Business Need Template

7/28/2019 Business Need Template

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CommitteeName

FullProjectName

Stage 1. Business Need

Project Sponsor

Project Leader

Project Manager

Version 1.0Full version control appears in Appendix 1

Date of issue

Status Draft/ Approved


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CommitteeNameFullProjectName

Executive Summary

The Executive Summary should provide a broad overview of the project, including its scope, aims and objectives,alignment to University strategy, key deliverables, major risks, summary of business benefits and estimated cost.

The Executive Summary will be made available to the accountable committee for this project.

Overview

1. Start-text-here

2. Next-point

3. Next-point

Key Deliverables

4. Next-point

5. Next-point

6. Next-point

Summary of Business Benefits

7. Next-point

8. Next-point

9. Next-point

Summary of Major Risks

10. Next-point

11. Next-point

12. Next-point

Estimated Cost

13. Next-point

14. Next-point

15. Next-point

Recommendation

This recommendation is made to the relevant accountable committee (e.g. CPG, ISPB, SRC). The Approvalssection in Appendix 2 must be fully completed before submission to the committee.

Start-text-here

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CommitteeNameFullProjectName

PART I: BUSINESS PERSPECTIVE

Part I of this document should be completed by the Project Sponsor and provide a clear statement on the needsand implications of the project from a business perspective.

1. Aim and Strategic Alignment

The aim should be a broad statement describing the overall project and its scope. It should outline what the projectseeks to achieve and particular reasons why it is needed now. The aim should be written in a manner which ispublishable in public summaries and explanations of the project. Explain how the aim aligns to University strategy.

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2. Objectives

The objectives of the project should identify measurable outcomes. Objectives should be SMART (specific,measurable, attainable, realistic and timed). You should ensure that objectives are expressed as outcomes ratherthan work to be undertaken or processes to be followed (i.e. the end rather than the means). Objectives shouldalso clearly related to the added-value which is expected to arise from the project. It may be help to add a fewexplanatory sentences to each objective to clarify their intention. The objectives should be written in a manner whichis publishable in public summaries and explanations of the project.

Start-text-here

3. Scope and Exclusions

Scope should describe the functions and processes over which the project will range. What it will, cover, examine,alter, etc. Exclusions are those things it will not cover. Obviously a degree of discretion is appropriate here.Exclusions need only cover those things that the project in question might otherwise do, not all the other business ofeither of the two universities.

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4. Deliverables

Deliverables are the specific outputs (tangible or intangible) of a project and will flow from the project objectives.Significant intermediate deliverables should also be specified. All final and intermediate deliverables should have aquality assessment plan and acceptance plan. The quality assessment plan should describe how the quality of thedeliverable will be assured and tested. For example, by consultation and subsequent approval at an appropriatemeeting.

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5. Benefits and Realisation Strategy

Benefits should be summarised in Appendix 4. An explanation as to how the benefits will be delivered should begiven below. Benefits should be adjusted for optimism bias- see explanatory note at the start of Appendix 4.

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6. Key Success Criteria

Key success criteria are those criteria by which the success of a project can be judged. You should also completethe appropriate appendix to identify quantifiable benefits and savings.

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Start-text-here

7. Approach

Explain how the project will be tackled. You will need input from the professional services for this section inparticular.

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8. Key Interfaces, Relationships and Dependencies

This section should deal with the points at which the project will touch current organisation structures, externalbodies and other projects. The key interfaces are the areas where the project will have most impact and will bemost visible. Relationships should describe current functions of either university or external agencies who will besignificantly involved. Dependencies should describe required external elements over which the project has nocontrol.

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9. Impact on Stakeholders

The impact on stakeholders should be a brief statement on how project actions and outcomes will impact majorstakeholders. These stakeholders should include staff, students, the city and region, other HE institutions andnational/ funding body strategies (e.g. widening participation, specific Research Council programmes etc.)

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10. Change Management Plan

This section should identify any change management issues and a strategy for dealing with them.

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11. HR Implications

This section should identify any implications on human resource issues and additional actions arising. You shouldalso identify any desirable strategy for redeployment of staff arising from staff savings made through this project.

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12. Staff Training and Development Needs

This section should identify the staff training and development needs either of project members or stakeholdersexternal to the project.

