Project Initiation Document
For the
[Project Short Name]
Project
Project ID:
[Project ID]
Project Name:
[Project Short Name]
Project Sponsor:
[Project Sponsor’s Name]
Project Manager:
[Project Manager’s Name]
EOG Champion:
[EOG Champion’s Name]
Project Type:
[Operational/ Change Management/ Legislative/ External/ New Build
/Refurbishment/ IT/ Infrastructure/ Audio Visual]
Document Author:
[Author’s Name]
Status:
[Final/draft/in Review]
Version:
[Version No]
Issue Date:
[Issue Date]
TCD
PMO
[Project Short Name]
Project Initiation Document
Project ID:

[Project ID]
[NOTE: About this template…
For details of the Capital Projects Governance Process, please refer to the TCD PMO Handbook, which
can be found at the PMO website located at:
https://www.tcd.ie/local/pmo/
Standard templates for production of this and all other project management documents are available on
the PMO website.
The Project Initiation Document (referred to as PID from this point onwards) outlines the approach by
which the project will be managed, and how success will be measured and assessed. It is the first key
document the Project Manager produces during the Initiation and Strategic Planning stage of the
Capital Projects Governance Process. It contains a deeper and expanded level of planning, financial,
organisation, resource, and delivery management detail from that outlined in the Business Case.
The PID and the supporting documentation form the contract between the Project Manager and the
Sponsor/Steering committee. Both parties are required to sign off the document and the final document
(including sign off) will be issued to the Project Team.
The Project Manager should consider areas that may need to review this document in advance of the
submission to Steering for approval.
Key stakeholders in other areas directly involved in delivery of the project or on whom the project is
dependent, should review or approve this submission with the results recorded here. It is understood that
reviewers / approvers do so primarily from the perspective of their relevant area / project role.
The table below is provided as a support checklist for use by the Project Manager to identify and track
areas / resources that may be required to review the document.
Key Stakeholder/
Dependency area
Role
Action
Review Date
EOG Champion
Review and
Comment/ Sign Off/
Inform
DD/MM/YYYY
Finance Partner name
Review and
Comment/ Sign Off/
Inform
Review and
Comment/ Sign Off/
Inform
Review and
Comment/ Sign Off/
Inform
Review and
Comment/ Sign Off/
Inform
Review and
Comment/ Sign Off/
Inform
Review and
Comment/ Sign Off/
Inform
DD/MM/YYYY
Estates and Facilities rep
name
HR rep name
ISS rep name
Disability Services Rep name
AN Other
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DD/MM/YYYY
DD/MM/YYYY
DD/MM/YYYY
DD/MM/YYYY
DD/MM/YYYY
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If appropriate, the Project Manager can request the College PMO for assistance during completion of the
document.
In the document, some fields have been standardised to support ease of completing the template. They
can be easily replaced by using the standard replace command in Word
[Project ID]
[Project Short Name]
[Project Sponsor’s Name]
[EOG Champions’ Name]
[Project Managers’ Name]
[Authors’ Name]
[Version No]
[Issue Date]
The document content in blue italics is included for support purposes only, and should be deleted
before issuing the document.]
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[Project ID]
Document Information
Project Name:
Prepared By:
[Project Short Name]
[Authors’ Name]
Document Template Version No:
Title:
Document Template Version Date:
Reviewed By:
Review Date:
0.3
22/07/14
Distribution List
Key stakeholder/Dependency
area
Role
Action
Action Date
Name
[EOG Champion’s name]
EOG Champion
Sign Off
DD/MM/YY
Name [Project Sponsor’s name]
Project Sponsor
Sign Off
DD/MM/YY
Name
Steering Committee Member
DD/MM/YY
Name
Steering Committee Member
Name
Steering Committee Member
Name
Finance Partner
Name
Estates and Facilities rep
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Name
ISS rep
Review/ Sign-off /
Inform
DD/MM/YY
Name
Disability Services Rep
DD/MM/YY
Name
HR rep
Name
AN Other
Name
AN Other
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
Review/ Sign-off /
Inform
DD/MM/YY
DD/MM/YY
DD/MM/YY
DD/MM/YY
DD/MM/YY
DD/MM/YY
DD/MM/YY
* Action Types: Sign Off, Review, Inform
Version History
Ver. No.
Ver. Date
Revised By
Description
0.1
0.2
0.3
0.x
1.0
1.1
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Contents
ABBREVIATIONS.................................................................................................................................................... 7
REFERENCED DOCUMENTS ................................................................................................................................... 7
1. INTRODUCTION............................................................................................................................................ 8
1.1.
PURPOSE OF THE DOCUMENT ................................................................................................................ 8
1.2.
OBJECTIVE ............................................................................................................................................ 8
1.3.
PROJECT SUCCESS CRITERIA ................................................................................................................ 8
1.4.
AUTHORITY FOR THE PROJECT ............................................................................................................... 9
2. PROJECT DEFINITION ............................................................................................................................... 10
2.1.
KEY MILESTONES AND DELIVERABLES .................................................................................................. 10
2.2.
SCOPE ................................................................................................................................................ 10
2.2.1. In Scope ............................................................................................................................................ 10
2.2.2. Out of Scope: .................................................................................................................................... 11
2.3.
