From 10f16c06575a60b5c03878b2571ed3a166e0b759 Mon Sep 17 00:00:00 2001 From: Alex M Date: Thu, 21 Nov 2024 11:36:18 +0000 Subject: [PATCH 1/4] Include full IPA gate criteria --- example_data/criteria/gate_2.csv | 343 ++++++++++++++++++++++ example_data/criteria/gate_3.csv | 485 +++++++++++++++++++++++++++++++ example_data/criteria/gate_4.csv | 294 +++++++++++++++++++ 3 files changed, 1122 insertions(+) create mode 100644 example_data/criteria/gate_2.csv create mode 100644 example_data/criteria/gate_3.csv create mode 100644 example_data/criteria/gate_4.csv diff --git a/example_data/criteria/gate_2.csv b/example_data/criteria/gate_2.csv new file mode 100644 index 0000000..bf0d969 --- /dev/null +++ b/example_data/criteria/gate_2.csv @@ -0,0 +1,343 @@ +#,Category,Gate,Question,Evidence +1.1,Strategic,GATE_2,"Does the Outline Business Case (OBC) articulate a clear and total project scope and continue to demonstrate business need and contribution +to the organisation s business strategy?","_ Continued confirmation that the project will meet business needs (including confirmation that priorities remain unchanged where any external factors might have an effect). +_ Confirmation that the objectives and desired outputs of the project are still aligned with the programme to which it contributes, if appropriate." +1.2,Strategic,GATE_2,"Has a single option been recommended to proceed with in the next stage? +Has the concept been selected and approved by stakeholders?","_ OBC has a clear recommendation for proceeding with one option. +_ Clear evidence of rigorous assessment e.g., piloting. +_ The option aligns to the strategic intent and the project can demonstrate that alignment and that it has been agreed by stakeholders (and their agreement on the overall strategic intent). +_ Evidence of approval by stakeholders." +1.3,Strategic,GATE_2,"Do stakeholders support the project and is the organisation still fully +committed? Do stakeholders support the preferred option (This includes the potential or recommended delivery approach and mechanisms)?","_ Documented involvement of and endorsement by stakeholders. +_ Clear approach for continued consultation, involvement, support and endorsement." +1.4,Strategic,GATE_2,"Are the assumptions, dependencies, risks and issues relating to business change understood? Is there an initial plan to address these issues?","_ Account has been taken of relevant impact assessment and appraisal issues such as Regulatory and Policy Impact, Sustainable Development and Environmental Appraisal. +_ The Project should demonstrate that it has considered the impact it will have on the business and the business change that will be required to deliver the project outcomes. +_ The risk, issues, dependencies and constraints relating to business change should be clearly set out in the Project Risk, Assumptions, Issues and Dependencies (RAID) Log, with plans in place to address them." +1.5,Strategic,GATE_2,"How has policy and strategic alignment, including at +a cross-departmental network, other public sector bodies or system level, been considered for this project and programme?","_ The project should demonstrate: +_ Evidence of continual review of policy and strategic alignment at a cross- departmental network and system level. +_ Evidence of NetZero in the strategic aims of the project, the procurement strategy and implementation, and a clear quantifiable demonstration of the project s contribution to the Government s NetZero target. +_ Evidence that Departmental commitments to the UN SDGs have been considered and incorporated into the project s strategic aims and critical success factors." +1.6,Strategic,GATE_2,"Does the shortlist of options still address the need +(case for change) and is it still compliant with and +contribute to environmental and climate policy objectives (including but not limited to the Climate Change Act 2008 (as amended), the 25 Year Environmental Plan (25 YEP) and Climate Resilience)?","_ Evidence that the shortlisted options are still compliant with and contribute to the most recent climate and environmental legislation, regulation and overall Government policy." +1.7,Strategic,GATE_2,Does the vision and objectives consider social outcomes and have they been endorsed by key stakeholders?,"_ The vision describes the social outcomes of the transformation and defines how the Department will operate. +_ Vision and purpose workshops to create cohesion between team members. +_ The vision is owned by those at the top of the Department or Agency but created by people who represent the breadth of the business. Agreed organisational vision has been approved by the SRO and shared with the wider audience. +_ The vision shows a compelling picture of the future that aligns stakeholders around the purpose of the transformation, the scale of the ambition and the nature of the benefits. The vision reaches a compromise between (short term political aims vs. long term +transformation; external events vs. staying