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13. Communications Plan

This section should identify the plan for communicating with project stakeholders and other relevant parties. Thissection is particularly aimed at communication from the project to those outside the project. It is taken as given thatthe project will liaise with its own staff and those directly involved, as part of the project management structure.

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PART II: PROJECT PERSPECTIVE

Part II of this document should be completed by the Professional Services lead (normally the project manager) incollaboration with the Project Sponsor, and provide a clear statement on the way in which the project will bedelivered.

14. User Requirements

See Appendix 6.

15. Project Brief

See Appendix 7.

16. Constraints and Assumptions

Constraints are primarily external factors that limit the project in some way. In the early stages of a project, it is likely

that a project will have to make many assumptions about the future and work by other projects. Assumptions shouldbe clearly stated and periodically tested.

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17. Procurement Options

Outline the procurement options to be explored in the next stage (Delivery Strategy).

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18. Key Milestones

Key milestones are either dates or events which mark significant project progress or measurable outcomes.

Start-text-here

19. Project Plan

The project plan should be presented in a work breakdown or task structure, packaged according to objectives anddeliverables. The project plan should identify WBS/task dependencies, estimated durations and appropriate startand end times calculated. For presentational purposes a Gantt chart or similar visual representation should beproduced.

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20. Project Management Structure

Complete the basic project management structure template below, where appropriate

Role Nominated Person

Project Sponsor

Project Lead

Project Manager

Finance Advisor

Other members of the ProjectBoard

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Estates Advisor

IT Advisor

HR Advisor

Planning Advisor

Complete the key authorities for the project


Project Chair

Review Chair(if not project chair)

Project Sponsor(as above)

Senior Manager(Director or PVC of sponsor)

Finance Sign-Off

Identify any further groups from the business who will be involved in the project, such as quality assurance, testingor user acceptance groups.

Start-text-here

21. Key Risks

For guidance on completing the risk log, see University policy on risk management.

See Appendix 3.

22. Estimated Cost

See Appendix 5.

23. Other Issues

Please identify any other relevant issues.

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Appendix 1Version Control

Version Date Changes Made Author/ Editor/Approval

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Appendix 2Approvals

Completion of Stage 1

Authority Signature Date

Project Sponsor(to certify completeness ofbusiness requirements)

Project Sponsors Manager1

(to certify importance ofproject)

Project Manager(to certify completeness ofbusiness need from projectmanagement perspective)

Technical Service Provider

(to certify completeness oftechnical case)

Director of Finance(to certify completeness andrealism of cost estimates)

Deputy Vice-Chancellor(to certify completeness ofbusiness benefits)

Completion of Gateway 1

Authority Signature Date

Gateway Review Chair(to certify project canproceed)

Authority to Proceed to Stage 2

Authority Signature DateGateway Review Chair(to certify project canproceed)

Director of Finance(to certify next stagefunding)

1Not required for projects sponsored by the PVCs, Registrar or Director of Finance.

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Appendix 3Risk Log

Risk and Possible Impact Gross Risk Early WarningMechanisms

Countermeasures ResidualRisk1

ContingencyArrangements

Assurance Responsibility Reference

The risk and its possibleconsequences

Risk beforecounter-measures

Signs that the risk isincreasing inlikelihood?

Actions in place whichwill reduce thelikelihood of the risk

Risk aftercounter-measures

Actions after the riskoccurs to minimiseimpact

How will effectivenessof countermeasures bedetermined

Individual orrole who willmanage the risk

Reference instrategic orother plan

1. Like 5

Impact 5

Score 25

Like 5

Impact 5

Score 25

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Appendix 4Summary of Benefits

When completing this section of the template, you must adjust benefits for optimism bias. Optimism bias is the demonstrated systematic tendency for people to be over-optimistic about the outcome of planned actions; this includes over-estimating the likelihood of positive events and under-estimating the likelihood of negative events.

HM Treasury provides detailed guidance on how optimism bias can be overcome and benefit estimates adjusted to compensate. It recommends that these adjustments be based ondata from past projects or similar projects elsewhere, and adjusted for the unique characteristics of the project in hand. In the absence of a more specific evidence base, it encouragesthe collection of data to inform future estimates of optimism, and in the meantime use the best available data.

