Porteføljestyrte og store prosjekter - Ansatt

Large scale-projects

Large scale-projects

The following helps you decide when a project should be portfolio-managed, with advice on how to implement portfolio-managed projects, and projects that are large-scale in terms of their budget, scope or complexity.

Some projects affect OsloMet in a manner that requires cross-cutting coordination and management. This coordination takes place through portfolio management. Portfolio management must be used for a project if one or more of the following criteria are met:

  • Funding: has been awarded strategy funding
  • Development: requires resources from outside its own unit (beyond normal meetings and cooperation arenas)​​​​​​​
  • Roll-out: requires a well-planned and coordinated roll-out across OsloMet

OsloMet has a defined portfolio process. Are you unsure whether portfolio management is right for your project? Contact the portfolio board office.

OsloMet’s project model for portfolio-managed and large-scale projects is based on the Norwegian Digitalisation Agency’s Prosjektveiviseren. The model comprises phases, decision points and governing documents.

: Illustrasjon av faser og beslutningspunkter i Prosjektveiviseren. Beskrivelse er gitt i teksten under bildet.
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Prosjektportalen is OsloMet’s project and portfolio management tool. All portfolio-managed projects are assigned their own project area in the portal. Other projects may be assigned a project area as needed.

Prosjektportalen
Brukerveiledning for Prosjektportalen

  • Roles

    One important principle in OsloMet’s project model is defined roles and responsibilities.

    See the description of roles and responsibilities in large-scale and portfolio-managed projects.

  • Phase: Need/Project idea/Problem

    The ideas behind a measure can arise from anywhere in the organisation. Most measures are taken care of by the responsible unit and do not become a project. However, if the unit that owns the idea sees that this could become a project that will affect OsloMet at a more overriding level, and that it meets one or more of the portfolio criteria, the project must be assessed and prioritised before work begins on the concept phase. This way, we avoid having to spend time and resources on further developing ideas that overlap with other ongoing activities, or where we do not have the capacity for follow-up at present.

    To assess the idea, the responsible unit prepares a Mandate for the concept phase. Normally, a project manager is assigned to coordinate this. The proposed project owner, normally a department or faculty director, reports the case to the Council of Services. The Council of Services assesses the mandate and approves or rejects the project being moved on to the concept phase (Decision Point 1). Projects that move on to the concept phase are assigned a separate project area in the project portal.

    Before you start the concept phase of your project, it might be worth to have a look at the six questions from the Instructions for Official Studies.  

  • Phase: Concept

    The concept phase is intended to ensure that the management has reliable, relevant and sufficient information to decide whether to implement a new project and make a conscious and carefully considered choice of concept or solution. Depending on the size of the project, the phase may last from a few weeks to months or years. Work during the concept phase focuses on:

    • mapping and clarifying the project’s needs and objectives

    • considering potential concepts or solutions

    • defining the project’s deliveries

    • identifying the project’s stakeholders, i.e. persons or groups of persons who may affect or be affected by the project

    • identifying benefits

    • estimating the costs of the project and operating phase and conducting a cost-benefit analysis

    • proposing a composition for the project board, project team and, if relevant, reference group

    • identifying dependencies and uncertainties

    • preparing an overall plan for the project and a more detailed plan for the planning phase

    It may be worth to have a look at the six questions from the Instructions for Official Studies to help you through the concept phase. When you have addressed the six questions, you are ready to fill out the Project description which sums up the concept phase. The project description should be presented to the Council of Services who approves it and the transition to the planning phase (Decision Point 2) based on the principles of prioritisation adopted by the portfolio board. If the project is applying for strategy funding, the portfolio board will approve the transition to the planning phase. In addition to coordinating and managing the work, the project manager's responsibility during the concept phase comprises:

    • coordinating the work on the project description and ensuring that it is approved by the project owner

    • entering the project properties in Prosjektportalen

    • reporting on status to the project owner and portfolio office through Prosjektportalen

    • ticking off the phase checklist in Prosjektportalen before moving on to the planning phase

    Read more about this stage on the website of Prosjektveiviseren (sadly not translated into English).

  • Phase: Planning

    The planning phase is to ensure that OsloMet has a good understanding of the work required to implement the project before people and funding are allocated. During this phase, the project organisation is established, including the project board (see roles) and detailed plans and strategies for implementation are prepared. In addition to coordinating and managing the work, the project manager's responsibility during the planning phase comprises:

    • appointing the project board and organising the first project board meeting in cooperation with the project owner

    • analysing the project’s stakeholders and considering measures

    • preparing a communication plan

    • creating a case in P360, see the guide

    • updating the uncertainty analysis and entering uncertainties in Prosjektportalen

    • specifying the details of the project deliveries and entering them in Prosjektportalen

    • entering the benefits in Prosjektportalen

    • reporting on status to the project owner and portfolio office through Prosjektportalen

    • entering an overview of the (long-term) resource requirements in Prosjektportalen

    • updating the project description if any changes are made to the project's cost-benefit assessments

    • ticking off the phase checklist in Prosjektportalen before moving on to the implementation phase

    Read more about this stage on the website of Prosjektveiviseren (sadly not translated into English).

