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 CaseA 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 ProgramsA 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 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:  

  1. Have precise, documented and approved objectives, and planned benefits demonstrably linked to UQ objectives, focus areas and priorities;
  2. Be designed to deliver an approved product, service, output or outcome to a set quality and within specified cost and resource constraints;
  3. Have definite start and finish dates; and
  4. Not be an ongoing, repetitive business as usual activity.
ProgramProgram 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:

  1. Developing and, following approval, implementing the project management plan and ensuring project performance is effective and efficient.
  2. Managing the project on a day-to-day basis including managing and coordinating the work of the project team.
  3. Providing leadership, direction and guidance to the project team and ensuring they are appropriately trained.
  4. Communicating, developing and maintaining relationships with stakeholders.
  5. Effecting the sourcing of appropriate resources in accordance with relevant policies and governance requirements.
  6. Ensuring project management documentation is prepared, authorised and maintained.
  7. 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.
  8. Actively managing and where required, escalating risks and issues to project sponsor, project owner, and/or steering committee.
  9. Maintaining all required project registers.
  10. 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:

  1. Articulating, documenting and demonstrating their proposal and business case aligns with the SMART goal system for realising the benefits outlined to the business.
  2. Ensuring their business case has been subjected to due diligence and is approved.
  3. Following approval, and in conjuction with the project/program team, developing and implementing the Project Management Plan towards delivery of planned benefits and outputs.
  4. Ensuring the project/program is executed as per approved plans and in a controlled manner.
  5. Ensuring the project/program has effective and efficient controls and risks and issues are identified and effectively managed.
  6. Ensuring the project complies with applicable laws and regulations.
  7. 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.
  8. Recommending appointment of the project/program manager to the sponsor.
  9. 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.
  10. Ensuring that the planned benefits are tracked and realised.
  11. 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:

  1. 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.
  2. 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).
  3. Ensuring the project/program has appropriate funds, resources and capabilities to deliver the planned output, outcomes and benefits.
  4. Approving, in conjunction with the project/program owner and steering committee (if established), the appointment of a project/program manager.
  5. Being the primary interface with the USET and other management committees, as appropriate, and keeping executive stakeholders informed of a project/program performance.
  6. 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 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:

    1. 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.
    2. 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).
    3. Approving the performance and risk thresholds for the project/program and defining the acceptable risk profile.
    4. Monitoring the performance of the project/program including management of resources, risks, issues and compliance obligations.
    5. Advising and providing support to the project/program owner, manager and team.
    6. 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.
    7. Help resolve any disputes involving the project/program manager and stakeholders.
    ValueRefers 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.