Additional Student Recruitment

Insert project years across the top

Home/EU undergraduates (1)

International fee-paying undergraduates

Home/EU postgraduate taught (1)

International fee-paying postgraduate taught

Home/EU postgraduate research

International fee-paying postgraduate research

Other tuition fees (e.g. continuing professional development income)

(1) Home/EU undergraduates and Home/EU postgraduate taught students should be included only after outline approval has been granted by the Director of Planning. Inclusion ofnumbers in these categories does not constitute permission to recruit.

Additional Research Grant, Contract and Enterprise Income

Insert project years across the top

Additional UK Research Council awards

Additional EU awards

Additional business and industry awards

Other awards and income

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Recurrent Staff Savings

Total Insert project years across the top

Numbers of staff post savings (FTE)

Numbers of staff post savings (k)

Temporary staff cost savings (k)

Other staffing savings

At this stage, you must assume that staff savings will be permanent. The University has a policy of seeking redeployment of staff and this will be followed in most cases. If you belief thatthere is a critical need for displaced staff to be redeployed within your budget area, this case must be made explicitly as part of the planning round with a summary of issues provided insection 15 of the main document (HR Implications)

Recurrent Budget Savings

BusinessArea


Total

Other Measurable Benefits


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Other Intangible Benefits

List an intangible benefits and how they might arise.

Start-text-here

Optimism Bias

Explain the evidence base which has been used to adjust the above benefit estimates for optimism bias.

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Other Issues

Provide any further comments on benefits in the space below.

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Appendix 5Summary of Estimated Costs

Capital Costs

Figures shown in k Total Insert project years across the top

Requested project funding for stage 2

Requested project funding for stage 3 andbeyond

Approved funding from other University sourcesApproved funding from external sources

Unapproved funding from external sources

Total capital costs

Insert notes on capital costs below, including explanation of other University sources and external sourcesYou should provide a breakdown of capital costs in an attachment to this document.

All figures must be inclusive of contingency, fees and VAT.

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Recurrent Costs

Business Area


Funded from existing budgets

Funded from external sources

Request for additional recurrent budget

Total recurrent costs

Service Area






Other Areas






Insert notes on recurrent costs below, including explanation of other University sources and external sources

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Appendix 6User Requirements

To extent tables, place cursor in bottom right hand corner of table and press TAB

Essential Requirements

Essential Requirements Permitted Tolerances andVariations

1. XXX None

2. XXX None

Desirable Requirements

Desirable Requirements Permitted Tolerances andVariations

3. XXX None

4. XXX None

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Appendix 7Project Brief

This section should be completed in conjunction with the relevant professional service lead. It should provide acomprehensive and accurate basis of the needs of the project and act as a commissioning statement for an internalor external provider/ contractor.

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Appendix 8Checklist for Gateway Review

The following is a checklist of questions to be considered as part of the gateway review of this stage ofthe project.

Business Need and Stakeholders

Areas to probe Evidence expected

1.1 Have all the likelystakeholders beenidentified and theirneeds clearlyunderstood?

a. Internal and external stakeholders identified, including end-users

b. Stakeholder roles and responsibilities established

c. The decision-making process is inclusive of all relevant stakeholders and is efficient andeffective

d. An assessment of the preparedness of stakeholders established, including identification oftraining and development needs

e. Results of consultation included as part of the stakeholder engagement and communicationstrategy

1.2 Is there a clear andagreedunderstanding ofbusiness goals andhow the project will

deliver these?

a. A statement of scope, defining the boundaries of the project, what is included and, what is tobe excluded

b. Specific, measurable, agreed, realistic and timely (SMART) objectives for the project

c. A strategy for achieving business benefits defined and agreed with the stakeholders

d. Agreed indicative timescales (subject to further evaluation), establishing major constraints orassumptions on which the project will proceed (e.g. a teaching building needing to be readyfor the start of the academic year)

e. Scope and requirements are realistic, clear, unambiguous and free of internal contradiction

1.3 Have the criticalsuccess factors forthe project beenidentified andagreed?

a. Establishment of critical success factors for each main project objective

1.4 Have the projectsbenefits been fullyarticulated and arethy reasonable?

a. Measurable benefits identified in Business Case

b. Evidence that benefits are realistic and achievable

1.5 Is the projectconsistent with theUniversitys strategicplan?

a. Assessment against the Universitys strategic goals and strategies

b. Identification and assessment of possible partnering opportunities, their advantages andrisks

1.6 Are externalstakeholder issuesbeing addressed?

a. Evidence that key external stakeholder issues have been addressed, such ascommunications, public relations, personnel, environmental issues and statutory processes

b. Assessment against the relevant external policies and strategic goals (e.g. HEFCE, DIUS,SEEDA etc.)

