1.4 Is the business strategy to which this A clear direction set out in the business • project contributes robust? strategy, which is approved by all key stakeholders. 1.5 Does the project, programme or For cross-portfolios projects, programmes or • policy require new governance policy, confirmation that all parties involved arrangements e.g. cross-portfolios know how they are engaged in the project and are committed to its delivery governance arrangements to ensure • sustainable alignment with the business objectives of all organisations involved. 1.6 Does the project align with Documented links between the proposed • government policy and initiatives, the project and the entity’s policy, environment and broad environment of the entity and strategy. the entity’s strategic objectives? 1.7 Is the governance framework fit for Documented commitment from top • the purpose? Is there commitment to management and, where appropriate, key roles and responsibilities for this minister(s) and a clear understanding of their project? continuing roles in achieving successful outcomes. Clear allocation of key roles of responsible • minister, SRO, and project managers. Confirmation that all parties understand their • roles in the project and are committed to the delivery of the project. 1.8 Are the required skills and Confirmation that the entity has brought • capabilities for this project available, together (or has credible for bringing taking into account the entity’s together) the skills and capabilities it needs to current commitments and capacity to plan and achieve the desired outcomes. deliver? Confirmation that the entity is realistic about • the complexity of the project deliverables and how they can be managed. Documentation of allocation to individual • officials of key within the project . 1.9 Is the entity able to learn from Confirmation that the entity has processes in • experience with this project and place to incorporate lessons learnt from this other projects? project, and its components, into wider best practice. Confirmation that the entity learns from the • experiences of others. 1.10 Does this project have a risk Defined roles, responsibilities and processes • management framework? for managing risk across the entity and within the project, with clearly defined routes for escalating risk concerns to senior management. Business Case: Scope and Stakeholders 2.1 Is the scope of the project A description of the project as far as it is understood? known clearly showing what is in scope. 2.2 What is the full extent of the project A description of all project components and envisaged and why? outputs, explaining how each will contribute to the required outcomes.
1.4 Is the business strategy to which this project contributes robust? • A clear direction set out in the business strategy, which is approved by all key stakeholders. 1.5 Does the project, programme or policy require new governance arrangements e.g. cross-portfolios • For cross-portfolios projects, programmes or policy, confirmation that all parties involved know how they are engaged in the project and are committed to its delivery • governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved. 1.6 Does the project align with government policy and initiatives, the broad environment of the entity and the entity’s strategic objectives? • Documented links between the proposed project and the entity’s policy, environment and strategy. 1.7 Is the governance framework fit for the purpose? Is there commitment to key roles and responsibilities for this project? • Documented commitment from top management and, where appropriate, minister(s) and a clear understanding of their continuing roles in achieving successful outcomes. • Clear allocation of key roles of responsible minister, SRO, and project managers. • Confirmation that all parties understand their roles in the project and are committed to the delivery of the project. 1.8 Are the required skills and capabilities for this project available, taking into account the entity’s current commitments and capacity to deliver? • Confirmation that the entity has brought together (or has credible for bringing together) the skills and capabilities it needs to plan and achieve the desired outcomes. • Confirmation that the entity is realistic about the complexity of the project deliverables and how they can be managed. • Documentation of allocation to individual officials of key within the project . 1.9 Is the entity able to learn from experience with this project and other projects? • Confirmation that the entity has processes in place to incorporate lessons learnt from this project, and its components, into wider best practice. • Confirmation that the entity learns from the experiences of others. 1.10 Does this project have a risk management framework? • Defined roles, responsibilities and processes for managing risk across the entity and within the project, with clearly defined routes for escalating risk concerns to senior management. Business Case: Scope and Stakeholders 2.1 Is the scope of the project understood? A description of the project as far as it is known clearly showing what is in scope. 2.2 What is the full extent of the project envisaged and why? A description of all project components and outputs, explaining how each will contribute to the required outcomes.