INTERNAL

GROUP MANUAL
Technology - Project Methodology Valid from: 2012.12.12
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Manual owner: SVP and Head of Group Technology

Approver: EVP and Head of Group Industrial Development

Content

1 PURPOSE AND SCOPE ................................................................................... 2

1.1 Purpose ................................................................................................... 2
1.2 Scope ...................................................................................................... 2
2 TELENOR PROJECT METHODOLOGY .............................................................. 2
2.1 Decision points.......................................................................................... 3
2.1.1 D0 – Start Initiation ............................................................................ 3
2.1.2 D1 - Start Analysis [Mandatory] ............................................................ 4
2.1.3 D2 – Start execution [Mandatory] ......................................................... 4
2.1.4 D3 – Decision to launch ....................................................................... 5
2.1.5 D4 – Start handover and close out ........................................................ 5
2.1.6 D5 – Project termination and evaluation................................................. 6
2.2 Project Roles ............................................................................................ 6
2.2.1 Sponsor ............................................................................................. 6
2.2.2 Project Owner ..................................................................................... 7
2.2.3 Steering Committee............................................................................. 8
2.2.4 Project Manager .................................................................................. 8
3 MANUAL REQUIREMENTS ............................................................................. 9
3.1 Mandatory deliverables .............................................................................. 9
3.2 Mandatory project roles ............................................................................10
4 REFERENCE DOCUMENTS ............................................................................ 10
4.1 Attachments ............................................................................................10
4.2 External regulation ...................................................................................10
4.3 Other Telenor Governing document ............................................................10
5 DEFINITIONS ............................................................................................. 10
6 CHANGE LOG .............................................................................................. 11
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1 Purpose and Scope

1.1 Purpose
This Group Manual sets out mandatory requirements and guidance for the
Business Units in Telenor to support the implementation of the principles in
Group Policy Technology.

For all projects where Group involvement shall take place, the Group Project
Methodology and governance requirements for decision points 1 and 2 (D1 and
D2) are mandatory. Group involvement in this respect is defined as projects
where Business Units are required to seek direction or recommendations from
Group according to the Group Authority matrix and according to the Group
Technology Policy.

An introduction to the Telenor Project Methodology is presented in this manual,

in order to provide the necessary context for the requirement, together with
more detailed descriptions on the steps that shall be carried out in order to meet
this policy requirement.

1.2 Scope

This manual shall be implemented, monitored and enforced in accordance with

the requirements in the Governing Principles document.

2 Telenor Project Methodology

Chapter 2 describe the Telenor project methodology in general. For a summary
of which elements from the project methodology are mandatory according to the
Group Technology Policy and this manual, please refer to chapter 3.

In order to strengthen the execution of projects in Telenor, a global corporate

project model providing a framework for how to carry out projects have been
established.

The Telenor project model shall simplify and improve the execution of projects in
Telenor by means of an introduction to:

• A common system of concepts

• A joint understanding of roles and responsibilities
• Common governing documentation
• A common framework for decisions related to the start-up and termination
of projects
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• A common structure for planning and follow-up of projects

At each decision point an assessment and decision of whether the project shall
be continued, changed, or stopped shall be made. The Telenor Project Model with
its main decision points and phases is illustrated in Figure 1 below. This manual
focus primarily on project roles and deliverables related to decision points. For a
complete overview of Telenor’s project model, please refer to the attached link to
the Telenor Project Toolbox.

D0

Figure 1 - Telenor's project model

2.1 Decision points

The Telenor project model consists of a set of decision points followed by phases.
For each decision point, the project model provides requirements and guidance
for roles and responsibilities for the decision point as well as a set of templates to
be used for creating required project documentation. The following sections give
an introduction to each of the decision points in the project model as well as an
overview of the templates to be used at each decision point according to the
Telenor project model.

2.1.1 D0 – Start Initiation

After D0 approval, the project initiation activities can be started. The proposal
may be rejected, continued in the line organization, or it might be further
elaborated prior to getting a decision. At D0, approval is only given for plans and
budgets till next decision point, D1.

Responsibility

The BU line organization is responsible for giving the final approval of the project
proposal. Normally this will be handled by the Sponsor of the project.

Documents to prepare for decision

• D0 Project proposal
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2.1.2 D1 - Start Analysis [Mandatory]

At D1, the project can be established and the analysis phase commences. The
charter may be rejected, the charter may be continued in the line organization,
or it might be further elaborated prior to getting a decision. If the project charter
is approved, project resources for the following phase are appointed at D1.
Approval is only given for plans and budgets till next decision point, D2.

Responsibility

The BU line organization is responsible for giving the final approval of the D1
project charter. Normally this will be handled by the Sponsor of the project.

Documents to prepare for decision

• D1 Project charter
• D1 Business case
• D1 Effect realization plan 1
• D1 Risk assessment

Comments

• There might be several decision points and milestones during the analysis
phase (or D2 approval process).

