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University of Glasgow Major Capital Projects Project Governance Gateway Process. Strategic Capital Projects - Governance and Project Management Structure What is a project?
University of GlasgowMajor Capital ProjectsProject Governance Gateway Process
Strategic Capital Projects - Governance and Project Management Structure
Experience has shown that projects are inherently at risk - through overrunning on time and cost and/or failing to deliver a successful outcome. Such failures are almost invariably caused by:
poor project definition by the project's owner, perhaps because of insufficient consultation with stakeholders or their failure to be specific about requirements and desired outcomes
lack of ownership and personal accountability by senior management
inadequately skilled and experienced project personnel
inadequate reporting arrangements and decision-making
inconsistent understanding of required project activities, roles and responsibilities.
Critical success factors
: a well-defined scope and agreed understanding of intended outcome
active management of risks, issues and timely decision-making supported by clear and short lines of reporting
ongoing commitment and support from senior management
a senior individual with personal accountability and overall responsibility for the successful outcome of the project
an appropriately trained and experienced project team and in particular a project manager whose capabilities match the complexity of the project
defined and visibly managed processes that are appropriate or the scale and complexity of the project.
Gateway 0 – Strategic Proposal Grounded in University Strategic Plan
Gateway 1 – Options Appraisal identification of preferred option
Gateway 2 – Fully Developed Business Case including financial model
Gateway 3 -Clear Procurement route and major project risks managed Detailed Design description
Gateway 4 – Tenders received High level of Cost Certainty
Gateway 5 – Post Occupancy Evaluation
Senior Responsible Owner
Convener of Board
University of Glasgow
Estates & Buildings
Project Board - Typical Structure
Sponsoring Group (Investment Decision Maker)
The Sponsoring Group should include senior managers who are responsible for the Investment decision, Defining the direction of the business, Ensuring ongoing overall alignment of the programme to the strategic direction of the organisation
Senior Responsible Owner (SRO) (Project Owner)
The SRO is ultimately accountable for the project, ensuring that it meets its objectives and realises the expected benefits. The individual who fulfils this role should be able to lead the Project Board and must be empowered to direct the project and take decisions
Established by the SRO (and often coming into existence out of the approval of the Project Mandate, or possibly the Project Brief), the prime purpose of the Project Board will be to drive the project forward and deliver the outcomes and benefits. Members will provide resource and specific commitment to support the SRO, who is accountable for the successful delivery of the programme.
This is an externally appointed group of companies employed as specialists in order to design and deliver the new building. No appointments to date
One day training sessions as follows:
Morning session to provide the SRO with a full scope of their responsibilities. Attended by the SRO, Project Board Clerk and Project Director as a minimum
Afternoon Session to provide an overview of the project and a scope of the responsibilities of the Project Board. Attended by the Project Board, EDTM, PM and QS.
Funded by the Project
Arranged by Estates and Buildings Office