For construction projects, risks relating to occupational health and safety considered. For Public Private Partnership (PPP) projects, compliance with the qualitative and quantitative methodologies set out in National Public Private Partnership Policy and Guidelines . Complete cost assessments of the risks documented. 4.5 Have the case’ Contingency funding based on assessment of financial costs associated with implications of risks. risks been assessed? Costs and time for managing risks separately identified. 4.6 Are risk management costs risks cannot be reduced, the costs of managing these risks and time implications separately identified and included within the base estimate, or included in the cost and as contingency funding. time estimate or are they treated as a contingency? For construction projects, decisions on how residual risks are being insured. For PPP projects, compliance with the methodology set out in National Public Private Partnership Policy and Guidelines . Examination of leading-edge projects to assess the project’s 4.7 Does the project break new effect on the business, stakeholders and end-users. ground? Information from similar projects or activities from which lessons may be learnt. Innovative solutions assessed by experts. Consultation with the market to help refine the approach, and identify risks and ways in which risks might be mitigated. For PPP projects, evaluation of project consistent with methodology in National Public Private Partnership Policy and Guidelines . Documentation of the chosen approach and justification for 4.8 it be better to taking that decision. break the project down The business case details any phased delivery or expected into a series of small improvements over time. steps? 5. Readiness for next phase (delivery strategy) Areas to probe Evidence expected A definition of the procurement approach to be adopted. 5.1 Is there an overall A draft procurement plan, including details of how proposals project structure for the will be evaluated. delivery stage? Objectives, planning assumptions, constraints, activities, 5.2 Is there a realistic plan deliverables and milestones defined and agreed for the next to reach the next stage of as well as for the remaining phases. the project (Gate 2— Information demonstrating that the project addresses both Delivery strategy)? short-term and long-term business requirements. Information confirming that suitable solutions are available from the market and that it has sufficient capacity. Information confirming that the proposed procurement strategy is consistent with the PGPA Act and Accountable Authority’s Instructions (AAIs) and entity Operational Guidelines.
For construction projects, risks relating to occupational health and safety considered. For Public Private Partnership (PPP) projects, compliance with the qualitative and quantitative methodologies set out in National Public Private Partnership Policy and Guidelines . 4.5 Have the case’ costs associated with risks been assessed? Complete cost assessments of the risks documented. Contingency funding based on assessment of financial implications of risks. 4.6 Are risk management costs and time implications included in the cost and time estimate or are they treated as a contingency? Costs and time for managing risks separately identified. risks cannot be reduced, the costs of managing these risks separately identified and included within the base estimate, or as contingency funding. For construction projects, decisions on how residual risks are being insured. For PPP projects, compliance with the methodology set out in National Public Private Partnership Policy and Guidelines . 4.7 Does the project break new ground? Examination of leading-edge projects to assess the project’s effect on the business, stakeholders and end-users. Information from similar projects or activities from which lessons may be learnt. Innovative solutions assessed by experts. Consultation with the market to help refine the approach, and identify risks and ways in which risks might be mitigated. For PPP projects, evaluation of project consistent with methodology in National Public Private Partnership Policy and Guidelines . 4.8 it be better to break the project down into a series of small steps? Documentation of the chosen approach and justification for taking that decision. The business case details any phased delivery or expected improvements over time. 5. Readiness for next phase (delivery strategy) Areas to probe Evidence expected 5.1 Is there an overall project structure for the delivery stage? A definition of the procurement approach to be adopted. A draft procurement plan, including details of how proposals will be evaluated. 5.2 Is there a realistic plan to reach the next stage of the project (Gate 2— Delivery strategy)? Objectives, planning assumptions, constraints, activities, deliverables and milestones defined and agreed for the next as well as for the remaining phases. Information demonstrating that the project addresses both short-term and long-term business requirements. Information confirming that suitable solutions are available from the market and that it has sufficient capacity. Information confirming that the proposed procurement strategy is consistent with the PGPA Act and Accountable Authority’s Instructions (AAIs) and entity Operational Guidelines.