PROJECT COSTS, OPERATIONAL COSTS, BENEFITS.............................................................................. 11
2.4.
KEY PROJECT ASSUMPTIONS ............................................................................................................... 12
2.5.
PROJECT DEPENDENCIES .................................................................................................................... 12
3. PROJECT ORGANISATION, ROLES AND RESPONSIBILITIES ............................................................. 13
3.1.
PROJECT TEAM STRUCTURE ................................................................................................................ 13
3.2.
KEY ROLES & RESPONSIBILITIES .......................................................................................................... 14
4. PROJECT GOVERNANCE ......................................................................................................................... 17
4.1.
KEY PROJECT GOVERNANCE PRINCIPLES ............................................................................................. 17
4.2.
[PROJECT SHORT NAME] PROJECT GOVERNANCE MODEL ..................................................................... 18
4.3.
GOVERNANCE MEETINGS ..................................................................................................................... 19
4.3.1. Project Team Status Meeting ............................................................................................................ 19
4.3.2. Steering Committee Meeting ............................................................................................................. 20
4.3.3. Other Meetings .................................................................................................................................. 20
4.4.
GOVERNANCE REPORTING ................................................................................................................... 22
4.5.
GENERAL ADMINISTRATION & SUPPORT ............................................................................................... 22
5. CONTROLS ................................................................................................................................................. 23
5.1.
PROJECT FINANCIAL MANAGEMENT ...................................................................................................... 23
5.2.
CHANGE REQUEST MANAGEMENT PROCESS – CHANGE CONTROL ......................................................... 23
5.3.
RISK, ASSUMPTION, ISSUE & DEPENDENCY (RAID) REVIEW MANAGEMENT PROCESS ............................ 23
5.4.
POLICIES, PROCEDURES AND STANDARDS ............................................................................................ 23
6. PROJECT PLANS, PROCESSES AND APPROACHES .......................................................................... 25
6.1.
DELIVERY PLAN ................................................................................................................................... 25
6.2.
FINANCIAL/RESOURCE PLAN ................................................................................................................ 25
6.3.
PROJECT REVIEW & ACCEPTANCE PROCESS ........................................................................................ 26
6.3.1. Deliverable Review and Acceptance Process .................................................................................. 26
6.4.
TRAINING APPROACH ........................................................................................................................... 27
6.5.
TESTING APPROACH ............................................................................................................................ 28
APPENDICES ..................................................................................................................................................... 29
APPENDIX A1 ..................................................................................................................................................... 29
APPENDIX A2 ..................................................................................................................................................... 29
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Abbreviations
[Note: This section should provide details of common abbreviations used within the document. Update
the table below or remove, as appropriate.]
The following table provides a list of abbreviations commonly used throughout the project documentation.
Abbreviation
Description
CRG
Capital Review Group
EOG
Executive Officers Group
PID
Project Initiation Document
PMO
Programme Management Office
RAID
Risk / Assumption / Issue and Dependency logs
SME
Subject Matter Expert
TCD
Trinity College Dublin
Referenced Documents
[Note: This section should provide details of any existing documents that can be referenced by the reader
for additional information as appropriate. Update the table as appropriate.]
[EXAMPLE:
The following table provides a list of documents that are referenced in this document.
Title
Description / Comment
Location
Business Case, Approval &
Prioritisation Summary
These documents provide details of the
Approved Business Case and act as a starting
point on which to build outputs for this stage of
the project
https://www.tcd.ie/local/pmo/guide
s-templates/
Delivery Plan
This document will be initially delivered during
As above
this stage of the project. It will continue to evolve
during project stages to include detailed plan
and change requests.
RAID log
This document will be initially delivered during
As above
this stage and will continue to be updated during
the projects stages with details of all Risks,
Assumptions, Issues and Dependencies.
PMO Handbook
This document contains guidelines for TCD
management approach, deliverables and
processes. It reflects the latest standards with
which projects need to comply
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1. Introduction
1.1.
Purpose of the Document
This document provides details of how the [Project Short Name] project will be managed through the
project lifecycle and how the project’s success will be measured and assessed at project closure. It
provides an overview of the key deliverables, delivery timelines and project budgets.
The document should be read in conjunction with the other management documents for the project as
listed below:




