Project sponsor for building design and construction - Revision history

Designing Buildings at 08:56, 16 July 2021

2021-07-16T08:56:55Z

← Older revision		Revision as of 08:56, 16 July 2021
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	NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.		NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.
		+
		+	[https://www.gov.uk/government/publications/improving-infrastructure-delivery-project-initiation-routemap Improving Infrastructure Delivery: Project Initiation Routemap, Handbook, Version 2 June 2016], published by the Infrastructure and Projects Authority, states: ‘The sponsor organisation secures the funding, owns the business case and is responsible for specifying the requirements to the client. The Sponsor ensures that the project remains strategically aligned and viable, and that benefits are on track to be realised. In some contexts the Sponsor and Client could be from the same organisation.’

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

Designing Buildings at 09:22, 9 October 2020

2020-10-09T09:22:33Z

← Older revision		Revision as of 09:22, 9 October 2020
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	* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp Project sponsor].		* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp Project sponsor].

−	[[Category:Roles_/_services]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Roles_/_services]]

Designing Buildings at 13:41, 4 February 2020

2020-02-04T13:41:37Z

← Older revision		Revision as of 13:41, 4 February 2020
Line 51:		Line 51:
	NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.		NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Champions.		* Champions.
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	* User panel.		* User panel.

−	=== External references ===	+	= External references =

	* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].		* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].

Designing Buildings at 09:36, 27 August 2018

2018-08-27T09:36:21Z

← Older revision		Revision as of 09:36, 27 August 2018
Line 1:		Line 1:
−
	On publicly-funded projects, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,		On publicly-funded projects, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,
−	~~<blockquote>~~...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'~~''</blockquote>~~	+
−	''Ref'' [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].	+	...the interface between the client team and supply team via the project manager, as the main day-to-day client representative'
		+
		+	Ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].

	The project sponsor might be equivalent to a board director in the private sector.		The project sponsor might be equivalent to a board director in the private sector.

	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).		For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).
−	*''support the SRO (senior responsible owner) by :''	+
−	#''preparing business case and investment appraisals and updating as required''	+	* support the SRO (senior responsible owner) by :
−	#''ensuring that Gateway reviews are undertaken''	+
−	#''managing the resources allocated by the SRO''	+	# preparing business case and investment appraisals and updating as required
−	#''working within delegated authorities, including health and safety''	+	# ensuring that Gateway reviews are undertaken
−	*''manage the department's interests in the project by:''	+	# managing the resources allocated by the SRO
−	#''coordinating and directing user input''	+	# working within delegated authorities, including health and safety
−	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''	+
−	#''preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project''	+	* manage the department's interests in the project by:
−	#''controlling changes (if required) following approval, ensuring that change control procedures are adhered to''	+
−	#''ensuring appropriate risk management on the project''	+	# coordinating and directing user input
−	#''managing the project budget, including the risk allowance''	+	# appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval
−	*''secure professional services for delivery of the project by:''	+	# preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project
−	#''appointing the integrated supply team (see AE5:The integrated project team) coordinating and fostering teamwork''	+	# controlling changes (if required) following approval, ensuring that change control procedures are adhered to
−	*''ensure effective delivery of the project by:''	+	# ensuring appropriate risk management on the project
−	#''determining the procurement route (see AE6:Procurement and contract strategies)''	+	# managing the project budget, including the risk allowance
−	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''	+
−	#''ensuring the project is managed in accordance with the project execution plan''	+	* secure professional services for delivery of the project by:
−	#''establishing formal reporting arrangements on project progress''	+
−	#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''	+	# appointing the integrated supply team (see AE5:The integrated project team) coordinating and fostering teamwork
−	*''carry out a post project review with the integrated project team''	+
−	*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''	+	* ensure effective delivery of the project by:
−	#''how far the project met the department's interests and objectives''	+
−	#''what lessons need to be learned for the future (things done well and areas that need to improve).''	+	# determining the procurement route (see AE6:Procurement and contract strategies)
		+	# producing the project execution plan, including the risk management plan, in collaboration with the project manager
		+	# ensuring the project is managed in accordance with the project execution plan
		+	# establishing formal reporting arrangements on project progress
		+	# providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary
		+
		+	* carry out a post project review with the integrated project team
		+	* ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:
		+
		+	# how far the project met the department's interests and objectives
		+	# what lessons need to be learned for the future (things done well and areas that need to improve).