1.7 Have a wide enoughrange of options thatwill meet thebusiness requirementbeen considered?

a. The advantages and disadvantage of options considered, balanced and a priority order ofoptions established

b. Sensitivity of options established

c. Market soundings (where appropriate) taken to establish feasibility of options

d. A clear case to pursue a single option

1.8 Have the principles ofgovernance and

contract managementissues beenconsidered?

a. Governance arrangements specified for key stages of the project

b. Arrangements for the management of single/ multiple suppliers

c. Where multiple suppliers are likely, high level plans for managing interfaces

1.9 Is the Business Casecomplete?

a. Documentary evidence that the preferred option has been selected from an appropriatelywide range, rigorously assessed and satisfies the project objectives (including contributionto the business strategy), is likely to offer value for money, is affordable and achievable

b. Stakeholder views are adequately represented

c. Objectives are clearly defined and expectations are realistic

d. Evidence that appropriate sources of expert advice have been consulted

e. Evidence that it is possible to align the delivery strategy with overall University goals

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Risk Management


1.10 Are there processesto identify, assess,allocate, manage andmonitor current,anticipated andemerging risks?

a. High level risk register developed in accordance with the Universitys risk managementstrategy

b. Fallback arrangements defined

c. Cost and time for managing risks and fallback arrangements have been explicitlyrecognised

1.11 Have the worst caseimplications of theproject beenidentified andassessed?

a. Realistic contingency arrangements proposed which can reasonably be put in place if theproject continues

1.12 Is there evidence thatoptimism bias hasbeen eliminated fromestimates?

a. Project is benchmarked against similar projects

b. Financial estimates and project plans have been discounted for an in-built optimism

1.13 Has the projectassessed whether itis breaking newground in any areasand have these areas

been suitably riskassessed?

a. Examination of similar projects to assess this projects impact on the business, stakeholdersand end-users

b. Evidence of similar projects or activities from which lessons may be drawn

c. Innovative solutions assessed by professional advisers or expert

d. Consultation with external suppliers to help refine approach, identify risks and ways in whichrisks might be mitigated

e. Sufficient account has been taken of the current organisational culture, and leadership andorganisational capability

1.14 Should the project bebroken down into aseries of smallersteps?

a. Documentation of the chosen approach and justification for taking that decision

b. Business Case details any phased delivery or expected improvements over time

Readiness for Next Phase


1.15 Is there a changemanagement and HRplan in place?

a. Staff training and development needs identified

b. Risk assessment of failure as a result of culture and practice

c. Explicit change management plans defined

d. Communications plan established

1.16 Is there an overallproject structure inplace for the DeliverStrategy phase, with aclearly defined projectorganisation withagreed roles andresponsibilities?

a. Definition of the project approach to be adopted

b. Definition of the project organisation, roles and responsibilities

c. Named individuals in key positions, with appropriate skills, experience and status

d. Governance and reporting arrangements, including clear guidelines where a project crossesorganisational boundaries

1.17 Is there a realisticplan to reach Gateway2: Delivery Strategy,including funding?

a. Assessment of the validity of current assumptions

b. Evidence that there is sufficient time to develop robust designs

c. Approved budget for next phase of development

1.18 Have requirements forfuture externalspecialist advice beendetermined?

a. Requirements for specialist expertise considered and resourced

1.19 Are the internalproject team skillsadequate?

a. Resource plan for internal staff

b. Identification of skills required for next phase; skills appraisal and plans for addressingshortfalls

c. Project team has requisite skills or access to specialist expertise

1.20 Is the time plannedfor the next stagerealistic?

a. Time plan identifies lead times, especially statutory or business-critical lead times

b. Senior management support

c. Time plan for delivery, including any procurement phase, justified and not longer thannecessary

Business Need Template

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