Business Case
Delivery Plan
Financial/Resource Plan
RAID Log
This PID, along with other key project management documents forms the basis for a contract
between the Project Sponsor and the Project Manager.
1.2.
Objective
[Note: This section should contain a concise listing of the objectives/purpose of the project as outlined in
the Business Case.]
[EXAMPLE:
The objective of [Project Short Name] is to deliver the following within the budget of??? and the timeline
of??? . Key objectives as follows:



xxx
xxx
xxx
1.3.
Project Success Criteria
[Note: This section should outline how the success of the project will be measured – what will it
measured against to prove its success.
It might be useful to review the key deliverables and consider which ones could be assessed as part of
the project success & what would they be measured against e.g. % process improvement in time to
execute, % or € reduction in cost.
You may wish to take the Success Criteria documented in the project Business Case as a basis for this
section, and build on it during the project planning activities. This section, as per the document, is viewed
from the Project Manager’s perspective as this is the basis of the contract between the PM and the
Project Sponsor.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The project will be considered to be successful if it …

Delivers the specified / approved deliverables
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



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[Project ID]
o within the approved budget
o within the approved timeline
o to the required specified quality
Provides timely & effective status reports to the Steering Committee and CRG (via the PMO)
Improves the efficiency of the xxx process by y%
Delivers the specified training to College with minimal impact on the ongoing College operations
Xxx
1.4.
Authority for the Project
[Note: This section should contain the details of the authorisation given, who provided authorisation, what
is to be delivered for the next stage and how much funding (if any) is approved. The details should be
added at each Stage Gate approval. ]
[EXAMPLE:
The estimated overall project budget of €650,000 including VAT was approved in principle by EOG on
10/02/2014. Approval for actual spend of €70,000 was given on 10/02/2014 to get to Tender Completed
(Gate 4).
Approved
Capital Spend
Stage Name
Initiation & Strategic Planning Completed (Gate 1)
Detailed Planning & High Level Design Completed
(Gate 2)
Detailed Design Completed (Gate 3)
Tender Completed (Gate 4)
Approved by
Date
€0
CRG
10/02/14
€20,000
CRG
10/02/14
€30,000
CRG
10/02/14
€20,000
CRG
10/02/14
Execution & Handover Completed (Gate 5)
€0
CRG
TBC
Closeout Completed (Gate 6)
€0
CRG
TBC
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2. Project Definition
2.1.
Key Milestones and Deliverables
[Note: This section should provide details on the key project deliverables and their scheduled delivery
dates. You may wish to take the key deliverables documented in the project Business Case as a basis for
this section, and build on it during the project planning stages.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
Below is a summary of the key project deliverables and scheduled delivery dates. For full details of all
project deliverables and their related delivery dates, please refer to the project Delivery Plan.
Key Deliverable/Milestones
Scheduled
Delivery Date
Initiation & Strategic Planning Completed (Gate 1)
10/02/14
Project Initiation Document
31/03/14
Detailed Planning & High Level Design Completed (Gate 2)
31/04/14
Definitive Procurement Strategy
17/05/14
Contract Type Proposal
17/05/14
Detailed Design Completed (Gate 3)
31/05/14
Tender documentation prepared and ready
01/08/14
Tender assessment criteria, Tender analysis and report documents
10/08/14
Tender completed (Gate 4)
11/08/14
Acceptance Plan
TBC
Handover and Implementation Plan
TBC
Handover and Implementation Completed (Gate 5)
TBC
Closeout Completed (Gate 6)
TBC
2.2.
Scope
[Note: This section should provide details of what is within scope and what is out of scope for this project
and should refer to the Business case as the basis of that information. It should be as specific as
possible. This will minimise any misunderstanding on what is to be delivered (or not) by the project.
[EXAMPLE:
The sections below provide details of what is in scope and what is out of scope for project delivery.
2.2.1. In Scope





All floor space to 1st and 2nd floors including meeting room
Revised Floor plan to cater for 15 people
Additional workstations
Purchase of xx additional laptops
Improvement to heating system to maximum value of xx
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
Audio visual equipment in Meeting room






2.2.2. Out of Scope:
All other floors in this building
Common areas – e.g. Foyer or Ground Floor
Structural Change of any kind that has not been specifically included in scope
Change to windows as per other floors in the building
Change to physical Access to Building/floors
Anything not explicitly stated as ‘In Scope’
Any changes to the scope will be managed by the project manager through the Change Request
Management process
2.3.
Project Costs, Operational Costs, Benefits
[Note: Provide high level synopsis of the project approved budget.]
[EXAMPLE:
Below is a summary of the key project costs (both Project costs & On-going Operational costs) and
resource effort estimates. For full details of the project financials, please refer to the project Financial /
Resource Plan.
RESOURCES & COSTS
Total Operational
Costs / Benefits
Year 1 - 5
Project Totals
Man
Days
Overall:
Project &
Operational
Year 1-5
€
Resources (Internal)
40.0
€0
€0
€0
Resources (External)
0.0
€20,000
€10,000
€30,000
Construction - Refurbishment
N/A
€60,000
€0
€60,000
Construction - Decant
N/A
€10,000
€0
€10,000
€5,000
€10,000
€15,000
N/A
€14,250
N/A
€14,250
€25,127
€4,600
€29,727
€134,377
€24,600
€158,977
ISS Costs
Contingency @
15%
VAT @ 23%
Sub-total
€2,687
PMO Levy @ 2%
Overall Total Costs
40.0
€137,064
€2,687
€24,600
€161,664
BENEFITS
Resources (Internal)
€0
Resources (External)
€0
Construction - Refurbishment
€0
€200,000
Increased Revenue
Overall Benefits
COSTS less BENEFITS
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€137,064
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€200,000
-€200,000
-€175,400
-€38,336
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2.4.
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Key Project Assumptions
[Note: This section should provide details of the key project assumptions that have been identified. What
has been assumed when developing the project financial / resource / delivery plans, etc? It might be such
things as …





Manual solution will adequately support the operations & no automation is required for a
minimum of 12 months
The resources promised by Dept. A will be available for the Project
The Polices and regulations this project will conform to are as follows …
The systems and applications required to interface are limited to …
Third Party contracts handling basis
You may wish to take the assumptions documented in the project Business Case, along with those
documented in the Resource Plan and Financials Plan documents, as use as a basis for this section,
building on it during the project planning activities.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
No
1
2
3
4
5
Assumptions
No physical access changes are required
Suitable Suppliers are available on Current Framework listing available on FIS
Where possible furnishings that are fit for purpose will be kept.
xx number of workstations required
2.5.
Project Dependencies
[Note: This section should provide details of the key project dependencies that have been identified.
What is the project dependent on to enable project delivery and success? It might be such things as …



