Definitions and Guidance

Definitions

Term	Definition
Benefits Profile	The purpose of a benefits profile is to describe the benefit in more detail, define the uplift and articulate how management plan to measure and report on its progress. A Benefits Profile guide is available to assist with completion of the Benefits Profile template.
Business Case	A well-structured document outlining the purpose, scope and justification/s for undertaking a project or program (including its strategic significance and alignment, and the quality and magnitude of potential benefits), and the time, cost, resources, effort, approach and controls that will be required and adopted to deliver the planned outputs and outcomes, manage associated changes and realise the planned benefits.
Executive Sponsor	The Executive Sponsor is a USET member who champions the project/program and is the primary link between the project and the USET. The USET determines which projects and programs will have Executive Sponsors and nominates the Executive Sponsor.
Portfolio of Projects and Programs	A Portfolio of Projects and Programs comprises all project proposals, projects and programs at a point in time. The portfolio of projects and programs could be defined at UQ level (UQ-wide portfolio), at divisional level or at functional level.
Project	A Project is a temporary venture comprising a set of approved, coordinated and controlled activities designed and undertaken to deliver planned outputs, outcomes and benefits. For a project to be recognised, it must: Have precise, documented and approved objectives, and planned benefits demonstrably linked to UQ objectives, focus areas and priorities; Be designed to deliver an approved product, service, output or outcome to a set quality and within specified cost and resource constraints; Have definite start and finish dates; and Not be an ongoing, repetitive business as usual activity.
Program	A Program comprises two or more projects and associated work that have common or overlapping objectives, outputs, outcomes and benefits. A program facilitates better management of projects interdependencies, changes, issues, risks, resources and benefits. For clarity, this definition excludes academic programs (courses).
Project/Program Manager	Project/Program Managers propose and determine, in conjunction with the Project Owner and the Project Sponsor (or Steering Committee, if established), the best approach to implement the business case in collaboration with key stakeholders and within approved tolerances to realise the planned benefits. Accountable to the Project Sponsor (or Steering Committee, if established) via the Project Owner, they have overall responsibility for the successful planning and delivery of the project as per approved success criteria and risk thresholds. Project/Program Managers are responsible for: Developing and, following approval, implementing the project management plan and ensuring project performance is effective and efficient. Managing the project on a day-to-day basis including managing and coordinating the work of the project team. Providing leadership, direction and guidance to the project team and ensuring they are appropriately trained. Communicating, developing and maintaining relationships with stakeholders. Effecting the sourcing of appropriate resources in accordance with relevant policies and governance requirements. Ensuring project management documentation is prepared, authorised and maintained. Ensuring the project or program is executed as per approved plan and governance requirements and timely assurances provided to the project sponsor, project owner and the steering committee. Actively managing and where required, escalating risks and issues to project sponsor, project owner, and/or steering committee. Maintaining all required project registers. Keeping the Project Sponsor and Steering Committee informed of project/program progress.
Project/Program Owner	The Project/Program Owner owns the business case and is accountable for the planning, execution and delivery of the project/program and planned benefits, and demonstrating proper and authorised use of funds and resources. Project/program ownership is determined by the primary objective/s of the project/program. The project/program owner is responsible for: Articulating, documenting and demonstrating their proposal and business case aligns with the SMART goal system for realising the benefits outlined to the business. Ensuring their business case has been subjected to due diligence and is approved. Following approval, and in conjuction with the project/program team, developing and implementing the Project Management Plan towards delivery of planned benefits and outputs. Ensuring the project/program is executed as per approved plans and in a controlled manner. Ensuring the project/program has effective and efficient controls and risks and issues are identified and effectively managed. Ensuring the project complies with applicable laws and regulations. Ensuring any enterprise-level risks and issues including changes associated with the project/program are managed or escalated to the right level in the organisation. Recommending appointment of the project/program manager to the sponsor. In conjunction with the project/program team, lead the change management process and provide direction and support to enable adoption and embedding outputs/deliverables into business-as-usual operations. Ensuring that the planned benefits are tracked and realised. Ensuring compliance with UQ policies and associated procedures, tools and templates.
Project/Program Sponsor	The Project/Program Sponsor is accountable for overseeing that the project/program is properly planned, resourced and implemented to deliver planned benefits. The project sponsor is an active leader within the program/project and is held by a senior leader (an appropriate direct report to a USET member) within the University. The project/program sponsor is responsible for: Ensuring effective and efficient governance over the project/program, including, where appropriate, chairing the steering committee and ensuring the committee composition (size and collective capability) is appropriate. Reviewing, endorsing and approving (subject to the Delegations Framework) the project proposal, Business Case and Project Management Plan (unless the approval of the Project Management Plan and any variations to it has been assigned to the steering committee). Ensuring the project/program has appropriate funds, resources and capabilities to deliver the planned output, outcomes and benefits. Approving, in conjunction with the project/program owner and steering committee (if established), the appointment of a project/program manager. Being the primary interface with the USET and other management committees, as appropriate, and keeping executive stakeholders informed of a project/program performance. Monitoring and seeking assurance from the project/program owner and manager that the project/program complies with applicable laws, regulations and UQ policies; and project/program risks, including any associated organisational level risks and issues, are assessed and managed effectively within agreed tolerances, or escalated to higher authority for resolution and/or guidance.
Proposal	A Proposal outlines a concept that has the potential to add net value to UQ if it is implemented. The concept may provide, amongst other benefits, a solution to an existing problem, enhanced capabilities or capacity, and/or the strategy to realise an opportunity.
Steering Committee	The project/program Steering Committee comprises a diverse (preferably cross-functional) group of individuals with appropriate experience, skills, capabilities, attributes and attitude to provide effective leadership, oversight and direction to the project/program. Steering committees are mandatory for projects/programs over $10 million. The USET or VC may direct other projects/programs below $10 million to have properly constituted steering committees. The size and composition of the steering committee will depend on the strategic significance of the project/program, its impact and risk profile. All steering committees will have a duly approved Terms of Reference. Steering committees are responsible for: Providing oversight and direction to the project/program. That is, assisting the sponsor to govern the project/program and ensuring the overall direction of the project remains on track (as per approved Business Case and Project Management Plan) to deliver the planned outcomes and benefits. Reviewing key proposals and decisions and endorsing recommendations for approval by the appropriate delegate (financial and contract delegations to be exercised as per UQ's Delegations Framework). Approving the performance and risk thresholds for the project/program and defining the acceptable risk profile. Monitoring the performance of the project/program including management of resources, risks, issues and compliance obligations. Advising and providing support to the project/program owner, manager and team. Under direction from the sponsor, providing guidance to resolve issues and risks that cannot be resolved at project/program level or that have major implications for the project/program. Help resolve any disputes involving the project/program manager and stakeholders.
Value	Refers to the financial and non-financial benefits that contribute positively to UQ’s strategic objectives, focus areas and priorities. In the context of programs and projects, benefits are the measurable enhancements or advantages to an organisation, given its vision, mission, values, objectives and strategies. Benefits generally result from the delivery of outputs, outcomes and consequential changes from projects and programs.

