Project management

framework
Supporting compliance with the
Project management policy

May 2022

Planning and Service Performance Division

+61 2 6125 9650
service.improvement@anu.edu.au

The Australian National University

Canberra ACT 2600 Australia
www.anu.edu.au

CRICOS Provider No. 00120C

The Australian National University – Planning and Service Performance 1

Further information
The Planning and Service Performance (PSP) Division is responsible for the ANU project
management policy and the supporting framework. Templates, guides and access to
communities of practice are available on the Project Management Framework internal site.
Please reach out with your questions, comments, or feedback: service.improvement@anu.edu.au.

Contents
Quick guide .................................................................................................................................................. 4
Purpose of the Project management framework .................................................................... 5
Minimum requirements.......................................................................................................................... 6
Project stages .............................................................................................................................. 9
Initiating stage............................................................................................................................. 9
Planning stage ............................................................................................................................. 9
Executing (monitoring and controlling) stage .......................................................... 10
Closing stage .............................................................................................................................. 10
Post implementation review stage ................................................................................. 10
Project tiering ............................................................................................................................................ 11
Record-keeping: SDZ and ERMS.................................................................................................... 12
Appendix A: ANU Project management policy ......................................................... 15
Appendix B: Indicative scoring to determine tiering ............................................ 17
Appendix C: Example of detailed RASCI ..................................................................... 19
Appendix D: Glossary ............................................................................................................ 20
Appendix E: Delegations ..................................................................................................... 26
Appendix F: ANU policies and procedures ................................................................ 26
Appendix G: ANU Governance bodies .......................................................................... 27

The Australian National University – Planning and Service Performance 2

Using the framework
Icons will guide the reader through the framework:

Minimum requirement to comply with the Policy

When and where to file documents

Additional activities to meet best practice

Example of what good looks like

The Australian National University – Planning and Service Performance 3

Quick guide
The ANU Project management framework (PMF) provides a supporting foundation for project
management in compliance with the ANU Project management policy. The PMF applies to all
projects in the University with the following exclusions:
 academic research grants, contracted research and associated projects; and
 activities where external legislation requires a different approach.

What defines a project?

A project is a body of work with a distinct, start and end date that involves transformation of a
business function and/or delivery of one or more products according to an agreed Business
case. The transformation may involve an organisational change; an innovation; a pilot or proof of
concept; an acquisition of a new asset, product, or service capability.
The ANU Capital and investment framework also requires certain compliance for particular
projects and the Finance and Business Services Division should be consulted at the earliest
opportunity for advice.

Minimum requirements
Regardless of the methodology adopted for managing a project, all projects need to
meet the following minimum requirements:
 progress through the following project stages
o initiating
o planning
o executing
o closing
o post-implementation review
 tier the project according to the tiering guidance, apply the appropriate governance and
produce the minimum project documentation
 complete a risk assessment at the start of, and during, the lifecycle of the project as per
the University’s Enterprise risk framework
 lodge project approval and status reporting documents in StrategyDotZero (SDZ) to
ensure correcting reporting to the ANU Executive
 comply with the ANU Records and archives management policy by filing official
documents in the ERMS
 implement further controls where appropriate after meeting the minimum requirements.
Projects in ANU require appropriate governance depending on the nature, scale and scope of
the project. The Service Solutions team can advise on appropriate governance and assist with
secretariat.
The ANU PMF (Project management framework) SharePoint site - Provides further details on
the framework and project management requirements at ANU, including templates and
examples, as well as guides and training materials and access to a community of practice. The
site also has links to the supporting materials for SDZ and ERMS.
The ANU Policy library – Refer to the Project management, Delegations, Risk management,
Alterations in or about University buildings, and related policies and procedures.
The Planning and Service Performance (PSP) Division is responsible for the Project management
policy and the supporting Project management framework. Please reach out to us with your
questions, comments, or feedback: service.improvement@anu.edu.au

The Australian National University – Planning and Service Performance 4

Purpose of the Project management framework
The Australian National University has obligations and responsibilities under the Australian
National University Act 1991 and the Public governance, performance and accountability Act 2013.
Our governance also conforms to the requirements of the Voluntary code of best practice for the
governance of Australian universities.
The ANU Project management framework (PMF) provides guidance to assist project teams and
governance bodies to comply with the ANU Project management policy (Appendix A) to ensure
the University meets its obligations and responsibilities, and applies a consistent and robust
approach to project management.
The PMF defines the minimum requirements for projects to comply with the Policy. It also
provides additional information to support best practice project management, regardless of the
methodology employed to manage the project to control scope, manage stakeholders, to
mitigate risk (including work health and safety) and to maximise project benefits.
The University encourages excellence in all aspects of its research and teaching, and in its
operations. Therefore, the PMF supports the additional use of project management practices
and documents to ensure the successful delivery of projects and the resulting benefits. The
complexity, scale and interdependencies of each project will determine the extent to which
additional documents, processes and procedures are applied.
This framework focusses on the core activity of delivering the desired project or product, and
the desired benefits. However, for a successful project, adjacent activities should also occur
involving change management, stakeholder management, quality control, data management,
procurement and contract management, organisational change management and training.