	The relationship between the project sponsor and the rest of the project team is illustrated in OGC guidance as shown below:		The relationship between the project sponsor and the rest of the project team is illustrated in OGC guidance as shown below:

−	[[File:Client1.jpg\|~~none\|Client1.jpg\|alt~~=Client1.jpg]]	+	[[File:Client1.jpg\|link=File:Client1.jpg]]

	Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].		Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].
Line 43:		Line 54:

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Champions.	+
−	*Independent client adviser.	+	* Champions.
−	*Integrated project team.	+	* Independent client adviser.
−	*Integrated supply team.	+	* Integrated project team.
−	*Investment decision maker.	+	* Integrated supply team.
−	*Project board.	+	* Investment decision maker.
−	*Project manager.	+	* Owner.
−	*Senior responsible owner.	+	* Project board.
−	*User panel.	+	* Project manager.
		+	* Senior responsible owner.
		+	* User panel.

	=== External references ===		=== External references ===
−	*OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].	+
−	*OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp Project sponsor].	+	* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].
		+	* OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp Project sponsor].

	[[Category:Roles_/_services]]		[[Category:Roles_/_services]]

Designing Buildings: moved Project sponsor to Project sponsor for building design and construction

2014-06-16T07:07:20Z

moved Project sponsor to Project sponsor for building design and construction

← Older revision

Revision as of 07:07, 16 June 2014

2.25.59.13 at 06:55, 6 April 2013

2013-04-06T06:55:38Z

← Older revision		Revision as of 06:55, 6 April 2013
Line 1:		Line 1:
		+
	On publicly-funded projects, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,		On publicly-funded projects, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,
−	<blockquote>	+	<blockquote>...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''</blockquote>
−	...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''	+
−	</blockquote>	+
	''Ref'' [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].		''Ref'' [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].

Line 8:		Line 7:

	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).		For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).
−
	*''support the SRO (senior responsible owner) by :''		*''support the SRO (senior responsible owner) by :''
−
	#''preparing business case and investment appraisals and updating as required''		#''preparing business case and investment appraisals and updating as required''
	#''ensuring that Gateway reviews are undertaken''		#''ensuring that Gateway reviews are undertaken''
	#''managing the resources allocated by the SRO''		#''managing the resources allocated by the SRO''
	#''working within delegated authorities, including health and safety''		#''working within delegated authorities, including health and safety''
−
	*''manage the department's interests in the project by:''		*''manage the department's interests in the project by:''
−
	#''coordinating and directing user input''		#''coordinating and directing user input''
	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''		#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''
Line 24:		Line 19:
	#''ensuring appropriate risk management on the project''		#''ensuring appropriate risk management on the project''
	#''managing the project budget, including the risk allowance''		#''managing the project budget, including the risk allowance''
−
	*''secure professional services for delivery of the project by:''		*''secure professional services for delivery of the project by:''
−
	#''appointing the integrated supply team (see AE5:The integrated project team) coordinating and fostering teamwork''		#''appointing the integrated supply team (see AE5:The integrated project team) coordinating and fostering teamwork''
−
	*''ensure effective delivery of the project by:''		*''ensure effective delivery of the project by:''
−
	#''determining the procurement route (see AE6:Procurement and contract strategies)''		#''determining the procurement route (see AE6:Procurement and contract strategies)''
	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''		#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''
Line 36:		Line 27:
	#''establishing formal reporting arrangements on project progress''		#''establishing formal reporting arrangements on project progress''
	#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''		#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''
−
	*''carry out a post project review with the integrated project team''		*''carry out a post project review with the integrated project team''
	*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''		*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''
−
	#''how far the project met the department's interests and objectives''		#''how far the project met the department's interests and objectives''
	#''what lessons need to be learned for the future (things done well and areas that need to improve).''		#''what lessons need to be learned for the future (things done well and areas that need to improve).''
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	The relationship between the project sponsor and the rest of the project team is illustrated in OGC guidance as shown below:		The relationship between the project sponsor and the rest of the project team is illustrated in OGC guidance as shown below:

−	[[File:Client1.jpg\|none\|Client1.jpg]]	+	[[File:Client1.jpg\|none\|Client1.jpg\|alt=Client1.jpg]]

	Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].		Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].
Line 51:		Line 40:
	NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.		NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.