Making a specific skill which is in short supply available to the project in a particular timeline;
The availability of the required resources either internal TCD or external to TCD;
Availability of a particular budget from an external body e.g. The TCD foundation
You may wish to take the dependencies documented in the project Business Case as a basis for this
section, and build on it during the project planning activities.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
No
1
2
3
4
Floor space currently used by ?? will be vacated as scheduled
Estates and Facilities resources will be available to support project timeline
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3. Project Organisation, Roles and Responsibilities
3.1.
Project Team Structure
[Note: This section should provide details of the project team structure – usually easiest as a diagram, but
not necessarily in that format. It should show the roles & names of people who are involved in the project
delivery. At a minimum it should include the Governance Bodies, Project Sponsor, and Project Manager.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The following chart illustrates the project team structure.
Project Team Structure
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3.2.
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Key Roles & Responsibilities
[Note: This section should include role & responsibility definitions for the project management team and
any other key resources identified.
Below is a table with some examples of what could be included and is an extract from the list of known
project roles & responsibilities available in the PMO Handbook.
Please refer to the PMO Handbook for a full list of known roles & responsibilities, and extract the relevant
roles for your project. Then update / amend the content as required and appropriate.
If a role is not listed / detailed in the PMO Handbook, please add it to your table.
Where possible, include the specific name of individuals for roles.]
[EXAMPLE:
The following table contains information on the roles and responsibilities of the project management team
and other key project stakeholders for the [Project Short Name] project.
Project Role /
Resource Name
Key Project Responsibilities
Steering Committee Role Summary: The Steering Committee member’s role is to ensure that project priority &
Members /
resource commitment is achieved and maintained within their department and to approve /
[Name xxx, xxx,
accept key project deliverables as presented by the project team.
xxx]

Steering Chair /
[Steering Chair’s
Name]
Version: 1.1
Ensuring compliance with Capital Project Governance under which the
programme/project operates.

Monitoring and controlling the project scope and containing it to what is formally
defined and approved in the Business Case.

Ensuring that all changes are formally approved via the Change Request Management
process.

Reviewing and accepting key programme/project deliverables as required.

Ensuring project priority is achieved and maintained within their department / area.

Proactively and visibly sponsoring the project within their department / area.

Making strategic decisions on items raised by the project, to support delivery of the
project’s overall objectives and purpose.

Resolving Risk, Issue and Dependency items escalated through the Risk and Issue
Review Management process.

Attending key project meetings as requested.

Challenging or testing that project benefits continue to be valid throughout the
programme/project lifecycle.

In the event of a conflict between the Chair and Sponsor which cannot be resolved at
Steering, Chair has the responsibility of escalating to EOG for resolution.
Role Summary: The Steering Chair’s role is to ensure that Steering meetings are run as
effectively as possible and support the successful delivery of the project objectives, goals
and vision. The Chair holds the Sponsor, Steering, Project Team and stakeholders to
account for decisions and project delivery and ensures that Steering members act in the
best interests of the overall project objectives, goals and vision, and not their own specific
department / area.
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





Project Sponsor /
[Project Sponsor’s
Name]
Project ID:

[Project ID]
Ensuring information being presented to Steering and through Governance is complete
and accurate, and effectively represents the project’s delivery status.
Supporting and advising the Sponsor throughout the delivery.
Holding the Sponsor, Steering Committee, Project Team and key stakeholders to
account for decisions and project delivery.
Ensuring that the Steering members act in the best interests of the overall project
objectives, goals and vision, and not their own specific department / area.
Ensuring that all Steering members engage to the appropriate level in the discussions
and decisions of the committee.
Ensuring the meetings are organised, managed and executed in an effective and
efficient manner to maximise the Steering Committee members’ investment of time and
effort.
Role Summary: The Sponsor has overall accountability for delivering the project within the
agreed scope, timeline, quality and budget and is accountable for gaining project financial
approval and for demonstrating project benefits in order to make the case for approval and
prioritisation of the project. The Sponsor develops the Business Case and
approves/accepts key project deliverables.
Financial Management

Accountable for ensuring financial approval for the project (project costs, on-going
operational costs and benefits realisation).

Accountable for ensuring approval to draw down on the project budget at each
Stage Gate or as agreed in the Business Case or at project approval.

Accountable for Financials Planning of project, and initiate corrective action where
necessary within the constraints laid down by the project.
Communication, Direction and Enablement

Responsible for forming/assembling the Steering Committee.

Chairing Steering or nominating/selecting an independent Chair.

Acting as advocate for the project and gain commitment from other key
stakeholders.

Single point of contact for project communications external to the project team.

Interface with Steering/CRG/EOG/Board and key Business Stakeholders proactively delivering key project messages.
Project Management and Governance

Overall accountability for delivering the project within the required scope, timeline,
quality and to the agreed budget, as agreed in the Business Case.

Ensuring that the project management Monitoring and Control processes (to
include financial, resource, scope, timeline and quality) are planned and executed
effectively.

Accountable for the progress of the programme/project and use of resources.

Accountable for recommending the move of the project through Stage Gates.
Project Deliverables

Responsible for development and presentation of the Business Case and related
ongoing deliverables including financial model.