Project management methodology

Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet project requirements. Project management refers to guiding the project work
to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range
of approaches.
Regardless of the methodology adopted for managing a project - Waterfall, Agile, Prince2,
Lean, Six Sigma, Adaptive, PMBOK, etc. – the ANU Project management policy and Framework
requirements can be fulfilled.

For a complete guide on project management methodologies and practice,

please access the extensive collection in the ANU Library.
The library is also a great resource for information that supports a
successful project, including Change management, Communication plans,
Stakeholder engagement, Benefits measurement and Quality assurance.

Scope
The PMF applies to all projects in the University with the following exclusions:
 academic research grants, contracted research and associated projects; and
 activities where external legislation requires a different approach.

What defines a project?

A project is a body of work with a distinct, start and end date that involves
transformation of a business function and/or delivery of one or more products
according to an agreed Business case. The transformation may involve an
organisational change; an innovation; a pilot or proof of concept; an
acquisition of a new asset, product, or service capability.

The Australian National University – Planning and Service Performance 5

Minimum requirements
The ANU Project management policy establishes a University-wide approach to the
development, approval and management of ANU projects, and refers to the PMF to
ensure a commonality of language and approach. The policy states that projects will:
 progress through the following project stages
o initiating
o planning
o executing
o closing
o post-implementation review
 tier the project according to the tiering guidance and adhere to the applicable
governance activities, and produce the minimum project documentation
 complete a risk assessment at the start of, and during, the lifecycle of the project as per
the University’s Enterprise risk framework
 lodge documents in StrategyDotZero (SDZ) for project approval and status
reporting comply with the ANU Records and archives management policy by filing
official documents in the ERMS
 implement further controls where appropriate.

Capital and Investment Expenditure Prioritisation Framework

Consult the ANU Capital and investment framework when undertaking a project.
The Capital and Investment Framework (CIF) outlines the process for:
 up-front assessment of projects
 financial governance
 monitoring of budgets and risks
 procurement and contracting
 short and long-term planning processes to define project spending targets
The CIF covers capital and investment projects greater than $1.5 million and contemplates two
types of Business cases:
 a full Business case containing all relevant elements of the CIF and providing a full
analysis of the project
 a discovery phase Business case where internal and/or external resource is required to
complete the final Business case.
Please contact the Finance and Business Services Division for full details and relevant
templates.

The Australian National University – Planning and Service Performance 6

Project governance
Governance is an essential aspect of managing projects. Governance responsibility includes
monitoring and oversight of the project, to ensure ANU interests are preserved and compliance
with ANU policies and procedures. The role of governance is to intervene to remediate project
risks, issues or variations or decides to close the project. Depending on the project tier, project
governance may be a steering committee, project board, project control group, or the Project
Sponsor/Business Owner.
Project governance is the high-level process of interactions between the project management
process and the organisational environment within which the project sits. A governance body
should be established with the terms of reference, membership, frequency of meetings and
secretariat support clearly outlined.
It is the responsibility of the governance function to ensure that all projects at ANU comply with
the minimum requirements of the PMF. Project Managers support the project governance in
achieving these outcomes. Governance bodies and Project Managers should also determine and
act within their assigned delegations.
For advice on the appropriate governance, please contact the Corporate Governance and Risk
Office or the Service Solutions team in the Planning and Performance Division.

Guiding principles
The following principles have been approve by the Senior Management Group for
adoption in the Digital and services governance plan and are applicable at all levels of
project governance.

Strategic vision and subsidiarity

Governance decisions are considered from the strategic point of view and guided by the ANU
Strategic plan and ANU Corporate plan. Levels of governance and management are empowered
to make determinations within their remit and delegated authority, and should only perform
functions that are not within the remit of subordinate bodies.

Outcomes, benefits and accountability

The intended outcomes and benefits of a project, and those accountable for the achievement of
those outcomes and benefits, will be well-defined and include adequate measurement to allow
assessment of delivery and continued evaluation through using recommended documentation,
status reporting (SDZ) and record-keeping.

Sustainability and adaptability

Sustainable solutions are required that consider total cost of ownership and especially ongoing
lifecycle costs of services and assets, with governance bodies and management actively
deciding to ‘stop/pivot/persevere’ to ensure delivery of value.

Risk and opportunity management

The governance bodies and management will consider the risks and opportunities, and
implications, of proposed projects within the existing business environment as well as those
arising from other projects in the University.

Cooperation, coordination and transparency

The governance bodies and management will cooperate and coordinate with each other and
make their workings and decisions available to the University to promote the transparency of
operations. Members of project teams contribute to the ANU communities of practice in their
field.

The Australian National University – Planning and Service Performance 7

Managing risk
Risk management must be conducted in accordance with The ANU Risk management
policy for all projects.
Supporting document templates are available through the ANU Corporate Governance
and Risk Office (riskoffice@anu.edu.au). Use StrategyDotZero system Program/Project
Management – Risk Management workspace to capture the risk and issues registers.

