Is it a new aspect of work for the Business Strategy?.

Is it a project which is being implemented to support another existing project?.

Does it build on previous projects? What is the significant history of the project? What lessons have been learned and what are the implications?.

This section provides the rationale for the project and addresses some of the following questions. This section should give the reader a quick overview of the project so they understand which part of the Business Strategy or Program Plan it relates to, which departments and technology areas are involved, and what are the the key activities in the project.

How and when will the project be delivered?.

Who is going to be involved in managing the project and what are their responsibilities?.

Why it is important? What is the Business Case?.

The composition of the PID covers the fundamental questions about the project For example, it will help answer: was the project managed successfully, has it delivered the outcomes and outputs required by the sponsor, user and customer.Īlthough the PID will not be subject to change, supporting documentation will be dynamic, changing in response to the needs of the project, end of stage reviews and any changes approved by the Project Board. It will be referred to whenever a major decision is taken about the project and will be used at the project conclusion to measure success.

When approved by the Program/ Project Board this document will provide the baselinefor the project and will not be changed.

To act as the base document against which the Program/ Project Board and Project Manager can assess progress, change management issues and ongoing viability questions.

To ensure that the project has a sound basis before asking the Program/ Project Board to make any major commitment to the project.

The PID defines the project and forms the basis for its management and the assessment of its overall success.

Examples of quality assurance reports