Project, programme and risk management

The following Public Law practice note provides comprehensive and up to date legal information covering:

  • Project, programme and risk management
  • Project management
  • Roles and responsibilities
  • Characteristics of good governance
  • Management by stages: Gateway reviews
  • Programme management
  • Risk management
  • Identification of risks
  • Assessment of risks
  • Controlling risks

Project, programme and risk management

Major projects frequently form part of a broader programme (for example, a corporate transformation programme) and project management disciplines need to be employed at the programme level too.

Naturally, risk management, including management of legal risks, must be embedded in the chosen methodologies if successful outcomes are to be secured.

This Practice Note discusses a structured approach to project, programme and risk management. It does so primarily by reference to methodologies which were developed by government (originally for IT and business change environments) and which continue to be widely used by public authorities today, albeit in forms that are tailored to organisational needs:

  1. Managing Successful Projects with PRINCE2 (2009 Edition, TSO, 2009) and Directing Successful Projects with PRINCE2 (TSO, 2009)

  2. Managing Successful Programmes (4th Edition, TSO, 2011)

  3. Management of Risk (3rd Edition, TSO, 2010)

Reference is also made to National Audit Office , HM Treasury/Cabinet Office and Infrastructure UK guidance relevant to major projects in the public sector.

Lessons learned from individual project and programmes should be fed back to help inform the corporate approach.

Project management

PRINCE2 (Projects in a Controlled Environment) is not the only project management method in existence but it is one of the most widely used.

Sometimes viewed as overly-complicated and light on ‘soft skills’, in its latest incarnation PRINCE2 relies less on jargon and is explicit about the importance of tailoring

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