Proposing/approving/accepting overall project solution and key project
deliverables.
Project Manager /
[Project Manager’s
Name]
Version: 1.1
Role Summary: The role of the Project Manager is to deliver the project to approved
scope, timeline, budget and quality. The Project Manager is the Single Point of Contact
from the project delivery perspective and manages the internal and external project team
members. The Project Manager reports to the Sponsor. The Project Manager attends
Steering reporting on project performance, but does not have voting or decision rights on
the committee.
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




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[Project ID]
Delivering the project within the required scope, timeline, quality and to the agreed
budget.
Managing the Project Initiation Document and production of statement of
requirements
Anticipating and monitoring impending change requests to the project and
ensuring its effects on quality, cost, programme and compliance are adequately
quantified. Assess effects before such change requests submitted for approval via
the Change Control process are approved and keep Programme
Manager/Sponsor informed at all times.
Managing project detailed planning including schedule, progress tracking,
resource planning, status reporting, and risk, assumption, issue and dependency
(RAID) management.
Agreeing Project Delivery Plan with Programme Manager / Sponsor.
Financial Management

Financial and resource planning of the project within scope, and proposing and
initiating corrective action where necessary within the constraints laid down by
project governance.

Providing regular updates on project financial performance.

Monitoring and controlling all financial and resourcing aspects of the project, in
compliance with governance processes.

Supporting the Sponsor/Programme Manager in obtaining financial approval for
the project (project and on-going operational costs and benefits realisation).

Supporting the Sponsor/Programme Manager in getting approval to draw down on
the project budget at the end of each stage (gate).

Resolving priority conflicts or other internal project related issues that may arise
within the project.
Governance

Applying PMO methodologies, processes, templates and standards.

Ensuring compliance with the Governance (including the Stage Gate lifecycle)
under which the project operates.

Ensuring compliance with College procurement policies and procedures.

Establishing and coordinating control systems for cost, quality and timescale.

Coordinating approval of payments within agreed timelines.

Coordinate audits and reviews of the project including post-completion.
Risk and Issue Management

Raising Risk, Assumption, Issue and Dependency (RAID) items and proactively
managing project RAID Logs.

Escalating RAID items that cannot be resolved by the team to the Programme
Manager/Sponsor.

Identifying and advising the Sponsor of any risks associated with a delivery or
milestone.
Subject Matter
Expert /
[Name]
The Project Manager will fully comply with College procurement, publicity and retention of
documents policies and procedures. It is the Project Manager’s responsibility to report that
all procurement of services and products has been carried out in accordance with College
policy.

Provide expert knowledge on information collected and used in performing work

Provide expert knowledge on when, how and by whom information is used

Identify opportunities to improve effectiveness

Define the problems being experienced with existing processes or applications

Participate in defining functional requirements or specifications

Develop test cases

Perform and sign off on acceptance testing
Quantity Surveyor/
[Name]



Establish the cost of all materials based on completed Architect designs
Collate all costs and present to the Project Manager/team
Review costs on a regular basis during the project and report on variances
AN Other

xxx
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4. Project Governance
[Note: Governance plays a major part in supporting successful implementation. It is imperative that the
appropriate level of support & sponsorship is visible and active throughout the duration of the project.
In order to support the success of this project, it is essential that each area impacted by the change plays
an active role in sponsoring this change throughout their organisation.
The goal of the project governance is to ensure that the objectives of the [Project Short Name] project are
met.
All projects should follow the Capital Projects Governance Process as detailed in the PMO handbook.
So it is normally only necessary to provide the key points of note here using the section headings
provided, and to refer to the PMO handbook for further information.
However, if the Project being described in this document is not following the Capital Projects
Governance Process, then it is imperative to detail the differences in this section.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The [Project Short Name] project will follow the Capital Projects Governance Process, as detailed in
the PMO handbook. Project Governance consists of



Timely execution of the project schedules
Timely review and management of project progress, risks, issues and dependencies
Timely & appropriate communication to all engaged & related parties
4.1.
Key Project Governance Principles
[Note: This section should provide details of the key project governance principles.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
EXAMPLE:
The general project governance principles are as follows:






The governance management structure provides the framework for the division of responsibilities.
During the term of the engagement, a formal structure will exist for the management areas
described in this document.
The Steering Committee is ultimately responsible for the acceptance of key project deliverables,
and has overall responsibility for the governance of the project management.
The project will seek to utilise, where possible and appropriate, the existing stakeholder groups or
communications channels [Name them here] associated with this Project, for project updates and
group communications.
The [Project Short Name] Business Case dictates the scope of the project. Any changes to the
scope will be managed through the Change Request Management process.
The project will be managed using the Capital Projects Governance process, which requires
the production & acceptance of key project documents covering scope, deliverables, acceptance
criteria, resourcing, timelines & costs.
Each project stage will be required to have approval to commence in advance of starting &
acceptance / approval at closure, before the next related stage can start. This will be managed
through the Stage Gate Approval process. For full details of the process, please refer to the
relevant section in the in the PMO Handbook.]
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[Note: Insert details of the levels of governance structures that will be utilised for the project if different
from that detailed in the PMO handbook. An example is provided as a starter to help, but any appropriate
detail may be included which specific to the particular project.]
EXAMPLE: The project governance structure for the [Project Short Name] project, including the meeting
schedule, is outlined below.
The structure consists of the following group levels:
o
o
o
o
EOG
CRG
Steering Committee
Project Team
4.2.
[Project Short Name] Project Governance Model
[Note: This section should confirm if Stage Gate Approval applies, what stages are relevant and which
governance bodies are involved. Insert any appropriate diagram / detail for this particular project. An
example is provided as a starter, or refer to PMO Handbook for additional material]
[EXAMPLE:
CRG
Project Steering Committee
Project Team
Project Governance Model Information Flow
[EXAMPLE:
Stage Gate approval will follow the Stage Gate Approval process section in the PMO Handbook.
[ALTERNATE EXAMPLE:
This projects governance model largely utilises the processes, bodies, stages and information flows as
outlined in the PMO Handbook. Detailed below are the differences and why this non-standard
Governance approach was chosen.
Xxx
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Resolution of Risks &
Issues
EOG
Escalation of Risks
& Issues
Communications
Audit / Compliance
The following chart illustrates the flow of information within the [Project Short Name] project governance
model.
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Xxx
4.3.
Governance Meetings
[Note: This section should provide details of the meetings that will be initiated as part of the project
governance. Similar to previous sections of the PID, if the meetings are based on and with the
Governance bodies outlined in the PMO Handbook, then refer to them here.
However if Governance is reported or effected through existing College or specific meetings then detail
them here.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
Governance meetings will consist at a minimum, of the Project Team, and Steering Committee meetings.
4.3.1. Project Team Status Meeting
Meeting
Frequency
Participants
Project Status
Chair: Project Sponsor
Weekly
Project Manager
Team Lead 1
Subject Matter Expert 1
Xxx
Optional:
Project Sponsor
Purpose of Meeting
The purpose of this meeting is to review the status of the project and if necessary identify any corrective
action required. Updates from each attendee will provide the input to be reviewed at this meeting. The
outcome of this meeting will form the basis of a Project Status Report to be provided to interested
parties on a monthly basis.
Objective of Meeting
The objectives of the meeting are as follows:
o
o
o
o
o
o
Review and update of previous meeting actions
Review overall project status
Review and update on progress of the Delivery Plan
Review Risk, Assumptions, Issue & Dependency items with particular attention to items with high
impact that are not resolved
Escalate Risk, Issue & Dependency items that cannot be resolved by the meeting to the Sponsor /
Steering Committee as appropriate
xxx
Meeting Documentation and Information
The documentation requirements for the meeting are as follows:
o
o
o
o
o
Previous project status meeting minutes/actions (In)
Previous weekly Project status report (In)
Weekly updates from attendees – exception reporting only (In / Out)
Project Delivery Plan (In / Out)
xxx
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4.3.2. Steering Committee Meeting
Meeting
Frequency
Participants
Steering Committee
Chair: Project Sponsor
Monthly
Project Sponsor
Project Manager
Optional:
SME as required
Purpose of Meeting
The purpose of this meeting is to act as the decision making forum for escalation and resolution of key
project Risks, Issues and Decisions that could not be resolved by the [Project Short Name] project team
status meetings. It will review the status of the project and if necessary identify any corrective action
required. The reporting pack of information provided to the Steering Committee attendees will be used as
the input to be reviewed at this meeting.
The meeting will also be expected to provide support, leadership, guidance, and approve required project
deliverables.
Objective of Meeting
The objectives of the meeting are as follows:
o
o
o
o
o
o
Communicate and maintain the project objectives
Confirm the successful acceptance of each key deliverable / stage of the project
Initiate corrective action plans in anticipation/likelihood of non-achievement of key milestones
Provide executive direction, guidance and commitment
Review Risk, Assumptions, Issue & Dependency items with particular attention to items with high
impact that are not resolved
xxx
Meeting Documentation and Information
The documentation requirements for the meeting are as follows:
o
o
o
o
Previous Steering Committee meeting minutes/actions (In)
Steering Committee Reporting pack including summary project status, progress against milestones,
decisions required, financial reports of actuals & forecasts (monthly, (In)
Steering Committee Risk, Assumptions, Issue & Dependency logs (In / Out)
Xxx
4.3.3. Other Meetings
[Note: This section should provide details of other meetings that form part of the project governance but
which are not controlled / organised by the project. If no such meetings exist, it is only necessary to state
this.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
A number of other meetings will occur which form part of the overall governance, but which the [Project
Short Name] project does not manage. Where appropriate, the project will actively engage in these
meetings and comply with requests for information & project status reporting.
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Faculty Meeting
Frequency
Participants
Executives Meetings
Monthly
Faculty Executives
Project Sponsor
Project Manager
AN Other Meetings
Xxx
Xxx
Project ID:

[Project ID]
Purpose of Meeting
The purpose of presenting at these meetings is to communicate the status of the [Project Short Name]
project, seek support if required, and ensure continued focus on the project delivery by the Faculty. A
summary of the latest monthly Steering Committee status report will provide the input to be
communicated at this meeting.
Objective of Meeting
The objectives of the meeting are as follows:
o
o
o
Communicate current status of the project
Communicate main project messages
Seek specific support from the attendees, as appropriate
Meeting Documentation and Information
The documentation requirements for the meeting are as follows:
o
Summary of latest monthly Steering Committee status reports (In)
NOTE: For further details of the Governance meeting date, time, location, specific attendees, etc, please
see Appendix A3 – Governance meetings schedule later in this document.
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4.4.
Project ID:

[Project ID]
Governance Reporting
[Note: This section should provide details of how the project status will be communicated to the project
management team. The objective of the reporting is to ensure that items are raised for discussion and
resolution to the appropriate level in an effective and efficient manner.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The following communications will be used throughout the lifecycle of this project when the plans have
been developed & agreed:
Report Type
Content
Media
Author
Recipients
Frequency
Project Status
Report
Project status
against
scheduled
deliverables /
milestones
Project RAID log
reports, Change
Requests
PowerPoint,
Word or Excel
based template
– whatever is
appropriate for
specific project
Project
Manager
Project Manager
Project Sponsor
Monthly
Steering
Committee
Reporting Pack
High level project
status against
scheduled
deliverables /
milestones
Steering RAID
items, Change
Requests /Stage
Gate requests
PowerPoint,
Word or Excel
based template
– whatever is
appropriate for
specific project
Project
Sponsor
Steering Committee
Attendees
Monthly
4.5.
General Administration & Support
[Note: This section should outline any deviations from compliance with the standard TCD Project
General Administration & Support requirements, details of which can be found in the PMO Handbook
document.
If the project is to comply with the standards, then it is only necessary to confirm that here.
Alternatively, this section should include details of the deviations and provide reasons why the deviations
are required or necessary.]
[EXAMPLE:
The project will comply with the PMO Handbook around general project administration and support. For
full details, please see the relevant section in the PMO Handbook.
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5. Controls
[Note: This section should outline any deviations from compliance with the standard PMO Project
Controls which covers areas such as change request and financial management.
If the project is to comply with the standards, then it is only necessary to confirm that here.
Alternatively, this section should include details of the deviations and provide reasons why the deviations
are required or necessary.]
The following section describes the controls that will be implemented on the [Project Short Name] project:
5.1.
Project Financial Management
[Note: This section should outline any deviations from compliance with the standard project Financial
Management process, details of which can be found in the PMO Handbook.
If the project is to comply with the standards, then it is only necessary to confirm that here.
Alternatively, this section should include details of the deviations and provide reasons why the deviations
are required or necessary.]
The project will comply with the standard process documented in the PMO Handbook around project
Financial Management. For full details, please see the relevant section in the PMO Handbook.
5.2.
Change Request Management process – Change Control
[Note: This section should outline any deviations from compliance with the standard PMO Project
Change Request process, details of which can be found in the PMO Handbook.
If the project is to comply with the standards, then it is only necessary to confirm that here.
Alternatively, this section should include details of the deviations and provide reasons why the deviations
are required or necessary.]
The project will comply with the standard process documented in the PMO Handbook around project
change request management. For full details, please see the relevant section in the PMO Handbook.
5.3. Risk, Assumption, Issue & Dependency (RAID) Review Management
Process
[Note: This section should outline any deviations from compliance with the standard PMO Project Risk,
Assumption, Issue & Dependency Management Process.
If the project is to comply with the standards, then it is only necessary to confirm that here.
Alternatively, this section should include details of the deviations and provide reasons why the deviations
are required or necessary.]
The project will comply with the standard process documented in the PMO Handbook around the project
risk and issue management. For full details, please see the relevant section in the PMO Handbook.
5.4.
Policies, Procedures and Standards
[Note: All projects should adhere to the policies, procedures and standards defined by the College.
There the project deviates from any of these then details should be provided. It is sufficient to state that
the project will adhere will all College policies, procedures and standards.
[EXAMPLE:
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The project will comply with all College policies, procedures and standards which are pertinent to the
delivery of this project.
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6. PROJECT PLANS, PROCESSES and APPROACHES
6.1.
Delivery Plan
[Note: The Delivery Plan is initially developed during the Initiation & Strategic Planning stage and is
expanded during the following stages. A template is available at the PMO website. It is sufficient to refer
to this plan and provide details of its location]
[EXAMPLE:
The [Project Short Name] detailed Delivery Plan is available from the Project Manager and is maintained
in the project directory.
6.2.
Financial/Resource Plan
[Note: This is a living document for all project stages. The level of detail will be refined as the project
progresses through the stages / project lifecycle. The Finance/Resource Plan provides details of the
breakdown of the project budget (& actuals) and the internal / external resource estimates (& actuals)
approved for the project ].
[EXAMPLE:
The [Project Short Name] detailed Financial/Resource Plan is available from the Project Manager and is
maintained in the project directory.
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Project ID:

[Project ID]
Project Review & Acceptance Process
[Note: This section should provide details of the approach and timelines for reviewing and accepting the
project deliverables and overall project. The approach and timelines should be based around the stages
and stage gates themselves.
It should highlight the expectation being set on those who are required to either review deliverables or
accept them.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The [Project Short Name] project will follow the Review and Acceptance process as documented. This
is the basis upon which the project schedule will be formulated. Any delay in gaining review & acceptance
is likely to have an impact on the overall timeline for the project delivery.
For each Key Deliverable a Deliverable Acceptor will be identified. He/she is responsible for reviewing
and accepting the deliverable.
It is recognised that delays in acceptance are not in the interests of either the project or the TCD
organisation and as such, the Project Manager will work closely with the agreed Deliverable Acceptor to
eliminate acceptance delays.
6.3.1. Deliverable Review and Acceptance Process
[EXAMPLE Contd:
Review and acceptance for project deliverables will follow the following process:
1. The Project Manager will provide the agreed Deliverable Acceptor with a draft copy of the deliverable
for review.
2. Within three (3) working days of receipt of the draft, the Deliverable Acceptor will compile, correlate
and provide in writing any changes to the Project Manager for inclusion in the final deliverable, unless
mutually agreed otherwise. A review meeting may be arranged to facilitate this activity.
3. If changes have been requested, the Project Manager will incorporate the agreed changes within
three (3) working days and distribute to the nominated Deliverable Acceptor. An iterative approach
from draft to final will be taken, with no more than two iterations. If no changes have been received
from the Deliverable Acceptor within four (4) working days, the document “draft” designation will be
changed to “final” and the deliverable deemed accepted.
4. Distribution of this final deliverable constitutes acceptance by the Project Manager and Deliverable
Acceptor. If the Project Sponsor / Project Manager / Steering Committee consider it is appropriate, a
physical sign-off by the Project Manager & Deliverable Acceptor on an acceptance certificate will be
obtained.
5. Where the acceptance time is greater than 5 days, the Project Manager reserves the right to claim
excusable delay. ]
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6.4.
Project ID:
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[Project ID]
Training Approach
[Note: This section should outline the approach the project will take with regards to training. It may be that
external training is required, or facilitated on the job training is required, or formal internal TCD training is
to be developed and delivered (or a combination of the above).
A Training Plan (if relevant) is developed during the Execution and Handover stage. If a full Training
Plan document is needed, then a high level summary of the approach should be included here & the
need for the development of a separate approach document should be noted. Alternatively, include the
relevant information in this section, and provide other specifics in the project Delivery Plan which will be
further developed later in the project lifecycle – as appropriate.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
The introduction of new standards and processes will require training to be delivered across the xxx
department / College role in order to effectively support the solution delivery. It is envisaged that the
rollout of the new standards and processes will be executed in a phased manner, and the training will be
delivered to map to those phases.
A Training Plan document will be developed as part of the key project deliverables and will be approved
as required before progressing to training planning and execution.
The Training Plan will outline the approach to the training, including details of the skills gaps to be filled,
the number of resources to be trained, to what level / in what areas, and the timelines to deliver. It will
provide details of any key assumptions to successful training delivery, and any key known issues / risks
related to that delivery. It will also cover key principles for delivering the training e.g. that training must be
delivered in a timely manner, but should not adversely impact the day to day operations of the College.
When the Training Plan is agreed, detailed training schedules will be developed and maintained in the
project Delivery Plan which will support the effective delivery of the approach.
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Project ID:

[Project ID]
Testing Approach
[Note: This section should outline the approach the project will take with regards to testing. It may be that
all deliverables will be tested in advance of full implementation, or that partial testing will be performed on
the most risky deliverables / changes, or that a pilot stage testing specified deliverables will be executed
(or a combination of the above).
A Test Plan (if relevant) is developed during the Execution and Handover stage. If a full Test Plan
document is needed, then a high level summary of the approach should be included here & the need for
the development of a separate approach document should be noted. Alternatively, include the relevant
information in this section, and provide other specifics in the project Delivery Plan which will be further
developed later in the project lifecycle – as appropriate. For many TCD projects this section may not be
relevant. If that is the case then this should be stated in this section.
The content below is provided as an example of what could be included. Update the content below by
adding / updating / removing, as appropriate for the specific project.]
[EXAMPLE:
A pilot phase will be performed which will include the user testing of the new [Project Short Name]
processes. A selection of TCD test cases will be agreed with the Steering for inclusion in the pilot stage. It
is assumed that the scale of the pilot stage will be small with only 10-15 test cases being selected for
inclusion.
The purpose of the pilot testing is to confirm that the new [Project Short Name] processes are fit for
purpose, effective & efficient and will result in the required reporting being generated for Steering.
Engagement and support will be required from the impacted areas in order to execute the testing.
It is likely that the cases selected for inclusion in the pilot stage will be at different points in their lifecycle
when the pilot stage kicks off and finishes. Due to the limitations on the available duration in which to
execute the pilot stage, it is unlikely that all cases will run through all of the new [Project Short Name]
processes. It would make good sense to have a reasonable amount of suitable pilot cases testing the key
parts of the new [Project Short Name] processes, and that all parts are tested by at least one case. The
[Project Short Name] project will support Steering in selecting appropriate pilot cases in order to gain as
much testing coverage of the processes as possible / practical.
Any feedback received during the pilot stage will be reviewed, and where appropriate and agreed, the
processes will be updated to take the feedback into account. This will improve the new [Project Short
Name] processes that will be rolled out to the broader TCD organisation later in the project lifecycle.
The [Project Short Name] project will develop a Test Plan for the pilot stage. This will form the basis of
the solution acceptance process. The project cannot proceed with testing if the Test Plan is unapproved.
The Test Plan will include information on:






Entry Criteria
Prerequisites
Test Process
Exit Criteria
Expected Results
Acceptance Criteria
For details on the [Project Short Name] project solution acceptance process carried out during the
Execution and Handover Stage, please refer to the relevant section in this document.
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Appendices
Appendix A1
[Insert any relevant items here]
Appendix A2
[Insert any relevant items here]
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