5D Project Management
Framework
D2 Define Stage or D3 Design Stage (delete as appropriate)
Options Appraisal or Updated Business Case for the chosen
solution (delete as appropriate)
[Enter Project Title – overtype all this text]
[Enter Author name – overtype all this text]
Version History:
# Date Edited Author
D Stage Revision Notes
01 26/06/2014 A Person 2 or 3
First draft
Reviewed by:
#
Name
Role
Date
0.4 A.N. Other Superhero Sidekick 12/11/14
Signed off by:
# Name
Role
Group Date
Signed
04 T.H.E. Boss Master of the Universe PDG
15/12/14
[Enter Project Title – overtype all this text]
1 Summary
Funded IT staff cost
Chargeable IT Costs
Other (non-staff) cost
IT Total Project Cost
Business-funded staff cost
Total Project Cost
Funding Source ISPG/UEG/Other
Project Costs
£XXk
£XXk
£XXk
£XXk
£XXk
£XXk
D2 – delete as appropriate
ISPG/UEG/EMG/Capital Group are asked to approve the recommended option outlined in
this business case and agree to delegate responsibility for implementing the project to the
Project Delivery Group within in the agreed scope, budget and timescales.
Changes to the approved scope, budget or timeframes will have to be referred back to
ISPG/UEG/EMG/Capital Group for approval under normal project change management.
or
D3 – delete as appropriate
By approving this business case the Project Delivery Group (PDG) sign off that the
detailed plans for implementing the chosen solution are still within the overall scope,
budget and timeframe approved by ISPG/UEG/EMG/Capital Group and that the benefits
listed can still be achieved.
Any changes to approved scope, budget, timeframes and benefits arising during project
implementation will have to go through change control and be referred back by the Project
Delivery Group to ISPG/UEG/EMG/Capital Group for approval.
The PDG’s sign off of this documents enables expenditure on the project account to take
place.
2 Project Description and Drivers for Change
3 Summary of Scope
What is in scope?
[Enter Author name – overtype all this text]
What is out of scope?
Page 2 of 11
[Enter Project Title – overtype all this text]
4 Enterprise Architecture (EA) Assessment
4.1 Current EA Assessment – people/process/systems/technology
4.2 Future EA Vision – people/process/systems/technology
4.3 Business intelligence/management information
[Enter Author name – overtype all this text]
Page 3 of 11
[Enter Project Title – overtype all this text]
5 Options Comparison (with specific recommendation)
5.1 Delivery Options Appraisal
Option
Advantages Disadvantages Funded
IT staff
costs/£k
Chargeable IT
costs/£k
IT nonstaff
costs/£k
IT Total
Project
Cost/£k
Business
funded
staff
costs /£k
Total
Project
Cost/
£k
Recurrent
costs
/£k
NPV
Do
nothing
Option1
Option2
Do Nothing
Description
Option 1
Description
Option 2
Description
5.2 Recommended Option
Page 4 of 11
[Enter Project Title – overtype all this text]
6 Benefits Realisation Plan for Recommended Option
6.1 Financial benefits
ID
01
Benefit
Increase
in
revenue
Metric in £
Owner Baseline Target
Dean
£200k
£300k
of
Faculty
Review Measurement Period
Period 1
Period 2
Period 3
6 months
12 months
etc
after project
close
etc
6.2 Non-financial benefits
ID
02
Metric
Benefit
Owner Baseline Target
Improvement PVC
85%
90%
in student
Student
retention
Review Measurement Period
Period 1
Period 2
Period 3
3 months
6 months
etc
etc
SOME EXAMPLES
•
Outcomes are physical or intangible things that will be new or different for people after
the investment delivers the change. They are usually hard to measure/track.
Examples:
– Better experience for users
– Less paperwork
– People will be happier in work
– Less time spent preparing
– Free up admin time
•
Benefits are those few outcomes that will lead to measurable improvements in the
performance of the University – usually in terms of money or money drivers. Examples:
– Increase in student conversion rate by 10%
– Cost saving of 3 FTE equivalents
– Increase in income by 5%
– Decrease in processing time by 3 days
[Enter Author name – overtype all this text]
Page 5 of 11
[Enter Project Title – overtype all this text]
7 Assumptions, Constraints and Risks
7.1 Summary of Key Assumptions and Constraints
Assumption or Constraint Responsibility Due Date
7.2 Summary of Key Risks
Risk Description Mitigation Plan Action Assigned to Mitigation Due Date
[Enter Author name – overtype all this text]
Page 6 of 11
[Enter Project Title – overtype all this text]
8 Plan for Project Implementation
8.1 Plan for Project Implementation
[Enter Author name – overtype all this text]
Page 7 of 11
[Enter Project Title – overtype all this text]
APPENDICES for D2: Option Appraisal Calculations and Scoring Matrix
Option 1
Option 1 NPV tables and calculation
Option 2
Option 2 NPV tables and calculation
etc.
Scoring Matrix
Page 8 of 11
[Enter Project Title – overtype all this text]
APPENDICES for D3: Preferred Option Appraisal Calculations
Preferred Option
Risk adjusted NPV
Sensitivity analysis
Scoring Matrix
Page 9 of 11
[Enter Project Title – overtype all this text]
For Information – Overview of the 5D Process
The 5D process has five stages; each stage contains a number of well-defined activities that are completed and documented by the people
involved with the project. Between stages, key documents are signed off by a governance group (e.g. the Project Delivery Group) and the
project can progress from one stage to the next. The stages are:
Discover
This is a pre-project ‘ideas/opportunities prioritisation’ stage. A concise 2-3 page document (a Business Opportunity Description) captures
the opportunity for the University and the change that should be made to realise the opportunity. It describes why we need to do the change,
what will be different after the change and what the benefits of doing the change will be for the University. At the Decision Gate, a
governance group should decide whether the University should pursue the opportunity or not and agree to release some resources to
explore it in more detail.
Define
The project starts – the opportunity is explored in more detail and a Prima-Facie (initial/outline) business case produced. This documents in
more detail the costs we will incur to realise the opportunity and the benefits (financial and non-financial) that will accrue to the University as
a result. Normally a number of options will be presented showing different ways we could realise the opportunity, each having its own costs
and benefits. Some other project documentation will also be produced in this stage including a Project Definition Document (PDD) which
begins to set out how the project might be delivered, and an associated project plan (a schedule of activities). At the Decision Gate, the
governance group should decide if the opportunity is still valid (it still makes sense to go ahead) and if so chose the most appropriate option
based on a balance of costs and benefits. If the business opportunity is no longer valid, the project should be stopped.
Design
The option chosen in the previous stage is explored in great detail and the costs and benefits in the business case are refined. At this stage,
the University might be investing significantly in the project but if the process has worked up to this point, these investments should be well
placed to deliver significant benefits. In order to check this happens, a Benefits Realisation Plan is agreed. At the end of this stage, the full
detailed business case and associated project documentation should allow the governance group to progress the project to the next stage. If
the business opportunity is no longer valid, the project should be stopped.
Develop
This is the ‘doing’ stage. New business processes are introduced and any supporting IT solution is procured or built, tested and integrated
with existing systems, and users are trained.
Deliver
Page 10 of 11
[Enter Project Title – overtype all this text]
The IT solution becomes live for users and its support is ‘handed over’ to support teams. The project is closed and lessons learnt are
documented. There I some post-project activity that captures whether or not the benefits documented in the business case (the reason we
did the project) are being realised.
Page 11 of 11