−	~~----~~	+	= Find out more =

−	= ~~See also~~ =	+	=== Related articles on Designing Buildings Wiki ===
−		+	*Champions.
−	*~~Senior responsible owner~~.	+	*Independent client adviser.
		+	*Integrated project team.
		+	*Integrated supply team.
	*Investment decision maker.		*Investment decision maker.
−	*User panel.
	*Project board.		*Project board.
−	*Integrated supply team.
−	*Integrated project team.
−	*Independent client adviser.
	*Project manager.		*Project manager.
		+	*Senior responsible owner.
		+	*User panel.
		+
		+	=== External references ===
		+	*OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].
		+	*OGC: [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp Project sponsor].

	[[Category:Roles_/_services]]		[[Category:Roles_/_services]]

Designing Buildings at 12:34, 30 April 2012

2012-04-30T12:34:39Z

← Older revision		Revision as of 12:34, 30 April 2012
Line 1:		Line 1:
−	On publicly-funded projects ~~following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process~~, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,	+	On publicly-funded projects, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,
−	...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''	+	<blockquote>
−	Ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].	+	...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''
		+	</blockquote>
		+	''Ref'' [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].

	The project sponsor might be equivalent to a board director in the private sector.		The project sponsor might be equivalent to a board director in the private sector.
Line 41:		Line 43:
	#''what lessons need to be learned for the future (things done well and areas that need to improve).''		#''what lessons need to be learned for the future (things done well and areas that need to improve).''

−	The relationship between the project sponsor and the rest of the project team is illustrated below:	+	The relationship between the project sponsor and the rest of the project team is illustrated in OGC guidance as shown below:

	[[File:Client1.jpg\|none\|Client1.jpg]]		[[File:Client1.jpg\|none\|Client1.jpg]]
Line 47:		Line 49:
	Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].		Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].

−		+	NB The Office of Government Commerce (OGC) has now been absorbed into the Efficiency and Reform Group (ERG) within the Cabinet Office. OGC guidance has been archived, however, it is cited in the Government Construction Strategy and the Common Minimum Standards, and links are provided to OGC documents from government websites such as the Major Projects Authority. The OGC gateway review process still provides one of the best and most comprehensive sets of guidance for public projects. It is for this reason that the project plan for public projects within Designing Buildings Wiki follows the OGC gateway review process.

	----		----
Line 62:		Line 64:
	*Project manager.		*Project manager.

−	~~[[Category:Roles_/_services]]~~
	[[Category:Roles_/_services]]		[[Category:Roles_/_services]]

Designing Buildings at 13:47, 1 February 2012

2012-02-01T13:47:14Z

← Older revision		Revision as of 13:47, 1 February 2012
Line 1:		Line 1:
	On publicly-funded projects following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,		On publicly-funded projects following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,
−	~~<blockquote>~~
	...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''		...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''
−	~~</blockquote>~~	+	Ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].
−	Ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].	+

	The project sponsor might be equivalent to a board director in the private sector.		The project sponsor might be equivalent to a board director in the private sector.

	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).		For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).
−	~~<blockquote>~~	+
	*''support the SRO (senior responsible owner) by :''		*''support the SRO (senior responsible owner) by :''

Line 42:		Line 40:
	#''how far the project met the department's interests and objectives''		#''how far the project met the department's interests and objectives''
	#''what lessons need to be learned for the future (things done well and areas that need to improve).''		#''what lessons need to be learned for the future (things done well and areas that need to improve).''
−	~~</blockquote>~~	+
	The relationship between the project sponsor and the rest of the project team is illustrated below:		The relationship between the project sponsor and the rest of the project team is illustrated below:

−	~~<br/>~~[[File:Client1.jpg\|none]]	+	[[File:Client1.jpg\|none\|Client1.jpg]]

	Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].		Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].
Line 64:		Line 62:
	*Project manager.		*Project manager.

		+	[[Category:Roles_/_services]]
	[[Category:Roles_/_services]]		[[Category:Roles_/_services]]

Designing Buildings at 10:16, 5 January 2012

2012-01-05T10:16:56Z

← Older revision		Revision as of 10:16, 5 January 2012
Line 1:		Line 1:
−	On publicly-funded projects following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is '...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative''' ~~(ref~~ [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor]~~). The project sponsor might be equivalent to a board director in the private sector~~.	+	On publicly-funded projects following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is,
		+	<blockquote>
		+	...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative'''
		+	</blockquote>
		+	Ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor].