Roles and responsibilities

A clear way to show all the roles and responsibilities of all parties involved in the project is
to draw up a RASCI. An example is included in Appendix C.
RASCI is the acronym for responsible, accountable, supports, consulted and informed.
Responsible
Those assigned to complete the task and perform the necessary actions. There may be
multiple people involved and therefore each person informed of their role.
Accountable
The person who has sole accountability for ensuring the activity/decision is completed. There
can only be one person who is accountable; has final decision-making and approval authority.
Supports
The people who are support to the responsible people and/or accountable person in
completing the action.
Consulted
An adviser, stakeholder or subject matter expert who consulted before or during the action.
Informed
The people who must be informed of the outcome or a decision.
The following roles and responsibilities are specified in the Project management policy:
Governance

RASCI
Business

Manager
Sponsor
Project

Project

Project
Owner

[Responsible, Accountable, Supports, Consulted, Informed]

Body

Arrange project funding and ensure project achieves

R, A S C S
its outputs, outcomes and benefits
Ensure that project outputs are adopted and benefits
C, S C R, A C, S
from the project are realised
Management and administration of the project I C C R, A
Ensure compliance of the project with the ANU
C, I A S R
policies and procedures
Manage project team, resources, and act as the key
C S C, I R, A
point of contact
Maintain oversight of the project C, S R, A C, S C, S
Ensure project is executed in line with approved
C, S R, A C, S C, S
documents and plans
Monitor project risks, issues I R, A C, S S
Remediate project deviations or decide to
C R, A S S
cancel/discontinue the project

The Australian National University – Planning and Service Performance 8

Project stages
To comply with the policy, each project must pass through the following stages:
1. Initiating
2. Planning
3. Executing
4. Closing
5. Post-implementation review
The key points shown are indicative of the activities undertaken at each stage, and are
not prescriptive. For a complete guide on project management methodologies and
practice, please access the extensive collection in the ANU Library.
No matter the project methodology adopted, the project must go through these five
stages, produce the associated documentation and record those documents in the official ANU
record-keeping systems.

Initiating stage
Key points
 prepare a business case that defines:
o scope: what's included in the project and what isn't
o objectives
o benefits
o risks
o high level budget
o indicative timeframe
o indicative staffing required and roles defined
 determine project tier
 authority given to commence
 establish governance
This is the stage before action has commenced on the delivering the project.
The project Business case is presented for approval to the appropriate ANU governance body,
such as the Senior Management Group (SMG), and can commence on approval.
Documents
 Business case
 Project brief
Use StrategyDotZero: Program/Project Management – Planning workspace, to capture the
approved Business case.

Planning stage
Key points
 project plan prepared, including
o schedules
o budgets and procurement defined
o risk analysis
o benefits
 draft change plan, may be included in the project plan or separate
 draft communications plan, may be included in the project plan or separate
 project team formed with defined roles and responsibilities

The Australian National University – Planning and Service Performance 9

Documents
 Project plan
Use StrategyDotZero: Program/Project Management – Planning workspace, to capture the
project plan, and Program/Project Management – Risk Management workspace to capture the risk
and issues registers.

Executing (monitoring and controlling) stage

Key points
 deliver the outputs, outcomes, benefits of the project
 monitor and manage budget and risks/issues
 assess and record approve project variations to the scope and/or deliverables
 provide regular reports on the project status to the governance body
Documents
 Project variation requests
 Status reports
Use StrategyDotZero system Program/Project Management – Planning and Implementation
workspace to capture the above information.

Closing stage
Key points
 agreement that project outputs, outcomes, benefits have been implemented
 the deployment of outputs, outcomes, benefits to business area become normal
operating procedures
 lessons learned from the project are shared, including with communities of practice
 closure report presented to governance body
Documents
 Closure report
Use StrategyDotZero system Program/Project Management – Implementation workspace to
capture the above information.

Post implementation review stage

Key points
 conduct a post-implementation review within 12 months of the closure
 review benefits realisation
 review Lessons learned, update and share
Documents
 Post-implementation review report
Use StrategyDotZero system Program/Project Management –Implementation workspace to
capture the above information

The Australian National University – Planning and Service Performance 10

Project tiering
Project tiering, at the initiating stage, determines the level of governance, documentation
and record keeping required to comply with the ANU Project management policy.
The project tier is determined by measuring a number of factors under two categories:
1. Benefits from the project
 financial impact: revenue generating or cost-saving
 service quality: university-wide application
 process improvement: university wide application
 productivity improvement
2. Ease of implementation
 Business Owner support
 IT interdependencies
 timescale: short, medium or long
Considering the diverse nature of projects at the ANU, the use of weighted scores provides a
consistent assessment across the range of projects. A table outlining questions to assist
assessment against each criteria with indicative scores is in Appendix B.
In addition, the ANU Executive may determine that a project assists ANU to meet its Strategic
priorities or elements of the ANU Corporate plan, as well as activities that ensure the ANU
complies with its legislative and regulatory requirements, and these are therefore Tier 1.
In relation to capital works, major projects are Tier 1 and minor projects are Tier 2.