true to the vision; ambitious vs. feasible). Criteria, principles, prioritisation etc., can be traced back through the vision. +_ The vision is articulated in different ways, for example pictures as well as words. +_ The vision is talked about all the time including by the leader of the project/organisation. +It motivates leaders, staff, partners and other stakeholders and allows them to prioritise activities. +_ The vision has been signed off by key stakeholders. +_ To demonstrate that people are motivated and bought into the vision project teams should be able to demonstrate: +_ Case studies from project employees; and +_ Feedback from the project team." +1.8,Strategic,GATE_2,"Has the project embedded the National Infrastructure Commission four recommended design principles? +Carbon emissions mitigation and adaptation to climate change;1. People-based outcomes +and community +engagement; +2. Local identity +and improving +environment; and +3. The realisation of +economic, environmental +and social benefits to +the population.","_ The project has embedded the four recommended design principles as set out by the National Infrastructure Commission. +_ Evidence of how the design principles have been discussed at a senior level and embedded in the project." +2.1,Economic,GATE_2,"Does the project have an approved Greenbook +Compliant Strategic Outline Case (SOC), and draft Outline Business Case (OBC)?","_ The project should have a Greenbook compliant SOC approved by the Dept. Investment Committee and HMT. The project should +also have a draft Greenbook compliant OBC which is in review by the Department Investment Committee. +_ The draft OBC will be assessed along with the other products at the Gate and used by the IPA to provide HMT with a view of the business cases readiness for approval. +_ The Project should demonstrate that of the broad range of options put forward at SOC stage, only one is being taken forward in the OBC. +_ Every business case (strategic case) and Project Execution Document should include a section on scope. This should be baselined and reviewed at each stage gate. Using the same format to demonstrate changes to scope, and the impact on cost and benefit throughout the project lifecycle." +2.2,Economic,GATE_2,"If there are several options, how was their robustness tested?","_ The options analysis considers what is available in the market. +_ The Economic Case shows sensitivity analysis of all appropriate options on key variables e.g. volumetrics, channel shift. +_ Major sensitivities included in the risk register. +_ Interviewees are able to explain how the project has approached option appraisal with an open mind (rather than retrofitting the analysis to pick the already prefered option). +_ Evidence of engagement with key stakeholders." +2.3,Economic,GATE_2,Is the organisation still realistic about its ability to achieve a successful outcome?,"_ Comparison with similar projects (and similar organisations); assessment of past track record in achieving successful change; plans to manage known weaknesses; where applicable, plans for incremental/modular approaches; contingency plans in place. +_ If the project traverses organisational boundaries: there are clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved." +2.4,Economic,GATE_2,Are the benefits to be delivered by the project understood and agreed with stakeholders? Is there an initial plan for realising and evaluating benefits?,"_ The project can explain the good practice they used to define benefits (including optimism bias). +_ The Project should demonstrate that the benefits strategy, financial and non-financial benefits have been approved by the impacted business areas. +_ Project outputs, outcomes and benefits are clearly aligned. +_ Benefits are clearly stated and consider tangible/intangible and cashable/non-cashable benefits. Note, it may be appropriate to consider disbenefits as well. +_ Initial plan for realising and evaluating the delivery of benefits, e.g. showing costs at each stage offset by improved quality of service and/ or savings over the project s expected life. +_ Critical success factors (CSF) for the project are still valid and agreed with stakeholders. +_ Benefits are specific, measurable, attainable, relevant, and time- bound (SMART). +_ Benefits calculation include the potential impact of macroeconomic factors that could impact them during delivery and the operational life cycle." +2.5,Economic,GATE_2,"Is the list of identified risks, constraints and dependencies (including climate mitigation, adaptation, sustainability, +environmental and systemic considerations) reflected +in the economic modelling assumptions?","_ Evidence that any relevant Supplementary Green Book Guidance, such as Accounting for the effects of climate change, Valuation of energy use and greenhouse gas emissions for appraisal, Valuing infrastructure spend has been followed in the appraisal of options." +2.6,Economic,GATE_2,"What plans does the project