Giving Direction

Overview

Even when a stage is proceeding according to plan and within tolerance, there may be a need for the Project Board to be consulted. Such occasions might be:

	For advice on direction when options need clarifying
	When the impact of events external to the project needs to be considered
	To resolve resourcing issues which would affect tolerance
	To resolve areas of conflict
	Organisational changes within the project.

It is also possible that, during a stage, the Project Board. itself will need to pass information to the Project Manager about external events and its own changing requirements.

Context

This is a process that may be needed at any point during the project. It could be prompted by an external event, or by information or circumstances arising from within the project.

Process Description

The objectives are for the Project Board to:

	Ensure that the project remains focused on the business objectives set, and remains justified in business terms
	Ensure that the stage is progressing according to plan
	Ensure that changes in the corporate or programme environment which may impact on the project are notified to the Project Manager and appropriate action is taken
	Ensure that the project is kept informed of external events which may affect it
	Make decisions on Project Issues or Exception Reports which are beyond the Project Manager's authority
	Advise the Project Manager of any change to Project Board personnel
	Keep corporate or programme management informed about project progress.

The above objectives should be achieved without the need for the Project Board to interfere in the project beyond the Project Controls and reports it has agreed with the Project Manager.

The Project Board should receive regular Highlight Reports from the Project Manager with a frequency agreed for the current stage.

The Project Board should ensure that any serious risk situations are being monitored sufficiently regularly to keep the risks under control. The Project Manager will refer situations to the Project Board via an Exception Report where a stage is forecast to exceed its tolerance.

Within its delegated limits of authority there may be occasions when the Project Board may choose to:

	Ask the Project Manager to submit an Exception Plan for the remainder of the stage to reflect the new situation (see Producing an Exception Plan )
	Reduce the scope of project expectations to bring it back within tolerance using change control (see Producing an Exception Plan)
	Abandon the project (see Closing a Project).

Project Issues may arise on which the Project Manager needs guidance. The Project Board provides this guidance based on the impact of the Project Issue in question on the Business Case and risks. Project Issues include all Requests For Change and Non-Compliancies raised. As these represent changes to the agreed Project Foundation Document, it is a Project Board function to approve or reject any changes. Agreed changes may need extra time and/or funds.

Where a Project Issue goes beyond the brief held by the Project Board, the Project Board has the responsibility of seeking a decision from corporate or programme management.

The Project Board has the responsibility to obtain any extra or changed resources that occur as a result of agreements with the Project Manager on issues raised. The Project Board must ensure that external events that could impact the project are monitored adequately and dealt with effectively.

There will be times when a Project Board has to be changed. This may be because a current member changes job, or extra Customers or Suppliers may be found and they need representation on the Project Board. It is the Project Board's job to notify the Project Manager. The Project Manager must then agree a job definition with the new member(s).

Responsibilities

This is a Project Board responsibility. It may look to share some of this responsibility with those with project assurance responsibilities.

Information Needs

Management information	Usage	Explanation
Highlight Reports	Input	Regular feedback on progress from the Project Manager
Exception Report	Input	Early warning of a deviation. May trigger the creation of an Exception Plan
Request for advice	Input	Situations where a decision is needed which is beyond the authority of the Project Manager
Information from external sources	Input	Either feedback from a Project Board request or new information which affects the direction of the project
Corporate or Programme Management Reports	Output	Feedback on project progress
Project Board direction	Output	Guidance and advice in reaction to the inputs noted above
Premature Close	Output	Closing the project before its expected end

Key Criteria

	Does the Project Manager know how to contact Project Board members in the event of problems arising?
	Are Project Board members aware of the need to react quickly to issues raised?
	Are Project Board members committed to prompt reading of Highlight Reports and to timely response to them?