Benefits Manager (if required)
Legal Lead (if required)
OBU Project Board ToR v 06.16
Page 4 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
3. Project Board
3.1
Responsibilities
The Project Board is responsible to the Programme Board for the overall direction and
management of the project. It has responsibility and authority for the project as defined by
the Programme Board in the Project Brief. Where no Project Board exists the Programme
Board must assume the roles and responsibilities of the Project Board.
At the start of a project the Board:
 Gives approval for the project to proceed via acceptance of the Project Brief
 Agrees with the Project Manager their role and responsibilities
 Specifies quality assurance and any other constraints
 Confirms tolerances with Programme Manager
 Approves Project Initiation Documents ensuring compliance with Brookes standards,
policies etc.
 Delegates Project Assurance role
 Commits resources required for Stage One of the project
 Ensure appropriate communication relating to the project takes place with relevant
stakeholders
During the project the Board:
 Provides guidance and direction to the project keeping it within the agreed constraints
 Reviews each stage and approve progression to next
 Approves, where appropriate, any Requests for Change
 Ensures compliance with Programme Management directives e.g. from the Programme
Board
 Ensure appropriate communication about the project takes place with relevant
stakeholders
At the end of a project the Board:
 Assures that all products have been delivered and to required standards (Acceptance
Criteria).
 Approves End Project Report
 Approves Lessons Learned Report and passes to VPO+ and the appropriate authority for
action
 Notifies Programme Management of project closure
 Approves Post-Project Review Plan
 Ensure appropriate communication about the project takes place with relevant
stakeholders.
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3.2
Membership
Membership of the board is restricted to those fulfilling the specific project roles shown in the
table below.
OBU Project Board ToR v 06.16
Page 5 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
Whilst, on occasions, other individuals may be invited to attend meetings to provide specific
information to support the Project Board’s decision-making this does not indicate or
constitute membership or a right to attend.
Role on Board2
Name & Job Title of Role Holder
Project Executive (Chair)
Project Manager
Senior User (Staff)
Senior User (Student)
Senior Supplier
Project Assurance
[Adviser to Executive, attends the board but is not
a member]
2
GUIDANCE NOTE: Any proposed additional membership should be undertaken in a considered way. Please seek the
guidance of VPO+ as this will require:
1. A specific role with agreed responsibilities.
2. These responsibilities to be outlined in section 3 along with those of other members.
3. The responsibilities drafted to compliment and not conflict with those of others on the board.
Any additional role and associated responsibilities, and consequent adjustments to the roles and responsibilities of others must
not jeopardise Project and Programme Management good practice. Therefore, in addition to the usual sign-off of Project and
Programme Boards, any such changes require the unqualified approval of both Programme and Project Assurance post holders
as these are your Project Management expert advisers.
OBU Project Board ToR v 06.16
Page 6 of 11
3.3
Project Board Meetings
1. Date of first meeting: [DD/MMM/YYYY]
2. Frequency of future meetings [this should be monthly as a minimum]
3. Time to be allowed: 90 minutes [recommended]
4. Action Points circulation:
[List here any individuals or groups beyond the normal project/programme reporting structures
that are to be included in circulation of Action Points from meetings.]
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[NAME]
[NAME]
[NAME]
4. Responsibilities of Individual Project Board
Members
The individual members of the Project Board have discussed their role and responsibilities
with [NAME] in their capacity as Project Executive/Programme Manager/Programme
Director. (Delete as appropriate).
Board members are fully aware of the responsibilities of the role as outlined in the Terms of
Reference and have given an undertaking to carry them out.
Members agree to prioritise their attendance at board meetings.
Members recognise that they may delegate tasks, but the responsibilities remain with them,
therefore no substitutions can be made with regard to board attendance.