Assigning tiers
For all other projects that do not meet the categories described above, the Project Sponsor
or Project Manager allocate scores to each criteria on a scale of 1–10, and a calculation adjusts
the score based on the weight assigned to each criteria. See Appendix B for details.
The tiers determine the minimum governance and record keeping required for the project, and
can assist the Project Manager to determine the size and scale of the team required to
complete the project. This method also allows the University to amend the weight allocated to
each criteria in response to changing strategic priorities. The current weight applied to` each
criteria is as follows:
Criteria questions will cover: Score Weight
Financial impact: revenue generating or cost-saving 1–10 40%
Service quality: university-wide application 1–10 20%
Process improvement: university wide application 1–10 30%
Productivity improvement 1–10 30%
Business Owner support 1–10 30%
IT interdependencies 1–10 40%
Timescale: short, medium or long 1–10 30%
The calculation then provides a total score out of 20 that then indicates the tier as follows:
Tier 1 Tier 2 Tier 3 Tier 4
More than 20 More than 16, More than 10, 10 or less
less than 20 less than 16
A tiering tool be found on the ANU PMF (Project management framework) site.

The Australian National University – Planning and Service Performance 11

Tier 1
These projects are established or led by:
 ANU Council
 Senior Management Group
 Portfolio level of the Digital and Services Strategy Governance
 Major capital works

Tier 2
These projects are established or led by (or equivalent):
 College Dean
 College General Manager
 Service Division Director
 Program or some project levels of the Digital and Services Strategy Governance
 Minor capital works

Tier 3
These projects are established or led by (or equivalent):
 Associate Director
 School Manager

Tier 4
These projects are established or led by (or equivalent):
 Senior Manager or Manager

Documentation
To ensure a comprehensive understanding of the status of projects throughout the
University, the ANU Executive receive a high-level dashboard produced in
StrategyDotZero (SDZ). Therefore, the Project management policy stipulates the use of
SDZ.
While templates can be modified to reflect more accurately the scale, complexity and
requirements of the governing body, Tier 1 and Tier 2 projects require comprehensive
documentation to ensure appropriate oversight, accountability, effective management and
meaningful reporting and record keeping.
Templates referenced in this framework are available on the Project management framework
site. Information may also be input directly to SDZ.
Every project requires the following documentation:
 Business case
 Project brief
 Project plan
 Project variation requests
 Status reports
 Closure report
 Post-implementation review report

The Australian National University – Planning and Service Performance 12

Best practice also recommends that the following documents are also prepared (beyond
the summaries included in the Project plan):
 Benefits management plan
 Risk and issues register
 Change management plan
 Communications plan
 Lessons log

The Australian National University – Planning and Service Performance 13

Record-keeping: SDZ and ERMS
Use the Planning workspace of SDZ to capture information related to the initiating and
planning stages; and use the Implementation workspace of SDZ to capture information
related to the executing, closing and post-implementation review stages.
Any tender, procurement documents or contracts should be prepared in consultation with the
Contracts Office (contracts.office@anu.edu.au) and filed in ERMS (the Electronic records
management system) in accordance with the ANU Records and archives management policy.
There is an extensive range of user guides, a community of practice, and training available via
the ERMS site.
The following table provides guidance on the documents that are required for all projects'
stages.
Documentation SDZ ERMS
Initiation
Business case
Planning workspace Approved version
including approval to commence
Project brief Planning workspace Approved version
Planning
Project plan (see Executing*) Planning workspace Approved initial version
Change management plan
Communication plan
Financial management
Benefits management
Schedule of tasks
Risk management
Risk and issues register
workspace
Executing
Risk Management
Risk and issues register
workspace
Implementation
Project variation request/approval
workspace
Implementation
Status reports
workspace
*Project plan
Approved final version
as updated by project variations
Contracts, work orders, official
Signed final documents
documents on behalf of ANU
Closing
Implementation
Lessons learned log
workspace
Closure report Planning workspace Approved version
Post-implementation review
Post-implementation review report Implementation Approved version
workspace

The Australian National University – Planning and Service Performance 14

 Appendix A: ANU Project management policy
(as at May 2022)
Purpose
This policy establishes a University-wide approach to the development, approval and
management of most ANU projects.
Overview
This policy prescribes the minimum requirements for the management and governance of most
projects at ANU.
The University has a Project management framework for staff to use, ensuring commonality of
language and approach. The framework provides a common foundation to control scope,
manage stakeholders, mitigate risk (including work health and safety) and maximise project
benefits.
Scope
The Project management policy applies to most projects in the University, with the following
exclusions:
 academic research grants, contracted research and associated projects; and
 activities where external legislation requires a different approach.
A project is defined as a body of work with a distinct start and end date that involves
transformation of a business function and/or delivery of one or more products according to an
agreed Business case. The Business case may be simple or comprehensive, depending on the
size of the project. Example projects include organisational change through innovation,
introduction of a new product or service, a pilot or proof of concept followed by a phased rollout.
This Project management policy is used in conjunction with related policies and procedures of
the University including work health and safety, risk, delegations, procurement, records and
archives management and managing change.
Policy statement
Project management
1. Project Managers at ANU use the project stages outlined in the Project management
framework when establishing and managing projects.
2. Project Managers implement further controls where appropriate after meeting the
minimum requirements; such as, but not limited to, alternative methodologies or more
detailed project monitoring or compliance practices.

