5: Readiness for next phase - investment decision

Areas to probe

Evidence expected

5.1 Is the project plan for the remaining stages realistic?

· Clear objectives, deliverables and milestones for the next stage defined and signed off by stakeholders

· Recommendations from last Gateway Review actioned.

5.2 Are the project's timescales reasonable, and compliant with MED guidance?

· Timescales are likely to meet business and legislative needs and have been verified with internal stakeholders and suppliers

· Comparisons with similar projects

· Where appropriate, written record available of compliance with MED and CAG procurement guidance in relation to all procurement project decisions taken

· Analysis of the effects of any slippage that will affect the project (e.g. procurement costs) and suppliers (e.g. bid costs), with supporting sensitivity analysis.

5.3 What are the arrangements for the next stage of the project? Have its activities been defined and resourced?

· Plan showing roles, responsibilities, training requirements, internal and external resources, skills requirements and any project management mentoring resources available

· Involvement from a business, user and technical perspective

· A suitable/appropriate plan for the selected delivery approach that identifies all key review and decision points, including any preliminary reviews

· Appropriate standard form of contract identified, as the baseline for later adaptations as required.

5.4 Does the project have resources with, where required, the appropriate skills and experience?

· Requisite skills available in the Project Team, and access to external expertise as appropriate

· Requirements for 'intelligent customer' capabilities, where appropriate, identified and plans for putting them in place

· Project relationships such as team-working and partnering considered, with a plan to implement them where appropriate

· Internal and external commitment to provide the resources required

· Job descriptions for key project staff

· Skills audit undertaken and plans for addressing any shortfall

· Contract management staff identified to join the procurement team at an early stage, to familiarise themselves with the procurement's intent and processes

· Appropriate allocation of key project roles between internal staff and consultants or contractors.