Project management requirements as listed below would normally relate to large six/seven figure projects or ones where successful implementation is fundamental to a service critical operation.

This list has been designed primarily as a prompt sheet for audit staff. It is recognised it is by no means an exhaustive list of possible questions especially where particularly complex projects are being undertaken. However project managers or project overseeing bodies may find part or all of it a helpful aid in undertaking their own self assessment.

Planning

There are clear objectives of what the project is to achieve and initial support has been obtained from key participants and decision makers for what is being proposed.
Clear responsibilities have been allocated and authorities delegated especially in relation to :-
overseeing body (or individual) project manager
project team
specialist participation
end user.
Co-ordination and reporting procedures within and between these groups have been established.
A feasibility study has been carried out and considered by the overseeing body.
The feasibility study includes an analysis of constraints and significant risks.
Costings, drawing on known facts and comparisons, and including incidental costs .
Costings to include an assessment of "firmness" and range of actual outcome.
Funding for both initial project costs plus on going running costs has been secured.
Specifications (or a clear outline of project requirements) have been drawn up.
Arrangements have been made to record actual project costs.
A timetable of key events, time needed to action them and responsibility for this has been drawn up and agreed by the overseeing body. An assessment of contingency time available has been made for key stages.
Key staff deployed onto the project have been assessed for their experience in project implementation and their additional training needs to carry out the work required of them. Training required has been given.
Key staff are available for the time required to work on the project and their existing work has been reorganised so as not to impinge on their ability to carry out their new duties.
Staff deployed, including any bought in from outside bodies, are made aware of the authority’s processes and rules under which the project must operate.
Critical elements of the project have been recognised by the project team and considered by the overseeing body and ways in which risk can be reduced have been decided upon and implemented.
The additional risks associated with "ambitious" projects (big-bang, new design etc) have been recognised by the overseeing body and the projects are given a higher degree of management control, testing levels and implementation times.
Very large projects have been broken down into manageable components with clear responsibilities and co-ordination mechanisms.
Project quality control mechanisms are set down and responsibilities agreed.
Regulatory permissions (either internal or external) have been obtained to allow the project to go ahead.
Users understand reasons for change and user project participation and training have been planned for.
Procurement
Procurement markets have been explored and reported on to the overseeing body. Scope and limitations of what is available is understood.
Procurement rules are followed. (n.b. ICT Procurement Guidelines Annexe (I) on CIS provides a good summary of these.)
Potential suppliers are quizzed about what they can provide,
Where price is not the only criterion the basis of selection is clearly set out before tenders are opened. Appropriate authorisations are received if the lowest cost tender is not selected.
Legal and financial advice is sought where appropriate and especially in relation to the wording of bespoke contracts.
Contracts (and framework agreements etc) are properly signed by all parties at the correct time.
Variation procedures are documented and adhered to.
Where project contracts have a "partnership" element the framework under which this will work has been set out and agreed by all parties.
Implementation
Procedures for assessing and reporting on progress are in place and take place at the intervals set down or appropriate to the needs of the project at that time. Information provided is timely, accurate and concentrates on issues appropriate to that level of management.
Arrangements cater for the assessment of work carried out (quantity and quality) to allow any part payments agreed upon in the contract to be made.
Communication channels with the suppliers are established and are effective in overcoming problems encountered.
Where key problems arise that cannot easily be overcome, communication of these upwards (if necessary to the overseeing body) takes place quickly.
Where alterations to the original specifications are required these are properly authorised at the appropriate level with the cost implications taken into account.
Progress against the original time plan is reviewed and alterations to the timings are authorised at the appropriate level.
Material changes to the time plan are communicated to key parties especially the end user.
Documentation of progress in work and key amendments to standard products/specifications are of a sufficient standard to allow for changes of personnel while the project is still being implemented or for staff to trace back important events at a later date.
Other project critical knowledge is either well documented or shared between individuals.
A network with other similar users has been established, if possible, to foresee problems and find potential solutions.
Arrangements needed to bring the project on live are considered, where appropriate by the overseeing body, and communicated with the end user.
Any regulatory certification or go ahead has been obtained before live usage.
Consideration has been given to the level of testing that should be carried out prior to live usage.
Consideration has been given to partial live usage in order to test the projects success.

Hand over
Reporting arrangements are in place, if necessary to overseeing body level, of the results of testing and partial live usage.
Where necessary training is arranged at the appropriate time for new users.
Project’s product/service is handed over and becomes the responsibility of the end user.
Arrangements are in place for the project team to provide support to the end user if initial running problems occur when hand over has taken.
Arrangements are in place for the project manager to assess whether final payments should be made to the suppliers or whether claims under the contract should be made.
The overseeing body should be informed of the state of the project so it can decide whether to wind up its activities.
A decision should be made by the overseeing body on what post implementation review arrangements it wishes to put in place. Any final cost reporting to members is made.
Documentation is available to cover the requirements of any audit, tax inspection or subsequent legal dispute.