Project governance
3. All projects adhere to the applicable minimum governance activities as outlined i n the
Project tiering guidance document in the PMF Library of resources.

4. All projects complete a risk assessment prior to the commencement of the project and
during the lifecycle of the project, in accordance with the University’s Enterprise risk
framework.

5. In addition, projects utilise the following governance structures and tools, if relevant to
their project:

a. Technology Governance – including the Digital Strategy Committee, Technology

Investment Committee and Solution Design Authority. NB These bodies have been
replaced in the Digital and Services Strategy Governance (see Appendix G)
b. Capital works – For any works or proposals to alter the interior or exterior of buildings,
the natural environment or surrounding infrastructure refer to the Alterations in or
about University buildings procedure.
c. StrategyDotZero (SDZ) – a digital project approval and status-reporting tool. Further
information is available in the SDZ user access and training guides.

The Australian National University – Planning and Service Performance 15

Roles and responsibilities
6. The Project Sponsor is responsible for project funding and ensuring the project achieves
its objectives and benefits.

7. The Project Owner/Business Owner accepts the new service, capability or product; is
responsible for realisation of project outcomes and any identified benefits (N ote: will likely
carry forward past end of project).

8. The Project Manager is responsible for the administration and management of the project,
and compliance with this policy and other relevant University policies and procedures
(refer clause 6) and is the key project contact and responsible for management, of the
project team and its contractors.

9. The Project governance body has oversight of the project and ensures that the project is
executed in line with the approved project documentation; monitors project health
including risks and issues and acts to remediate or cancel the project if required.
Representation includes business user(s) and service provider(s). The Project governance
body is the Project control group and/or the Project steering committee, Project board or
Project Sponsor/Business Owner, depending on the size of the project.

Definitions
10. Project management definitions are found in the Project glossary in the Related links
section of the PMF.

Delegations relevant to this policy

11. Project Managers must be aware of the Delegations framework, familiarise themselves
with the University’s delegations and be aware of the respective delegations as they relate
to their specific project.

The Australian National University – Planning and Service Performance 16

Appendix B: Indicative scoring to determine tiering
The following table outlines questions to assist assessing against criteria, and provides indicative scores.
Benefits from the project
Revenue generating or cost-saving Indicative
scores
Is the project expected to support the generation of revenue or cost savings > $50,000 in the first
year? 8
Is the project expected to support the generation of revenue or cost savings > $200,000 over 3 years? 9
Is the project expected to support the generation of revenue or cost savings > $500,000 over 5 years? 10

University-wide application
Will the successful project be immediately applied university-wide (both colleges and
portfolios/divisions)? 10
Is the project a proof of concept for future application university-wide; or to all colleges; or to all
portfolios/divisions, if successful? 10
If the project is only applicable to colleges, is it applicable to 6 or more? 10
If the project is only applicable to portfolios/divisions, is it applicable to all? 10
If the project is only applicable to colleges, is it applicable to 3 - 5 colleges? 9
If the project is only applicable to portfolios/divisions, is it applicable to most portfolios/divisions? 9
If the project is only applicable to portfolios/divisions, is it only applicable to 1 or 2 portfolios/divisions? 7
If the project is only applicable to colleges, is it only applicable to 1 or 2 colleges? 7

Productivity improvement
Will the project result in saving a significant amount of staff time on an ongoing basis? 10
Will the project result in saving a moderate amount of staff time on an ongoing basis? 8
Will the project result in saving a modest amount of staff time on an ongoing basis? 5
The project will not result in saving staff time. 2

The Australian National University – Planning and Service Performance 17

Ease of implementation
Business owner support
Is the Business Owner allocating dedicated staff to the project? 10
Is the Business Owner allocating staff part time to the project? 5
The Business Owner is not allocating staff to the project. 2

IT interdependencies
Is the project contained within a single IT system? 10
Does the project rely on push/pull of data from 2 systems? 8
Does the project rely on push/pull of data from 3 or > systems? 5

Timescale
Will the project be completed in less than 6 months? 10
Will the project be completed between 6 and 12 months? 5
Will the project take more than 12 months to complete? 2

A tiering tool can be found on the ANU PMF (Project management framework) SharePoint site.

