D: Project Manger

Deliverable

Timing

Business Cases and Project Initiation Document (PID)

Business case is a high-level description of the business problem, priority and approximate size and complexity of the project. Includes justification for investing in the project.
A PID outlining how the project/program will be managed, governed, as well as deliverables it will produce with cost and time estimates.

Business Case finalised before the project planning phase and approved by the Business Sponsor.
PID first draft to be reviewed by the department’s program management and final version to be endorsed and baselined by the department’s project/program governance body within first month of engagement.

Contracts Pack

Set of contracts established with various vendors during the project.

Obtain endorsement from the department's project/program governance body and Finance Delegate within a fortnight of the document review.

Program Schedule Document

A project document outlining planned timeline, tasks, milestones, deliverables, dependencies and resource allocations for a project/program of work.

The first draft to be reviewed by the department’s program management and final version to be endorsed and baselined by the department's project/program governance body during project planning phase.
The schedule must be maintained and reviewed each week / agreed cadence with the department’s program management.

Program Status Report

A document that provides a snapshot of the status of the project/program, include status updates, progress, key risks & issues and overall health at a given point in time, via the department’s project management system / in the format provided by the department’s program management.

Project status must be maintained and reviewed each week and reported fortnightly / agreed cadence with the department’s program management.

Program Budget Tracking

A record of approved project/program budget and actual expenditure against the budget over time. Also provides tracking of ongoing monthly expenses and forecast projections of the project/program financials.





The first draft to be reviewed by department Program Management and final version to be endorsed and baselined by the department’s project/program governance body during project planning phase.
The budget must be maintained and reviewed each week and reported monthly / agreed cadence with department Program Management.
The key personnel will have oversight and track specific contract expenditure as part of the project budget management.
Note that commercial in confidence information will not be made available to key personnel, and key personnel are expected to comply with the Supplier Code of Conduct and relevant departmental policies in the management and access of relevant materials.

Project Meetings, agenda and minutes (when required)

Project meetings formally conducted during the project with stakeholders to be documented. Meetings include but not limited to, project kick-off meeting, project/program governance meeting, regular project status update meeting, risk review meeting, lessons learned workshop.

Meeting documents to be produced and stored in the given folder structure of the department’s project/program document management system within agreed timeframe with the department’s program management team.

Change Requests

Details the changes required to the solution that are outside the existing scope of the project. Change requests to be submitted as soon as identified.

Document the change request when identified. Minor changes to be approved within a week, major changes require project/program governance body’s approval to follow the monthly or scheduled reviews.

Resource Planning





A spreadsheet or equivalent document outlining resources required to deliver the project/program of work.

The first draft to be reviewed by the department’s program management and final version to be endorsed and baselined by the department's project/program governance body during project planning phase.
The resources plan must be maintained and reviewed each week / agreed cadence with the department’s program management.

Delivery Acceptance Certificate

Summarises features included in the Product Release, with supporting artefacts, for approval by applicable project/program stakeholders.

The delivery acceptance certificate to be finalised and endorsed by applicable project/program stakeholders once all required deliverables are completed, tested and approved, typically at project closure phase.

Operational Support- Hand Over checklist

A checklist of all the activities required to handover the application to a support team.

The checklist to be shared with support team and seek their input and agreement, within a week of Deployment Plan endorsement.

Deployment Plan

Details all the actions, dependencies and resources required for the changes to systems to be deployed to production environments.

The deployment plan to be finalised and endorsed by applicable project/program stakeholders at least two weeks before the intended deployment and update as needed.

Register Asset Information

Captures details of the application as well as supporting technologies. It is department's official business application register.

Before Project Closure Report is produced.

Project Closure Report

Captures all the requirements satisfying the closure of the project/program and reports to the governance body on the overall outcome. It also captures any lessons learned from current project/program for continuous improvements.

The first draft to be reviewed by the department’s program Management within a month from last system deployment in scope. Final version to be endorsed by the department's project/program governance body during project closure phase.

📌 Project Manager (Melbourne)
🏢 Wipro APAC
📍 Melbourne