have to publish key cost, schedule and performance data at different stages? (access to this information helps to inform robust evaluation).","_ Plan for reporting on baseline elements: cost, schedule, risk and scope. +_ A detailed project plan will be in place to outline initial cost for the project (taking into account benefits, dependencies, policies, contingency). The plan will include the proposed schedule for the project." +2.7,Economic,GATE_2,"Has, and will, the project follow the principles of making benefits-focussed announcements? When +a cost and schedule are announced are they expressing them as a +range that will narrow as the project progresses through delivery?","_ The benefits strategy details the principles of benefit focused announcements at each phase of delivery. +_ When cost and schedule are announced they should be expressed as a range that will narrow as the project progresses through delivery. +_ Ministers are actively encouraged to make benefits focused announcements rather than cost based ones." +2.8,Economic,GATE_2,What are the macroeconomic factors that could impact the ability of the government and the supply chain to deliver the project effectively?,_ Macroeconomic factors and potential impacts included in the benefits map. +2.9,Economic,GATE_2,"What long term impact will the project have on the UK economy including opportunities to maximise the scheme s benefits by +joining up different sectors and tiers of government (e.g. transport and housing)?","_ The wider and long term impact the project will have on the wider UK economy and a benefits map which details how the project will impact wider areas of government included in the benefits strategy. +_ Evidence of a comprehensive benefits realisation plan. +_ Evidence that the UN SDG goals have been incorporated into the benefits analysis." +2.1,Economic,GATE_2,"Have environmental and climate benefits (and disbenefits, where applicable) been +comprehensively identified and categorised?","_ Evidence that a whole life approach (cradle to cradle or cradle to grave, as a minimum) +has been taken into account in the estimation of benefits (and disbenefits), including for carbon (e.g. a whole life carbon assessment has been conducted as advised in the Construction Playbook). Evidence that any relevant Supplementary +Green Book Guidance, such as Accounting for +the effects of climate change, Valuation of +energy use and greenhouse gas emissions for +appraisal, Valuing infrastructure spend has +been followed in the appraisal of options." +2.11,Economic,GATE_2,Does the baseline and various scenarios used in the economic modelling reflect the latest available information on climate scenarios and is the counterfactual clearly and robustly articulated?,"_ Evidence that any relevant Supplementary Green Book Guidance, such as Accounting for the effects of climate change, Valuation of energy use and greenhouse gas emissions for appraisal, Valuing infrastructure spend has been followed in the appraisal of options. +_ Evidence that the latest UK Climate Projections have been considered and a Climate Change Risk Assessment (CCRA) has been carried out (where applicable)._ Where future flexibility (e.g. future systems resilience or spare capacity) have been considered in the value for money (vfm) assessment, the rationale for including +this should be supported by evidence. Alternatively, the need for future flexibility should be reflected in the critical success factors (CSFs) used in the option appraisal or in the application of another suitable appraisal method." +3.1,Commercial,GATE_2,"Is the evaluation strategy aligned to the aims and objectives (including how to demonstrate value +for money) accepted by stakeholders and +compliant with all relevant procurement rules?","_ Risks are captured in the risk register, +and there is an understanding of how the +risks/misalignment are profiled in the way +of working . +_ Evidence of the alignment of the +Departments, IPA, Cabinet Office and the +sponsoring department. +_ Evaluation criteria and model(s) approved by +stakeholders. +_ Key evaluation criteria linked to business +objectives and given appropriate weighting. +_ Financial and non-financial aspects of the +evaluation have been separated out. +_ Evaluation criteria has been included in +information to potential tenderers and priorities +in meeting that need, where applicable (e.g. +quality of service, innovation). +_ For construction projects, appropriate weight +given to health and safety, sustainability, +design quality. +_ Where appropriate, the evaluation includes +benchmarking the value for money offered by +partnering, internal supplier or framework/ +call_off arrangement. +_ Consideration of contract duration, in relation +to value for money and whole of life costs. +_ Consideration of whether to act on behalf of +other public sector organisations in the role of a +Central Purchasing Body. +_ Legal advice has been sought on any +procurement approach