The Australian National University – Planning and Service Performance 18

Appendix C: Example of detailed RASCI

The Australian National University – Planning and Service Performance 19

Appendix D: Glossary
ANU Project management framework
A university-wide framework that provides guidance to comply with the ANU Project
management policy.

ANU Project management policy

The ANU Project management policy establishes a University-wide approach to the
development, approval and management of ANU projects. The policy outlines the minimum
requirements for the management and governance of projects at ANU.

Benefits
The measurable improvement resulting from a project for one or more stakeholders.

Benefits management
The process of identifying, preparing to achieve, achieving and measuring benefits.
Identification of benefits involves strategic and business analysis clearly defining 'value' to be
generated. The project is setup and planned to ensure achievement of benefits. Throughout the
lifecycle of the project, actual progress is monitored and controlled to ensure that the project
continues on track to achieve the desired benefits. Once the project results in outcomes, these
are evaluated to ensure and measure the achievement of resultant benefits.

Benefits realisation
The Project Sponsor and/or governance body needs to review the Post-implementation report
and where appropriate, assign the recommendations to key stakeholders and the Business
Owner to ensure the new system/service/facilities is fully adopted and benefits are realised.

Business as usual (BAU) / Business operations

The business operations that are standard day-to-day activities.

Business case
A document that identifies an operational or strategic need or business problem and provides
the feasibility and justification for the proposed project. It is presented to the governing body to
determine if the project should be approved.
The business case outlines the justification for the project and its alignment to the ANU
Strategic plan, ANU Corporate plan and Capital and investment framework.
The business case outlines:
 the reason for the project, business drivers, outcomes/outputs and benefits
 scope of the project; what's included and what isn't
 an analysis of the assumptions on which the estimated costs, required resources and
timeline for delivery are based
 initial risk assessment, including the risks of not proceeding
 the desired benefits and the feasibility of achieving these

Business Owner
An operational business unit or academic area that has ownership of project outputs, including
the budget, timeframe, and outcomes. The Business Owner is a key stakeholder and has overall
responsibility for ensuring that the project meets its business objectives. They also confirm

The Australian National University – Planning and Service Performance 20

acceptance of the new service, capability or product and are responsible for realisation of
project outcomes and any identified benefits.

Change (to project) see ‘Variation’

Change management
The strategies and procedures used to define change, identify its impacts, and prepare for and
manage the transition for the people impacted through the change towards achieving the
desired outcomes and benefits.

Closing stage
When the project activities are completed, the project can be assessed for closure. Where it is
clear the project can no longer achieve its desired outcomes and resultant benefits, and it will
also be closed. These decisions are usually made by the governance body. The Project Manager
should make provisions for both, a planned project closure, and a pre-mature project closure
where appropriate (for example, where the business case can no longer be justified).
Closing a project involves:
 acceptance and approvals are obtained following verification with the Business
Owner that the agreed products, services, or outputs were delivered to their
expectation
 preparing transition of the outputs of the project into a business-as-usual and
ongoing management is planned, including the benefits management plan and
action
 preparing ongoing evaluation on whether the project continues to achieve the
benefits, and the availability of data and information that would enable the
evaluation of the project is ensured
 a review is done to ensure that all project commitments (including meeting legal,
regulatory, compliance requirements) are met
 procurement, contracts and completing any financial transactions are completed
 closure is communicated to all relevant stakeholders
 lessons learned from the project are captured
The Closing stage involves formally handing over the deliverables to the Business Owner,
forwarding the documentation to the business, concluding supplier contracts, releasing staff
and equipment, closing costs charged to the project and informing stakeholders the project is
closing. It is good practice to conduct a Lessons learned workshop.

Closure report
A summary of the project achievements and shortfalls along with any further actions needed,
including those related to handover or transition planning, and include reference to the:
 Business case
 Project brief
 Issues log
 Risk register
 Lessons learned log

Communications plan
Defines the communication requirements for the project and how specific information will be
distributed. It documents the approach to prepare the stakeholders, target audience or end
users to accept the project deliverables. Essential elements also include key messaging and a
timeframe for delivery.

The Australian National University – Planning and Service Performance 21

Deliverables See ‘Outputs, Outcomes, Products

Evaluation
The process of assessing and measuring the outcomes and benefits from a project and
comparing them with the desired benefits and outcomes from the business case. Evaluation can
commence as soon as project outputs are made available, and outcomes may be assessed, and
is an ongoing activity that goes beyond the closure of the project.

Executing stage (also see Monitoring and controlling)

The stage when the Project Manager and the project team deliver the output(s) defined in the
Project plan. This stage involves monitoring and controlling to ensure all plans, outputs, risks,
issues and changes are managed effectively. This stage ends with the acceptance of the
deliverables by the business areas.

Initiating stage
The period from when the governance body authorises initiation to when they establish funding
for the project (or decide not to go ahead with the project).

Issues
A realised risk, problem or concern that has emerged and if not addressed is expected to affect
the project timeframes or outcomes.

Issues log
A register used to capture and maintain information on all of the issues being managed formally
including impact and resolutions actions. The Issue log is prepared by the Project Manager and
monitored by the governance body on a regular basis.

