Supporting Templates
Variation across Tiers
For Tier 3 projects, the Project Team is only required to outline the proposed governance structure for the project.
Variation for Programs and Precincts
For Program and Precinct Business Cases, the Project Team is required to present the recommended governance structure for the entire Program or Precinct. The Project Team should also present the governance structure for each individual project within the Program or Precinct, where the structure is different and already known.
Purpose of this section of the Business Case
The purpose of this section is to outline the governance structure for the project.
The Project Team should answer the following key questions in this section:
- What is the governance structure for the project across the stages of the Infrastructure Investment Lifecycle of the project?
- Which governance bodies and groups are recommended for the project?
- What are the roles and responsibilities of each stakeholder involved in the governance structure?
- What Agencies should be represented on governance bodies and groups?
The Project Team should refer to the detailed Project Governance Guidelines for more detail on the process required to be undertaken to determine the governance structure, as well as additional detail on the governance bodies and groups that may be required for a project.
Collaboration is a critical principle of the Capital Framework
To ensure successful project development, the Project Team must ensure that strong and continuous collaboration with key stakeholders occurs throughout the entire Capital Framework process. Key stakeholders should include iCBR, FABG, ICA, EFG, and DDTS as well as other Agencies that may have an interest in the project (such as those responsible for, or affected by, its delivery or operations) or are responsible for interrelated projects. Collaboration will support:
- More comprehensive and robust project development
- A greater understanding of the project’s risks, uncertainties and challenges and any mitigation measures required
- A greater understanding of the project’s opportunities to optimise its expected benefits
- Early identification of project interdependences to reduce inefficiencies and manage interfaces appropriately
- More seamless review and approval processes as key stakeholders have been involved throughout the process
- A higher likelihood of project success.
Collaboration between the Sponsoring Agency, iCBR, FABG, ICA, EFG, DDTS and other relevant Agencies should be defined in the governance arrangements through the remainder of Stage 2 – Prove and into Stage 3 – Procure, Stage 4 – Implement and Stage 5 – Measure.
Content required for the Business Case
Recommended governance structure
The Project Team should summarise the recommended governance structure for the project, including a diagram demonstrating this structure.
The Project Team should outline the extent to which the governance structure may change over a project’s lifecycle. For example, larger projects will need to consider the role of iCBR in delivery and implementation of the project. Another key example is projects under the land release program, which generally transfer from EPSDD to TCCS throughout the project’s development.
Key bodies
This section is not required for Tier 3 projects.
The Project Team should outline the key governing bodies involved in the recommended governance structure. A project’s governance structure may include a combination of the following groups:
- Cabinet
- Project Board / Executive Steering Committee
- Project Review Committee / Project Control Group / Risk and Change Management Committee.
Additional detail on each of these groups, their roles and their members is provided in the Guidelines on Project Governance.
The Project Team should outline the relationships between key governance bodies.
Governance roles and responsibilities
This section is not required for Tier 3 projects.
The Project Team should include a detailed description of the roles and responsibilities of each of the bodies involved in the recommended governance structure. Where roles and responsibilities are expected to change through the project’s life, this should also be described.
Appendices required for the Business Case
None required.
Footnotes: