Introduction
Digdir’s project model builds on the PRINCE2® (PRojects IN Controlled Environments) project management methodology. PRINCE2® is based on best practices in project planning, organisation, implementation, and benefit realisation, as well as emphasising the value of learning from experiences during the project and providing that knowledge to future projects. Read more about Digdir’s Project Wizard (in Norwegian).
UiO’s Project Management Framework is primarily meant for small and medium-sized projects. Large, complex, administrative projects with a considerable IT development component must use the full version of Difi’s Project Framework and include external support for Project Management and QA functions.
What is a project?
A project is a temporary organization established to deliver one or more specified results or products within a specified period.
In other words, organize work as a project when:
- It is a one-time assignment
- The work will lead to a concrete result or product
- Achieving the desired result requires a diverse set of resources
- It has a time limit—the product or result delivery has a deadline.
- It has a defined time-frame and certain complexity
- Note: many of the elements of UiO’s framework—roles, phases, templates, etc.—are also applicable to effective and successful completion of smaller “project-like” activities, as well as providing useful lessons and practice for larger projects.
More characteristics of a project:
- A temporary organisation with a defined beginning and end
- A group comprised of interdisciplinary expertise with intra-departmental organisation
- Requires resources from several areas of the organisation—and potentially from outside of the organisation.
- Dependent on access to the right people at the right time, and on those individuals working cooperatively
- The work involves some uncertainty—providing a new solution or approach to a problem or work process, and/or the challenges associated with operating in a new environment.
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The result will carry out or contribute to a change in people’s work/or life situation—something that underscores the necessity of establishing and maintaining broad support for and commitment to the work through the entire process.
Principles of best practice, and what may be adapted?
UiO’s framework uses the seven project management principles that Difi uses for their model:
- Continuing justification (the project should be beneficial, and stay so)
- Learn from experience
- Define roles and responsibilities
- Manage by phases
- Manage by exception (well-formed system for delegation and escalation)
- Focus on the projects “products” (deliveries)
- Modify to suit the project environment (but in accordance to the 7 principles)
About point 7: Every project, including the environment around the project, is unique. At the same time, it is important for an organisation to establish a common “project language” and a proven model for project work. This makes it possible to prioritise and coordinate between projects, work systematically, and learn and grow as a project organisation.
UiO’s adaptation simplifies Digdir’s framework with the aim of better supporting small and medium-sized projects. Some projects may find it expedient modify the framework further—simplifying or adding elements (e.g., technical specifications, test plans, etc.) as needed. In any case, it is imperative that the project owner, project manager, and other key players agree on and understand the reason for framework modifications.
Managing by phases with decision points
A central principle of the framework is managing the project through defined Project Phases with a Decision Point at the end of each phase. This gives the steering committee a solid overview of the project’s resource use, deliveries, and benefits through the entire project. Additionally, reviewing the project at Decision Points secures ongoing commitment from the steering committee. Additionally, the project manager, with support from the project team, creates an overall project plan and accompanying detailed plans for each phase to provide a robust overview of the entire project.
During longer projects, it is often necessary to divide the Implementation Phase up into several sub-phases. This division means that each sub-phase ends with its own Decision Point (DP3). The scope of each sub-phase is limited to that phase’s deliveries. This may necessitate an adjustment of project milestones to reflect greater granularity in the project plan, depending on the scope and complexity of the project.
Key project roles and responsibilities
Executive leadership
The top leadership who finances and delegates responsibility for the project (usually, a faculty board or UiO university management. Executive leadership names a project owner, by Decision Point 2 at the latest, to whom they delegate the authority to initiate and oversee the project until Decision Point 5.
Project owner
The person who has the ultimate responsibility for the project achieving its goals. The project owner is the highest decision maker for the project and has an active role in assuring that the project runs in accordance with the principles of UiO’s Project Framework. This role often goes to the director of the department that has responsibility for managing the function or strategic goal that the project will affect but the best person for this position will be dependent on the project. The project owner appoints and leads the steering committee, represents the interests of executive leadership, and is responsible for the Project Description. Additionally, the project owner:
- Ensures that the project maintains its focus on its desired outcomes
- Assigns responsibility and authority within the Project Team.
- Follows the project’s operations and results, and supports the project manager and Project Team.
- Assists with organising the End of Project transfer of the project deliverable to the organisation who will use, manage, and have responsibility for benefit realisation.
The working relationship between the project owner and project manager is a critical success factor and, for that reason, the project owner must maintain a close and productive dialog on subjects such as challenges related to project resources, risks, quality challenge, and Stakeholder relations, as well as changes in schedule, costs, scope, etc.
Read Digdir’s tips on cooperation between the project owner and project manager (Norwegian).
The project owner also assigns responsibility for Benefit Realisation or, if nobody is named to that role, assumes that responsibility by default.
Project manager
The project owner initially appoints a leader for the associated with developing the details of a proposed project during the Concept Phase. If the project proceeds past Decision Point 1 to the Planning Phase, the project owner appoints a project manager (who may or may not be the same person who led Concept Phase work). The project manager is responsible for leading the project through the rest of the project phases within the framework and constraints specified by the project owner and steering committee.
The project manager’s responsibility include planning, reporting, delegating of work and resources, monitoring work assignments and progress, managing the day-to-day details of the project, being a key motivator within the Project Team, and acting as a point of contact for the team and Stakeholders. As mentioned above, a good working relationship between the project manager and project owner is key crucial to the project’s success.
Steering committee
The project owner can appoint a steering committee to support the project owner's oversight duties and decision making. A steering committee chosen from the project's main Stakeholders also strengthens and underwrites the ownership role and organisational commitment to the project. Naming a steering committee is good practice for most projects; especially medium-sized and larger projects. Overseeing a project requires the project owner to exercise insight and diplomacy in balancing the interests of the project's Stakeholders (including organizational and local management, outside suppliers and contractors, user groups, and more). If the Project Owner decides to not appoint a steering committee, they must attempt to balance all of these interests alone. If they elect to create a steering committee, it should not be too large and should consist of individuals with sufficient authority, knowledge, and availability to support the project's goals and assure its success.
A project's steering committee is the team that the project owner gathers to advise and support them in carrying out their ownership role. Thus, the obligations and responsibilities of steering committee members will partially overlap with those of the project owner and can be described as follows:
- Overall responsibility for the project's success or failure
- Ensuring necessary resources are available to carry out the approved project plan
- Provide visible and sustained support throughout the project
- Provide unified guidance to the project after considering and, to the fullest extent possible, reaching agreement the committee's recommendations for each decision considered
- Individually and collectively contribute to the integration of the project with the units in the organisation who are responsible for putting the project deliverable into production (cf. benefit realisation)
- Ensure effective decision making and establish an understanding of the project model and the responsibilities associated with each Decision Point.
- Communicate effectively—within the committee, with the Project Team, and with Project Stakeholders
- Terminating the project if it is no longer relevant or viable
Benefit realisation lead
The benefit realisation lead is responsible for making sure that the project’s defined benefits are achieved. Normally, this position is assigned to a person from the group or department in the organisation responsible for implementing the project deliverable (note that this may be several people across multiple departments in the event that there are several components to the foreseen benefit). Either the project owner appoints one or more people to this role or, if appropriate to the size and complexity of the project, they can fill this role themselves. The benefit realisation lead must be named, at the latest, by the start of the Planning Phase (DP 2) and must be actively involved in the development and modification of the benefit realisation plan through all project phases. If the project owner does not assign this role, they automatically have responsibility for the project’s benefit realisation.