4.3 Delivering the programme:
Project and programme delivery

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Efficient programme and project management is vital to make sure that investments are delivered successfully. Good project management will guide the project through a visible set of activities (from controlled start-up to review), through well managed milestones and resources (identifying stakeholders and interdependencies) and will keep all parties clear about their goals and individual responsibilities.

There are many aspects to programme and project delivery, the following list provides an illustration based on the IPA Routemap:

  • Definition of delivery requirements. Clear rationale for the project and how it will contribute to strategic and policy objectives. The definition of project requirements should be linked upfront to how project outputs and outcomes will be monitored (how will the project demonstrate that it has delivered according to the ex-ante requirements).
  • Risk management. Identification of main project risks, evaluation of likelihood and expected impact and risk mitigation and management actions. Effective risk management ensure a clear upfront understanding of the main project risks and their allocation between different stakeholders.
  • How the project will be managed, the control retained within the sponsor and the risks and responsibilities delegated to other parties. Good governance includes a defined process for decision-making, change management and reporting.
  • Execution strategy. The execution strategy identifies the interfaces between different stakeholders, the key transition points and hand-overs and the overall delivery approach.
  • Organisational design. Organisational design considers the structure, resources, responsibilities, skills, practices and culture required to deliver a programme or project. The organisational design may evolve over the project lifecycle.
  • The process by which risk and responsibility is transferred between the promoter and its supply chain. The process includes communication of requirements, engagement with the market, choice of packaging, risk allocation and route to market.
  • Asset management. Lifecycle consideration for the system of physical assets to achieve the objectives. Aims to ensure a focus on long term delivery of benefits and total lifecycle costs when making decisions.

Local government is increasingly autonomous in delivering transport projects. The public sector may unilaterally manage the project and procurement. Alternatively they may appoint an external project manager to manage the project through a public-private sector arrangement. The delivery model will also determine how risks and responsibilities are allocated between different parties.

Programme and project delivery should be considered from the start of the project process and integrated into the development of the Business Case. For instance within the Five Case Model the Management Case considers project planning, governance structure, risk management, communications and stakeholder management, benefits realisation and assurance.

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Key takeaways

Key takeaways with regard to programme and project assurance include:

  • Assurance frameworks set out the roles and responsibilities for transparent decision-making.
  • A key component of the assurance process is the conduct of reviews, whether on specific elements or on the entirety of a programme or project.
  • The standard assurance process consists of Gateway Reviews which take place as project definition progresses – a series of short, focused, independent peer reviews at six key stages of a programme or project.

Key takeaways with regard to programme and project delivery include:

  • Efficient programme and project management is vital to ensure policies are delivered to plan.
  • Crucial aspects to programme and project delivery include clearly defining delivery requirements, identifying and managing main project risks, a defined process for decision-making, change management and reporting, a strong execution strategy, evolving an organisational design over the project lifecycle, procurement process and asset management.
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5.1 Introduction