Benefits Profile Guidance

Benefit profiles should be prepared for each benefit that underpins a project/program approved business case.

The purpose of the benefit profile is to describe the benefit in more detail, define the uplift and articulate how the project/program will measure and report on its progress.

Each benefit profile will provide governing bodies with the following:

Description of the improvement to UQ upon realisation
Identification of individuals and positions responsible and accountable for delivery of the benefit
Clarity of outputs and outcomes required to enable the benefit.
Benefit measurement and reporting

This guide is to be used to assist in the completion of the PGO Benefit Profile template.

BENEFIT DETAILS

Field Name	Field Description
Benefit Title	Brief title of benefit being provided
Benefit Type	The type of benefit that UQ will realise Tangible Intangible Dis-benefit
Benefit ID	Provided by PGO. e.g. PROJ_VRT_00000_BFT_01_01
Project Number	Generated by ProTRAC. e.g. PROJ_VRT_00000
Primary Classification	Reputation Ranking Performance Capabilities
Secondary Classification	Research Teaching Asset/Resources Financial People Systems Engagement & Relationships Culture Compliance Sustainability Capacity Processes Governance Controls Risk Management Resilience Publications
Profile Completed By (Position and Name)	Position and Name of the individual who has responsibility for completing the profile
Benefit Priority (prioritised by Governing Body)	The priority (1-5) of the benefit as prioritised by the governing body. 1 (high) - 5 (low). This may be used to inform scope decisions during the course of the initiative etc.
Planned Delivery Date	Date the benefit is expected to be realised.
Financial Benefit	The quantified financial benefit expected upon successful realisation of the benefit.
Person Responsible for Realising Benefit	Position and name of the individual responsible for realising the benefit e.g. Bert Smith, Project Manager
Person Accountable for Realising Benefit	Position and name of individual accountable for realising the benefit. E.g. Ernie Doe, Division Director

BENEFIT DESCRIPTION

Field Name	Field Description/Guidance
Benefit Description	Brief summary of the benefit that showcases why this initiative is attractive, meets business objectives and and how it can provide a step-change for UQ.
Strategic Alignment	Briefly describe how this benefit profile is linked to UQ's Strategic Plan 2022-2025.
Beneficiaries	List the beneficiaries who will be impacted once realisation has occurred. Indicate those stakeholders who will benefit from the improvement or be affected adversely by a disbenefit).
Dis-benefits	A disadvantage as a result of pursuing the benefit.

BENEFIT MEASUREMENT AND TRACKING (measurements should be unique to each profile)

Field Name	Field Description/Guidance
Benefit measure/indicator	Description of the measurement.
Baseline	The current state/starting value from which measurement will commence
Target Value / Planned Improvement	The future state/target value expected upon realisation of the benefit
Due Date for Improvement	Target date when improvement can be expected
Tracking - Frequency	The frequency of how progress will be tracked.
Tracking - Responsibility	Individual responsible for tracking progress of the benefit

STRATEGIC CONTRIBUTION

Field Name	Field Description/Guidance
UQ Strategic Objectives / USET Level KPI	UQ Strategic Plan 2022-2025 / USET Level KPI or Division/Department.
Baseline	The current state/starting value from which measurement will commence
Planned Improvement to Objective or KPI	The future state/target value expected upon realisation of the benefit
Due Date for Improvement	Target date when improvement can be expected

ESSENTIAL OUTPUTS, CAPABILITIES and OUTCOMES TO REALISE BENEFIT

Field Name	Field Description/Guidance
Output / Capability / Outcome Description	Are there any prerequisites for realising the benefits? Describe the output / capability / outcome that is required to realise the benefit. Without these established, the benefit won't be capable of realisation.
Due Date for Delivery	Provide the date of when the output / capability / outcome is due for delivery.
Person Responsible for Delivery	Individual and position of responsible officer providing requirement.
Project Ref (If applicable)	Provide the project phase and/or project reference ID if dependency outside this initiative is required.

ENABLING CHANGES REQUIRED TO REALISE BENEFIT

Field Name	Field Description/Guidance
Nature and Magnitude of Change Required	Briefly describe the nature and magnitude of the change required to realise the benefits. e.g. System delivery, process training, policy etc.
Change Management Strategy	Make reference to the Change Management Strategy artefact that provides detail on how the change will be executed.
Person Responsible for Change Mangement	Identify the person who is responsible for the change. If this is a project role, provide a secondary name of an individual within operations who will take carriage of the change requirements to realise the benefits.

RISKS TO REALISING THIS BENEFIT

Field Name	Field Description/Guidance
Risk to realising benefit	Briefly describe the risks that could prevent the benefit from being realised.
Level of Risk (Extreme, High, Medium, Low)	Refer to ERMF
Controls to Manage the Risk	Briefly desribe the controls in place
Person Responsible for Managing Risk	Individual and position of responsible officer providing requirement.

REVIEWS and REPORTING TO CONFIRM BENEFITS REALISATION

Field Name	Field Description/Guidance
Review Date / Cycle	Dates when formal review of the benefit profiled will take place
Review Objective and Scope	The objective and scope of the review and how outputs and outcomes to date are contributing to the benefit to be realised.
Reviewer Name and Position	Name and position of individual responsible for undertaking the review.

Document and Records Management Guidance

Project documentation should be managed, stored and archived. The principles for determining what is a project/program record and how it should be stored are available in the pages Importance of Record Keeping and Where to store your files and information.
For further information about storing project/program records contact IT Support.

Vital, high risk and high value projects/programs are required to save their records in TRIM, the University's corporate records management system. Visit the Managing Project & Program Records in TRIM page for further assistance in setting up these records.

The approved list of core project artefacts required to be stored beyond the life of the project are listed below:

Project Stage	Project Artefacts (including by not limited to)
Project Proposal	Project Proposal
Business Case	Business Case (including all revisions) Functional / technical requirements
Project Management Plan	Project Management Plan Project Budget Management Plan Terms of Reference Project Risk Register Communications and Stakeholder Engagement Plan Change Management Plan Procurement Plan
Execution	Project Variation Requests Meeting Minutes (Steering Committee, Vendor meetings, stakeholder meetings etc.) Project Diary Instruction guides Project Policy/Procedure Risk Logs Decision Logs Dependencies Register Status Reports and summaries Health Checks/ independent reports Contracts GO/NO GO Reports Financial Reports (including approved budget and actuals tracking)
Closure	Project Closure Report Business/Technical readiness checklists Instructions / user manuals Product information Handover documentation Lessons Learned Service Delivery Framework
Benefits Realisation	Benefits Realisation Plan
Other	Official mail and email correspondence, including letters, attachments, pictures

Definitions and Guidance

Definitions

Benefits Profile Guidance

Document and Records Management Guidance

Contact the PGO