Lessons learned log

Record of events and activities that did not go to plan, or suggestions of how the project could
have run more smoothly. The Lessons learned log is a helpful resource for future projects to
avoid pitfalls and improve performance. This log is key element of the Project closure report and
Post-implementation review.

Monitoring and controlling

Activities to track, review and regulate the progress and performance of the Project plan during
the project execution stage. The Project Manager will monitor, and track events accord with the
plans (such as Project plan, Risk register, Budget management, Communication plan). This
ensures that control actions are taken as corrective or preventative interventions in a timely
manner or reported to the governance body.

Objectives
Describes the tangible result from doing the project. Each objective must be simple to
understand, specific and measurable. The project and its objectives must contribute to the
strategic or business plan outcomes resulting in desired benefits.

Outcomes
The result of change, normally affecting real-world behaviour and/or circumstances. Outcomes
are desired when a change is conceived. They are achieved as a result of the activities
undertaken to effect the change. The final measurable improvements from outcomes are the
benefits.

The Australian National University – Planning and Service Performance 22

Outputs
A specific product that is handed over to a user(s).

Planning stage
The stage of the project where the Project Manager and the team prepare a detailed Project
plan to provide the project board/steering committee with assurance of outcomes. At the end of
the planning stage, the steering committee will confirm the investment amount to be allocated
to the project to proceed to Executing Stage.

Post-implementation review stage

In this stage, the project is reviewed as to whether the outputs have achieved the intended
business outcomes and the expected benefits. It also includes lesson learned, highlights
successes and achievements (such as the benefits realised and yet to be realised), and any
ongoing activities such as transition, support, maintenance, or updates.

Post-implementation review report

Summary of the evaluation of the project and how well it met its desired outcomes and targeted
benefits.
The Post-implementation review report includes:
 consulting with the Business Owner and key stakeholders to assess how well the project
outputs achieved the intended business outcomes, and the expected benefits, and to
identify if more needs to be done to maximise the realisation of the benefits from the
project outputs.
 reference to the Project plan, Benefit management plan and/or Cost benefit analysis to
assess the final cost of the project, anticipated cost savings and level of attainment of
the expected benefit.
 identifying all the ongoing and support activities required beyond the life of the project
to fully realise the business benefits. These activities may include introducing new
policies or procedures; delivering operational requirements such as training, or updates
to websites and other information resources.
The Project Manager will use this information to complete the Post-implementation review
report and provide recommendations of ongoing actions required to fully realise the benefits
and to enable guidance for future projects based on lessons learned.

Products
An input or output, whether tangible or intangible, that can be defined, created and tested.

Program/s
A group of related projects and activities that are grouped together to achieve a common
solution to a business requirement or strategic priority. Projects within a program will typically
have shared objectives but deliver different benefits.

Project brief
The formal project initiation document that specifies the background of the proposed project,
purpose, benefits, business case outline, objectives, scope, assumptions, constraints and costs
of the project. Its main purpose is to formally acknowledge that a project has approval to begin.
The project brief is developed in close consultation with the Project Sponsor, the Business
Owner, key stakeholders and members of the project team.
This document encompasses the Business case as well as:
 details of the deliverables (outcomes/outputs)

The Australian National University – Planning and Service Performance 23

  benefits to be realised
 timeframes
 project team including roles and responsibilities
 customers/users and other stakeholders
 risks, issues and assumptions
 cost/budget proposed
 governance and reporting arrangements

Project closure report

A key document to record the performance of your project against the agreed objectives and
Project plan, and to seek formal approval to close the project. It is normal for projects to vary
from the initial Project Plan, and so any such variations must be outlined in your Project closure
report.

Project management methodology

The collection of tools, techniques, methods, lifecycle choices, outputs that are used to manage
a project.

Project plan
Defines how the Project Manager and team will deliver the project outputs and achieve the
project benefits.
The Project plan is a detailed roadmap of how the project will be conducted (the project
methodology). Use the Project brief as the basis for detailing:
 team structure, roles and responsibilities
 packages of work and associated timelines
 measures of success of the project
 stakeholder engagement and communication through the project
 change management or business transformation approach and activities
 budget or cost of each activity and/or resources
 risks impacting the project and planned actions to minimise the impact of the risk
 business benefits and how and when will these be measured against the baseline
 constraints and assumptions.
Supporting plans can include work package and schedule, Benefits measurement plan, Change
management plan, Communication plan, Stakeholder engagement plan, Quality assurance
plans, Procurement plans, and Training plans.

Project status report

A regular report on the project’s progress to date, any issues, and the planned next steps. The
governance body will review the Project status reports to assess the progress of the project and
make decisions on issues raised and any project variation requests.

Project Sponsor
The Project Sponsor is responsible for project funding and ensuring the project achieves its
objectives and benefits.