−	~~For a very detailed description of tasks to~~ be ~~performed by~~ the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).	+	The project sponsor might be equivalent to a board director in the private sector.

−	*'''support the SRO (senior responsible owner) by :''	+	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).
		+	<blockquote>
		+	*''support the SRO (senior responsible owner) by :''

−	#''preparing business case and investment appraisals and updating as required''	+	#''preparing business case and investment appraisals and updating as required''
−	#''ensuring that Gateway reviews are undertaken''	+	#''ensuring that Gateway reviews are undertaken''
−	#''managing the resources allocated by the SRO''	+	#''managing the resources allocated by the SRO''
	#''working within delegated authorities, including health and safety''		#''working within delegated authorities, including health and safety''

	*''manage the department's interests in the project by:''		*''manage the department's interests in the project by:''

−	#''coordinating and directing user input''	+	#''coordinating and directing user input''
−	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''	+	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''
−	#''preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project''	+	#''preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project''
−	#''controlling changes (if required) following approval, ensuring that change control procedures are adhered to''	+	#''controlling changes (if required) following approval, ensuring that change control procedures are adhered to''
−	#''ensuring appropriate risk management on the project''	+	#''ensuring appropriate risk management on the project''
	#''managing the project budget, including the risk allowance''		#''managing the project budget, including the risk allowance''

Line 25:		Line 31:
	*''ensure effective delivery of the project by:''		*''ensure effective delivery of the project by:''

−	#''determining the procurement route (see AE6:Procurement and contract strategies)''	+	#''determining the procurement route (see AE6:Procurement and contract strategies)''
−	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''	+	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''
−	#''ensuring the project is managed in accordance with the project execution plan''	+	#''ensuring the project is managed in accordance with the project execution plan''
−	#''establishing formal reporting arrangements on project progress''	+	#''establishing formal reporting arrangements on project progress''
	#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''		#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''

−	*''carry out a post project review with the integrated project team''	+	*''carry out a post project review with the integrated project team''
	*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''		*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''

−	#''how far the project met the department's interests and objectives''	+	#''how far the project met the department's interests and objectives''
−	#''what lessons need to be learned for the future (things done well and areas that need to improve).'''	+	#''what lessons need to be learned for the future (things done well and areas that need to improve).''
		+	</blockquote>
		+	The relationship between the project sponsor and the rest of the project team is illustrated below:

−	~~The relationship between the project sponsor and the rest of the project team is illustrated below~~:	+	<br/>[[File:Client1.jpg\|none]]
		+
		+	Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].

−	[[/wiki/File:Client1.jpg\|[[Image:\|RTENOTITLE]]]]<br>Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].

−	~~<br>~~

	----		----

−	= See also =	+	= See also =

−	*Senior responsible owner.	+	*Senior responsible owner.
−	*Investment decision maker.	+	*Investment decision maker.
−	*User panel.	+	*User panel.
−	*Project board.	+	*Project board.
−	*Integrated supply team.	+	*Integrated supply team.
−	*Integrated project team.	+	*Integrated project team.
−	*Independent client adviser.	+	*Independent client adviser.
	*Project manager.		*Project manager.

−	~~[[Category:Roles_/_services]]~~ [[Category:Roles_/_services]]	+	[[Category:Roles_/_services]]

Designing Buildings at 17:20, 17 November 2011

2011-11-17T17:20:56Z

← Older revision		Revision as of 17:20, 17 November 2011
Line 1:		Line 1:
−	On publicly-funded projects following the Office of Government Commerce (OGC) ( now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is '...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative''' ( ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor]). The project sponsor might be equivalent to a board director in the private sector.	+	On publicly-funded projects following the Office of Government Commerce (OGC) (now part of the new Efficiency and Reform Group (ERG) within the Cabinet Office) gateway process, the project sponsor (sometimes known as the project director or client manager ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Achieving Excellence Guide 2 - Project Organisation]) is '...''the interface between the client team and supply team via the project manager, as the main day-to-day client representative''' (ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/User_roles_in_the_toolkit_project_sponsor.asp OGC Project sponsor]). The project sponsor might be equivalent to a board director in the private sector.