2.1.3 D2 – Start execution [Mandatory]

The D2 decision is a decision to launch the execution phase and to complete the
project according to project charter. Alternatively, the project may be stopped or
further elaborated on prior to a decision being made. Steering committee is
established (if needed) at D2. Furthermore, the budget for the entire project is
approved as part of the D2 approval.

Responsibility

Decision D2 is made by the Project Owner together with the Steering Committee
(if a Steering Committee is established). Project Owner must have the necessary
authority to make the decision (with regards to investment amount, etc.).

Documents to prepare for decision

• D2 Project charter
• D2 Business case 2

1
The effect realization plan may be included in the Business case, or as an attachment to
the D1 Project charter.
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• D2 Effect realization plan and agreements 3

• D2 Risk assessment

2.1.4 D3 – Decision to launch

At this point it is decided to launch the project according to a launch plan

developed by the project. The decision is also the latest starting point for the
handover process where the recipient of the project (line organization) accepts to
participate in activities to ensure a successful handover.

Responsibility

Depending on type of decision, the responsibility will vary from project manager
to project owner (and steering committee)

Documents to prepare for decision

• Status reports
• D3 Launch plan
• D3 Risk assessment

Comments

• There will normally be several decision points and milestones during the
execution stage of a project. However, in most cases a formal decision
point prior to start-up of the launch phase is especially important.

2.1.5 D4 – Start handover and close out

At this point, the project’s results, implementation, and effect realization plan /
agreements are endorsed. The approval entails handover of project results and
that further responsibility is transferred to the line organization. If there are
several deliveries, it might be necessary to split them up to the different
recipients with the accompanying responsibility clearly specified. If approved, the
project commences to the closing phase. Alternatively, the project may be
instructed to carry out additional tasks / produce more documentation before a
decision is being made.

Responsibility

Decision D4 is made by the Project Owner (w/Steering Committee). It is crucial

that the receivers in line organisation are involved satisfactorily. Ensuring this is

2/3
Business cases and effect realization plans are not considered mandatory in all types
of projects. E.g. research projects may not have a business case at this stage in the
project (but might e.g. deliver a business case as a deliverable in the project itself).
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the Project Owner’s responsibility.

Deliverables and templates

• D4 Result documentation
• D4 Effect realization plan / agreements
• Status reports

Comments

• There will normally be several decision points and milestones during the
launch phase of a project (before the handover).

2.1.6 D5 – Project termination and evaluation

At this point, the project is closed down. Alternatively, the project may be
instructed to perform additional tasks prior to decision of close down.

Responsibility

Close down by Project Owner (w/Steering Committee). After this, the SC and
Project owner are relieved of present duties by the line organisation (Sponsor) /
Management meeting.

Documents to prepare for decision

• D5 Final report
• D5 Project evaluation

Comments

• It is especially important to make sure a project evaluation is performed

and that knowledge exchange to future project managers is made
possible.

2.2 Project Roles

2.2.1 Sponsor

The Sponsor of the project is the manager of the unit commissioning or making a
decision to initiate (D0) and establish the project (D1). When initiating the
project, the Sponsor shall endorse the project proposal. When establishing the
project, the Sponsor shall endorse the project charter and related documents.
When the project charter has been approved, the project organization is
established, and the Sponsor will accordingly designate a Project Owner to carry
the overall responsibility for the project on behalf of the line organization. In
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some instances it might be appropriate that the same persons are both Sponsor
and subsequently Project Owner.

Responsibility

• Approve project proposal at D0 and charter at D1

• Appoint project owner
• Be recipient for handover of project deliveries at D4
• Ensure effect realization after the project has been terminated.

2.2.2 Project Owner

The Project Owner is appointed by the Sponsor at decision point D1. The Project
Owner carries the overall responsibility for the project on behalf of the line
organization. The Project Owner assesses the necessity of and composition of the
Steering Committee, and directs the work of the Steering Committee. If a
Steering Committee is established, this serves as an advisory board for the
Project Owner. The overall responsibility remains with the Project Owner.

Responsibility

• Create and communicate the vision for the project

• Provide clear leadership and direction throughout the project lifetime
• Carry the overall responsibility for the project
• Consider the need for a steering committee, and if needed, appoint one
• Lead the work of the steering committee
• Report status to project sponsor
• Ensure alignment with the organization’s strategic direction (w/SC)
• Appoint Project Manager (w/SC)
• Approve project charter at D2 (w/SC)
• Assure allocation of costs and resources to the project (w/SC)
• Be recipient for status from Project manager and support PM when
necessary (w/SC)
• Address possible conflicts between the project and the line organization
(w/SC)
• Approve changes in project charter (w/SC)

Comments

The Sponsor is responsible for ideas up till project start-up at D1, and for effect
realization subsequent to handover to the line organization at D4. The Project
Owner is the person in charge on behalf of the line organization during the
project period. The Sponsor and the Project Owner may be the same person, but
these are two distinct roles.
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2.2.3 Steering Committee

The Steering Committee is appointed and led by the Project Owner. The Steering
Committee serves as an advisory board for the Project Owner, and should help
ensure that the project is implemented in accordance with the adopted charter
and given instructions. The Project Owner shall assess the need for the number
of participants in the Steering Committee. The Steering Committee should
consist of members from the departments most affected by the deliveries from
the project.

