Understanding the Gateway Review Process

by John O Callaghan

Overview

of the Gateway Process

RPA Week 2-4 Assessment meeting Set up team & logistics Week 5-7 Prepare review / Briefings Week 6-8 Planning meeting Week 8-10 Undertake review and draft report Week 11- 12 Final report / 360 feedback

Risk Potential Assessment (RPA) An essential prerequisite to the Gateway Review Process • Prog. or Proj. team complete RPA • Sent from SRO to GC – signals start of GRP • Assessed by the GC/Portfolio leader and agreed with SRO/PM • Designed to assess the potential risk of the project and used to allocate review team resources.

High risk; Senior NI team and/or external OGC consultant Medium risk; NI team Low risk •

The RPA forms the basis of the assessment meeting.

Assessment Meeting

• GC and SRO review and agree risk level • GC, SRO & PM agree review requirements and agree ‘readiness for review’.

• Determine the skills required by the review team • Plan the desired timing of the review • Make advance appointments in diaries of key people • Programme or Project summary produced.

Planning Meeting

• Review team meet with RTL for first time • The team agree their code of conduct • The team discuss key issues from their reading of programme/project documentation • Review team and Proj./Prog. team meet for first time • They agree code of conduct and share information of current status of Prog./Proj.

• Review team leader engages with SRO • RTL and SRO agree key issues and confirm readiness for service • Plans agreed for administrative aspects of Prog./Proj.

Typical 3-day medium risk Gateway Review

Profile of 3 day medium risk review Team meeting SRO review meeting Fact fin ding Repor Fact f t writin inding g Rep Fac ort wr t findin iting g Repo rt writ ing SRO report meeting Emerging findings Emerging findings Report Template Preparation

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Gateway Review Report

Presented confidentially to the SRO

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Drafted and discussed with the SRO before the Review Team departs

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Well-structured and focused, based on a Word document template 5-10 pages of review findings at most

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Emphasis on recommendations that:

- Identify issues that need to be addressed

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Takes the form of helpful, practical propositions Leave responsibility for action with the SRO

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Contains an Overall Delivery Confidence Assessment of Project

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No paperwork retained by Review Teams

Recommendation ratings.

• Critical (Do now) – To increase the likelihood of a successful outcome it is of the greatest importance that the programme/project should take action immediately.

• Essential (Do By) – To increase the likelihood of a successful outcome the programme/project should take action in the near future.

• Recommended – The programme/project should benefit from the uptake of this recommendation.

Criteria Description Colour

AR R AG A Successful delivery of the project/programme to time, cost and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery significantly Successful delivery appears probable however constant attention will be needed to ensure risks do not materialise into major issues threatening delivery Successful delivery appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and if addressed promptly, should not present a cost/schedule overrun Successful delivery of the project/programme is in doubt with major risks or issues apparent in a number of key areas. Urgent action is needed to ensure these are addressed, and whether resolution is feasible Successful delivery of the project/programme appears to be unachievable. There are major issues on project/programme definition, schedule, budget required quality or benefits delivery, which at this stage do not appear to be manageable or resolvable. The project/ programme may need re-baselining and/or overall viability re-assessed

OGC Gateway Process

• Programmes – Gateway Review O • Projects – Gateways 1 to 5

Summary

Benefits of Gateway

     

Provides assurance for the SRO.

Increases chances of programme/project success.

Peer review experience – independent, a fresh pair of eyes.

Chance to make ‘real time’ improvements - not an audit.

Imports skills back into reviewer projects.

Transfer knowledge between government staff for permanent improvement in delivery capability, thus delivering better value for money.

WHAT WILL MAKE OUR GATEWAY REVIEW PROCESS SUCCESSFUL?

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Preparing for Reviews on your own projects.

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Liaising with the Centre of Excellence

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Using Project Management Best Practice

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Sharing your expertise with others –becoming a reviewer

For Further information checkout

www.dfpni.gov.uk/index/procurement-2/successful-delivery.htm