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
RESPONSIBILITIES:
ROLE:
Project Executive (Chair)
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DATE:
ROLE:
Project Manager
RESPONSIBILITIES:
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DATE:
[XXX]
Oversees development of the Project Brief and Business Case
Ensures coherent governance arrangements and project plans are put in place
Authorises expenditure
Sets stage tolerances for time, budget and quality
Strategic monitoring and control of project
Checks changes in scope, budget or time for impact on the Business Case
Ensures that risks are effectively managed
Briefs Programme Manager about project progress
Organises and chairs Project Board
Reports to Programme if project exceeds, or anticipate that will exceed agreed
tolerance and recommends appropriate action
Signs-off End Project Report and Lessons Learned and approves project
closure
Ensures project benefits are realised
Holds post-project review and report results to VPO+ stakeholders
[DD/MMM/YYYY]
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NAME:
SIG:
NAME
[Agreement and signature must be obtained
prior to seeking sign-off of the Business Case
by the Programme Board]
[XXX]
Authority to run the project on a day-to-day basis on behalf of the Project
Board within the constraints laid down by them
Directs and motivates the project team
Ensures adequate project administration is in place
Plans and monitors the project
Produces key project documents and regular reports for Project Board sign-off
Manages project risks and associated plans
Liaise with Programme Manager
Responsible for Change Controls and Configuration Management
Prepares Project Highlight Reports and End Stage Reports for the Project
Board
Agrees technical and quality strategy with the Project Board
Prepares Lessons Learned, End Project and any Follow-On Actions Reports
[DD/MMM/YYYY]
OBU Project Board ToR v 06.16
SIG:
[Agreement and signature must be obtained
prior to seeking sign-off of the Business Case
by the Programme Board]
Page 8 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
Project Assurance
ROLE:
(Adviser to Executive, attends the board but
is not a member)
RESPONSIBILITIES:
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DATE:
RESPONSIBILITIES:
ROLE:
DATE:
Senior User (Staff)
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[XXX]
Reports to the Project Executive/Programme Director to give them confidence
that:
o the project/programme is being effectively managed
o project/programme good practice is followed
o the project/programme is on track
Advises the Project Manager and Team Manager/Programme Manager and
Business Change Manager on project and programme management best
practice
May liaise with the Senior User to provide confidence that user requirements
are being met
May liaise with the Senior Supplier to provide confidence that supplier
standards and procedures are being met. [For projects with a commercial
supplier this role should be carried out by somebody separate to the main
assurance function in order to avoid conflict of interest. Dependant on the type
of project, alternatives may be found from areas such as procurement, contract
management in the business area concerned, OBIS or legal services].
[DD/MMM/YYYY]
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NAME
SIG:
NAME
[XXX]
Chairs any user groups or forums, except the student user group(s)
Works collaboratively with the Senior User (Student)
Right to attend user groups and forums chaired by Senior User (Student)
Ensures project requirements are fully and accurately specified in the Business
Case
Specification of the quality of the outcomes
Resolve user requirement conflicts
Monitors that the quality, functionality and ease of use of the outcomes meets
user need
Ensures release of required user resources to the project
[DD/MMM/YYYY]
OBU Project Board ToR v 06.16
SIG:
[Agreement and signature must be obtained
prior to seeking sign-off of the Business Case
by the Programme Board]
Page 9 of 11
Insert Project Name
Project Organisation & Board Terms of Reference
Date: [insert]
RESPONSIBILITIES:
ROLE:
Senior User (Student)
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DATE:
RESPONSIBILITIES:
ROLE:
DATE:
[XXX]
Chairs any student user groups or forums
Works collaboratively with the Senior User (Staff)
Right to attend user groups and forums chaired by Senior User (Staff)
Ensures project requirements are fully and accurately specified in the Business
Case
Specification of the quality of the outcomes
Resolve student user requirement conflicts
Monitors that the quality, functionality and ease of use of the outcomes meets
student user need
Ensures release of required user resources to the project
[DD/MMM/YYYY]
Senior Supplier
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NAME
SIG:
NAME
[Agreement and signature must be obtained
prior to seeking sign-off of the Business Case
by the Programme Board]
[XXX]
Accountable for the quality of products delivered by the supplier
Agrees objectives for supplier activities
Resolves supplier requirement conflicts
Ensures release of required supplier resources to the project
Undertakes Project Assurance from the supplier perspective (supplier
assurance).
[DD/MMM/YYYY]
OBU Project Board ToR v 06.16
SIG:
[Agreement and signature must be obtained
prior to seeking sign-off of the Business Case
by the Programme Board]
Page 10 of 11
Document Version Control History
Use the table below to record the version number and the critical changes made through the
development cycle of your Project Organisation & Project Board Terms of Reference
document:
Version no.
Date
published
Author
Summary of changes to document
e.g. 0.1
24.05.16
H Rowlands
First draft of Project Board Terms of Reference
0.2
01.06.16
H Rowlands
Section 2.2 – Updated Programme Board
Gateway Control
This section is to be completed following review by the responsible Board:
Gateway 2: Investment Justification
Gateway 2 Approval
Tick
Chair of responsible board
appropriate
box
Approved to proceed to
next stage
Resubmission required
Not approved
PRINT NAME …………………………………………..
Signature……………………………………………..