Project variation request

A document used when a variation is needed to any of the project's baseline elements to ensure
the project will deliver the expected benefits within resources, on time and on budget. The
request must be approved by the governing body prior to updating the Project Plan, and other
documents such as the Risk register, Communications plan, etc.

The Australian National University – Planning and Service Performance 24

Risk (Project risk)
An uncertain event or condition that may have an effect (positive or negative) on the
achievement of a project's benefits. Project risks are often grouped into categories so that the
proposed risk management strategy addresses multiple potential eventualities or issues that
might emerge, e.g., financial risk captures budget exceedance, funding risks and commercial
success (i.e., revenue). Risks are recorded in the Risk register.

Project variation requests

A formal mechanism to document and seek approval to modify existing plans, process, systems,
and products. The variation request outlines the justification for the variation and its impact on
the project. Requests are formally reviewed and approved by the governance body.
Variations may result from risks that eventuate and become project issues, or other issues that
arise. If an issue creates a change to one or more of the project parameters: scope, budget,
schedule, work packages, benefits and/or governance, then the matter must be flagged in the
Issues log by the Project Manager.

Risk management
The systematic application of principles, approaches and processes to the tasks of identifying
and assessing risks, and then planning and implementing risk mitigation responses to minimise
any negative impact on the project.

Risk register
A record of identified risks relating to an initiative, including their status and history. Use the
Risk register to list of all project risks along with their analysis and mitigation/contingency
actions

Scope
Clear definition of the work/s to be completed by the end of a project. It needs to be aligned to
the project objectives, deliverables and associated benefits.

Sponsor see Project Sponsor

Stakeholder/s
Individuals or groups that have an investment, share, or interest in the development and
outcomes of a project; and those who will be impacted by the project. Common stakeholders on
most projects are the Project Sponsor, governance body, Business Owner, the project team, the
customer/user of the service/product, as well as other business areas, academic and
professional staff and students.
A critical factor for a successful project is stakeholder identification and engagement. It is
beneficial to ensure the stakeholders expectations align with the project’s purpose. It is also an
opportunity to identify how stakeholder participation can help direct the project’s success and
how best to engage with them about the change created by the project.

Status reports
Records the status of the project in comparison with the plans, key risks/issues, and remedial
actions. The reports should also reflect the required information as agreed with the Project
Sponsor, the governance body and the Business Owner.
Variation - see Project variation requests

The Australian National University – Planning and Service Performance 25

Appendix E: Delegations
 Delegation Framework
 Delegations by category
 Delegations of Authority Policy
 Delegations of Authority Procedure

Appendix F: ANU policies and procedures

Please refer to the ANU Policy library for policies, procedures and frameworks that support
project management. The following list is not exhaustive but gives an indication of the aspects
of compliance required by the University.
 Project Management Policy
 Risk Management Policy
 Capital Investment Expenditure Framework
 Digital and Services Governance Plan and Structure
 Expenditure Approvals Policy
 Procurement Probity; Procurement Procedure; Procurement Handbook
 Contract Management Handbook
 Conflict of Interest and Commitment
 Records and Archives Management Policy; Records Management Procedure
 Privacy; Privacy Impact Assessment
 Managing Change Procedure
 Staff consultation and Organisational Change Policy
 Organisational Arrangements Change Procedure
 Work Health and Safety Policy
 Services Performance Framework
 Information Technology Security Policy
 Enterprise Systems Management Standard

The Australian National University – Planning and Service Performance 26

Appendix G: ANU Governance bodies
ANU Council and ANU Committees of Council
ANU Executive
 Vice-Chancellor  Pro Vice-Chancellor,
 Deputy Vice-Chancellor, Academic Education and Digital

 Deputy Vice-Chancellor,  Vice-President, First Nations

Research and Innovation  Vice-President, Advancement
 Deputy Vice-Chancellor,  Chief Operating Officer
Student and University Experience  Chief Financial Officer
 Deputy Vice-Chancellor,  Director,
International Strategy Office of the Vice-Chancellor

Senior Management Group (SMG)

 Vice-Chancellor
 Deputy Vice-Chancellor, Academic
 Deputy Vice-Chancellor, Research and Innovation
 Deputy Vice Chancellor, Student and University Experience
 Deputy Vice-Chancellor, International Strategy
 Pro Vice-Chancellor, Education and Digital
 Vice-President, First Nations
 Vice-President, Advancement
 Chief Operating Officer
 Chief Financial Officer
 Director, Office of the Vice-Chancellor
 Dean, ANU College of Arts and Social Sciences
 Dean, ANU College of Asia and the Pacific
 Dean, ANU College of Business and Economics
 Dean, ANU College of Engineering and Computer Science
 Dean, ANU College of Law
 Dean, ANU College of Science
 Dean, ANU College of Health and Medicine
 Dean, Higher Degree Research
 Dean, Academic Quality
 Chair of Academic Board
 Director, Corporate Governance and Risk Office
 Director, Communications and Engagement

The Australian National University – Planning and Service Performance 27

Digital and services governance structure

The Australian National University – Planning and Service Performance 28