  • Phase: Implementation

    During the implementation phase, the project develops and completes its deliveries. A project may have one or more implementation phases. In addition to coordinating and managing the work, the project manager's responsibility during the implementation phase comprises:

    • updating the uncertainty analysis and entering uncertainties in Prosjektportalen

    • reporting on status to the project owner and portfolio office through Prosjektportalen

    • updating the overview of the (long-term) resource requirements in Prosjektportalen

    • updating the project description if any changes are made to the project's cost-benefit assessments

    • preparing the handover to the line organisation (communication, training, documentation), see the handover document template

    • ticking off the phase checklist in Prosjektportalen before moving on to the completion phase

    Read more about this stage on the website of Prosjektveiviseren (in Norwegian).

  • Phase: Completion

    During the completion phase, all deliveries are handed over to the line organisation, and the project is evaluated and summarised. In addition to coordinating and managing the work, the project manager's responsibility during the completion phase comprises:

    • preparing a Final report to be sent to Portefoljekontor@365.oslomet.no

    • preparing the handover document and seeing to its approval

    • concluding any contracts and closing the project accounts

    • archiving necessary project documents in P360, see the guide

    • ticking off the phase checklist in Prosjektportalen before the project is formally completed

    • marking the project as completed in Prosjektportalen

    Read more about this stage on the website of Prosjektveiviseren (sadly not translated into English).

    Detailed routines for completing projects in Teams, Prosjektportalen and P360

    Prerequisites:

    • The project is located in Prosjektportalen

    • A case has been created on the project in P360

    • A team has been created in Teams for the project

    End the project in Teams

    • The project is in Teams for a minimum of one year after the last activity, and follows MS635's retention policy (Automatic deletion of the Team - notification goes out to team owners well before automatic deletion of the team)

    • Owner of teams: System manager is included as owner in Teams. If the system owner is missing, give the project owner the role of owner in Teams. Reduce the number of owners and turn them into members

    • The project manager is not the owner of teams after the end of the project and joins as an ordinary member of the team when the project is completed

    • Clean up the membership list when needed - minimize the number of members (noise to be a member of the completed project team)

    • Make posts to all members of the team on the channel "General" where you are notified that the project is formally terminated and that the number of owners and members is reduced

    • If the project is also in the Project Portal, but is not linked to teams, then management documents from the Team must be uploaded to the Project Portal's document library. (There should be a one-to-one relationship between a team in Teams and the project portal)

    Examples of documents:

    • Mandate

    • Project description

    • Final report

    • Delivery document

    • Minutes of meetings

    • Supplier agreements

    • Design documents and specifications

    Once the team has been cleared according to the points above, it is recommended that the team be archived in Teams:

    • Planner - if Planner is used in the project, open tasks must be completed

    • If the team should be stored longer than a year - a new routine is coming

    Finish projects in Prosjektportalen

    • Create a final project status in the project portal

    • Review phase checkpoints for all phases and ensure completion of relevant points

    • Update uncertainties with the status «No longer relevant» if measures have been implemented and risk is not relevant after the project is completed

    • Updated Project Delivery is set to the status "Delivered" if it is correct when the project is completed

    • Update functions such as «Tasks», «Stakeholders», «Communication plan», «Gains» and «Resource allocation» if they are used in project implementation

    • Change phase to «Realize»

    Finish projects in P360

    Turn all documents you need to archive into pdf. Here is a list of documentation on what is to be archived in P360 at the end of the project:

    • Mandate for the concept phase

    • Project description (for transition to planning phase and possibly other versions)

    • Final report

    • Minutes and presentations from project board meetings

    • Formal notes

    • ROS analyzes

    • Documents related to procurement

    • Data processor agreement

    • Other contracts

    Contact SDI for guidance on how to link the sharepoint area of the project to the case in P360 and how to save the files in P360. Instructions can be found here.

  • Phase: Realise Benefits

    This project stage comes after Project Closure and is controlled by the wider organisation (not the project). In this stage, OsloMet follows up the realisation of useful value and benefits and assesses the achievement of the targets set by the projects. Working with benefits should not start at this stage but be an integral part of the project. Often, benefits and gains are identified in the Concept Stage of the project. 

    Typically, at the Realise Benefits stage, OsloMet will work concretely on how to gain benefits from the project deliverables. 

    Read more about this stage on the website of Prosjektveiviseren (in Norwegian).

  • Requests for access to information

    If the project receive a request for access to information, the project manager must do the following:

    Fore more information se the SDI webpage.

  • Templates

    Governing documents

    Other templates and support documents