−	The recommended procurement routes proposed by the OGC are private finance initiative, prime contracting and design and build. (see OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0066AEGuide6.pdf AE6:Procurement and contract strategies] for further information). The OGC process is unusual in that it proposes appointing an integrated supply team (designers, contractors, suppliers and facilities managers) after the project brief has been prepared, before design commences. This means that the main decision to invest (i.e. to appoint the integrated supply team), gateway 3 takes place before concept design or detailed design are prepared.	+	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).
−		+
−	For a very detailed description of tasks to be performed by the Project Sponsor see OGC guide [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities] (bullets listed below).	+

	*'''support the SRO (senior responsible owner) by :''		*'''support the SRO (senior responsible owner) by :''

−	#''preparing business case and investment appraisals and updating as required''	+	#''preparing business case and investment appraisals and updating as required''
−	#''ensuring that Gateway reviews are undertaken''	+	#''ensuring that Gateway reviews are undertaken''
−	#''managing the resources allocated by the SRO''	+	#''managing the resources allocated by the SRO''
	#''working within delegated authorities, including health and safety''		#''working within delegated authorities, including health and safety''

	*''manage the department's interests in the project by:''		*''manage the department's interests in the project by:''

−	#''coordinating and directing user input''	+	#''coordinating and directing user input''
−	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''	+	#''appraising options (with assistance from independent client advisers, as appropriate, and the project manager) and submitting them to the SRO for approval''
−	#''preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project''	+	#''preparing the project brief for the project manager, making the role of design clear in setting the brief and achieving the goals of the project''
−	#''controlling changes (if required) following approval, ensuring that change control procedures are adhered to''	+	#''controlling changes (if required) following approval, ensuring that change control procedures are adhered to''
−	#''ensuring appropriate risk management on the project''	+	#''ensuring appropriate risk management on the project''
	#''managing the project budget, including the risk allowance''		#''managing the project budget, including the risk allowance''

Line 27:		Line 25:
	*''ensure effective delivery of the project by:''		*''ensure effective delivery of the project by:''

−	#''determining the procurement route (see AE6:Procurement and contract strategies)''	+	#''determining the procurement route (see AE6:Procurement and contract strategies)''
−	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''	+	#''producing the project execution plan, including the risk management plan, in collaboration with the project manager''
−	#''ensuring the project is managed in accordance with the project execution plan''	+	#''ensuring the project is managed in accordance with the project execution plan''
−	#''establishing formal reporting arrangements on project progress''	+	#''establishing formal reporting arrangements on project progress''
	#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''		#''providing a focal point for all client contact with the supply team, providing approvals and decisions as necessary''

−	*''carry out a post project review with the integrated project team''	+	*''carry out a post project review with the integrated project team''
	*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''		*''ensure effective feedback from the project by assisting the SRO in carrying out a post implementation review to inform the IDM and SRO of:''

−	#''how far the project met the department's interests and objectives''	+	#''how far the project met the department's interests and objectives''
	#''what lessons need to be learned for the future (things done well and areas that need to improve).'''		#''what lessons need to be learned for the future (things done well and areas that need to improve).'''

−	The relationship between the project sponsor and the rest of the project team is illustrated below:	+	The relationship between the project sponsor and the rest of the project team is illustrated below:
−		+
−	[[Image:Client1.jpg]]<br>Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].	+

		+	[[/wiki/File:Client1.jpg\|[[Image:\|RTENOTITLE]]]]<br>Illustration reproduced with permission from OGC ref [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0062AEGuide2.pdf Project organisation: roles and responsibilities].

		+	<br>

	----		----

−	= See also =	+	= See also =

−	*Senior responsible owner.	+	*Senior responsible owner.
−	*Investment decision maker.	+	*Investment decision maker.
−	*User panel.	+	*User panel.
−	*Project board.	+	*Project board.
−	*Integrated supply team.	+	*Integrated supply team.
−	*Integrated project team.	+	*Integrated project team.
−	*Independent client adviser.	+	*Independent client adviser.
	*Project manager.		*Project manager.

−		+	[[Category:Roles_/_services]] [[Category:Roles_/_services]]
−		+
−	[[Category:Roles_/_services]][[Category:Roles_/_services]]	+