Policy: Project management
Initiating a project
- Projects require a Business Case to be documented and approved by the responsible delegate with the appropriate financial delegations prior to the project being initiated
- Upon approval of the Business Case a Project Sponsor and Project Manager must be allocated to the Project. See roles and responsibilities detailed in the Project management glossary.
- All Information and Communications Technology (ICT) projects must be submitted to the University Information Communications Technology Committee (UICT) in order to gain funding approval.
- All construction projects (new, refurbishments or demolitions) involving an alteration to the fabric of a building, buildings, the natural environment or surrounding infrastructure must be submitted to Facilities and Services for progression (see Alterations in or about University buildings procedure). All construction projects (new or refurbishments) must be submitted to Facilities and Services for progression.
- An appropriate governance structure will need to be established for projects determined by the project size (see Project Tiering Guideline). The Project Governance Body will include business user(s) and service provider(s).
- Projects defined as large will require a Project Steering Committee.
- Project Governance bodies must conform to regular meeting schedules and maintain documentation compliant with, legislative and regulatory requirements, and/or University policy.
- Projects require a Project Brief to be documented following approval of the Business Case. The Project Brief should be submitted to the highest governance body established for the project for review and endorsement, prior to seeking approval from the Project Sponsor.
- Consider the integration of a change management proposal where the project is likely to lead to one or more of the following: relocation of work area; elimination of positions; a change to hours of operation; introduction of significant technological change; or a significant change to work practices or impact on conditions, including change that would be likely to lead to changed responsibility levels (see ANU Enterprise Agreement section 73).
- Project management, communication, risk and quality plans are to be endorsed by the Project Governance Body.
- Regular reports, which measure progress against budget, milestones, benefits, risks or other metrics, will be prepared by the Project Manager and submitted to the Project Governance Body.
- All aspects of the project shall be documented and recorded in a single file that relates to the project, in accordance with the University’s records and archives management policy.
- All relevant staff shall be advised of the implementation of the project and where required, business user and acceptance testing conducted.
- Organisational changes occurring as part of the project should be conducted in accordance with the ANU Enterprise Agreement (Section 73 Managing Change) and the Organisational arrangements change procedure.
- Appropriate training and development will be provided as part of the implementation of project outcomes.
- Regular project status reports shall be provided to the relevant Project Governance Body with particular focus on reporting and managing risks, adherence to project schedule and approved budget.
- A Project Closure Report including lessons learnt from the Project should be documented and submitted to the Project Governance Body for endorsement and approval.
- Handover of all project outputs to operational areas responsible for ongoing support and maintenance is required to ensure continuity of management of project outcomes.
Post implementation review
- A Post Implementation Review is to be prepared and must include a measure of the objectives and an update of the Cost Benefit Analysis contained within the Business Case. See the Project Management Framework web pages for more detail regarding this process.
Roles and responsibilities
|Printable version (PDF)|
|Purpose||This policy establishes a University wide approach to the approval, development and arrangement of projects including governance frameworks.|
|Topic/ SubTopic||Governance & Structure|
|Effective Date||16 Dec 2019|
|Review Date||16 May 2020|
|Responsible Officer:||Director, Service Improvement Group|
|Contact Area||Service Improvement Group|
ANU Enterprise Agreement 2017 – 2021
On 9 April 2021, the ANU Council assigned authority to approve academic policy to the Academic Board.