Responsibility

• Ensure alignment with the organization’s strategic direction (w/Project

Owner)
• Appoint Project Manager (w/Project Owner)
• Approve project charter at D2 (w/Project Owner)
• Assure allocation of costs and resources to the project (w/Project Owner)
• Be recipient for status from Project manager and support PM when
necessary (w/Project Owner)
• Address possible conflicts between the project and the line organization
(w/Project Owner)

2.2.4 Project Manager

The PM carries the operative, day-to-day responsibility for the progress,

resources, and end product of the project. The Project Manager’s main task is to
implement the project according to the project charter approved at decision point
D2. The project manager is appointed by Project Owner at D1.

Responsibilities

• Planning and executing the project according to the approved Project

Proposal and Project Charter.
• Establish project team/organization at D1
• Manage project co-workers during the project. This includes releasing
resources back to the line organization when closing the project give
feedback/an evaluation of the co-workers participation to both the co-
worker and the line management.
• Handle internal and external communication
• Continuously monitoring overall progress, resolving issues and initiating
corrective action as appropriate (within given mandate)
• Continuously monitor and manage any Risks
• Report status to project owner at minimum every month
• Ensure that the project delivers the results stated in the project charter
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with acceptable Cost, Time, Quality and Risk

• Facilitate learning and knowledge sharing before closing the project

3 Manual Requirements
The Group Manual – Project methodology require that projects covered by this
manual adhere to the Group Project methodology for decision points 1 and 2 (D1
and D2). It is a BU responsibility to ensure that this is carried out with regards to
the policy framework. Each BU may choose more agile/incremental approaches
within the requirements of the overall framework that is described in this
manual.

This chapter lists the mandatory Templates and project roles at each of the
decision points 1 and 2 (D1 and D2).

3.1 Mandatory deliverables

Table 1 below describes mandatory deliverables and available project templates
for decision points 1 and 2 (D1 and D2)

Table 1 - mandatory templates

Template
Project
Mandatory Mandatory
Decision Deliverable / Template Available?
deliverable to use?
point
D1 D1 - Project charter Yes Yes Yes

D1 D1 - Business case Yes Yes No

D1 D1 - Effect realization plan Yes No No

D1 D1 - Risk assessment Yes Yes No

D2 D2 - Project charter Yes Yes Yes

D2 D2 - Business case Yes Yes No

D2 - Effect realization plan /
D2 Yes Yes Yes
agreements
D2 D2 - Risk assessment Yes Yes No
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3.2 Mandatory project roles

It is mandatory for any project covered by this manual to adhere to the following
project roles:

- Sponsor
- Project Owner
- Project Manager

4 Reference documents

4.1 Attachments

• Link to Telenor project Toolbox with

templates: https://groupunits.col.wow.telenor.com/sites/globalprojecttool
box/SiteCollectionDocuments/Telenor%20Project%20Methodology.aspx

4.2 External regulation

• Not applicable

4.3 Other Telenor Governing document

• Group Governing Principles
o Group Manual Risk Management
• Group Policy Information Management
o Group Manual Information Management
• Group Policy Technology
o Group Manual Global Delivery Model
o Group Manual Technology Solutions

5 Definitions
PROJECT

A project is distinguished by the following characteristics:

• Unique character
• Focus on delivery, with unambiguous goals
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• Is to be solved within a limited time, resource, and cost framework

• Temporary organization

“A project is an undertaking of a unique character, with a given goal and limited

scope, and which is frequently implemented by a temporary organization within a
time and cost framework.”

TELENOR PROJECT MODEL

In order to strengthen the execution of projects, a global corporate project model

providing a framework for how to carry out projects have been established.

The project model shall simplify and improve the execution of projects in Telenor
by means of an introduction to:

• A common system of concepts

• A joint understanding of roles and responsibilities
• Common governing documentation
• A common framework for decisions related to the start-up and termination
of projects
• A common structure for planning and follow-up of projects

At each decision point an assessment and decision of whether the project shall
be continued, changed, or stopped shall be made.

6 Change log
Revision Placement Description of main revisions Approval date
Category
New requirement/ Chapter/ (YYYY.MM.DD)
Update/Wording Subchapter
New All Document established
requirement
Wording Chapter 2 Renamed decision points
Update 2.2.2 Updated Project Owner responsibilities
Update 2.1.2, 2.1.5, Added comments
2.1.6