and risks to cost and +timeline incorporated into the overall Business +Case and plan._ Evaluation criteria and model(s) approved by stakeholders." +3.2,Commercial,GATE_2,"Has the programme/project team understood the strengths and weaknesses of the commercial model and how to manage +them as well as the compromises required?","_ The Project should demonstrate that there has been an evidence based assessment in order to evaluate and select the most suitable commercial model. The commercial model +should be signed off in the commercial strategy and there should be evidence of regular review. Viable options have been identified with a focus on optimising Value for Money. +_ Options appraisal on the commercial/delivery model e.g. prime contractor, Design and Build (D&B), Design and Delivery Partner (DDP). +_ Analysis of contracting approach (e.g. fixed price, New Engineering and Construction Contract (NEC)3, Time and Material (T&M) etc). +_ Opportunities offered by the model considered as well as downside/risks and plans to mitigate these risks. +_ Articulation of the compromises that have been made (e.g. D&B model may lose commercial tension as designs mature, but avoids procurement delays). +_ Preferred option consistently incorporated into the baseline for the project i.e. cost estimate modelled on selected delivery model and schedule includes the appropriate procurement timelines for the chosen model." +3.3,Commercial,GATE_2,Are the business needs clearly understood by the client organisation and likely to be understood by those involved in delivery?,"_ The project can demonstrate that they understand the market capability and this has been taken into account around timescales. +_ The project can demonstrate that it has a detailed understanding of the current business operation and runs a comprehensive target operating model design process, a business requirements gathering and user needs analysis process with stakeholders. +_ Detailed output/outcome-based definition of requirements. +_ Specification to include key success factors to show how achievement of outputs/outcomes will be assessed. +_ Appropriate quality criteria applied to information for the delivery organisation (internal or external)." +3.4,Commercial,GATE_2,"Have principles of climate mitigation, adaptation, sustainability, environmental and systemic considerations been incorporated in the commercial model?","_ Evidence that the procurement route incorporates in documentation method or other ways these principles and they are cascaded +to the entire supply chain, where possible and practical. +_ Evidence that there is alignment with the Construction Playbook guidance and any subsequent procurement guidance or policy which refers to environmental, sustainability or climate related considerations and practices." +3.5,Commercial,GATE_2,Is the contract management strategy robust?,"_ The contract management strategy takes account of key factors such as the required intelligent customer skills, proposed relationship, management of single or multiple suppliers. +_ Evidence of continuity of key project personnel. +_ The Project should demonstrate that there has been an assessment of all available +sourcing options (e.g. use of internal resources, opportunities for collaboration, Shared Services, use of existing frameworks etc.). +_ The Project should have an approved commercial strategy, and an approved procurement strategy. +_ The commercial strategy should show what the requirement is for the new service, the proposed commercial approach and what the plan is for the existing service (if replacing). +_ The procurement strategy should show buying options (including service break down/single or multiple suppliers) both public procurement (Official Journal of the European Union +(OJEU) or UK equivalent) and UK government frameworks options analysis and pros and cons." +3.6,Commercial,GATE_2,Will the project be attractive to the market?,"_ Evidence that market sounding has been completed and that there is sufficient capacity and capability in the market to deliver the work. +_ Senior management has sufficiently engaged with the industry and are able to assess supply-side risks." +3.7,Commercial,GATE_2,Is there adequate knowledge of existing and potential suppliers? Who are the suppliers most likely to succeed?,"_ Adequate knowledge of existing and potential suppliers has been considered. +_ Commercial market intelligence, market sources and potential suppliers evident. +_ Track records from public and private sector considered (public sector s ability as a customer to work in this way; private sector track record in meeting similar or equivalent business needs). +_ Indications of the types of suppliers most likely to succeed in delivering the required outcomes. +_ There is evidence of a clear and consistent strategy for engaging with the industry rather than making sourcing decisions on a piecemeal basis." +3.8,Commercial,GATE_2,"Where appropriate, have options for the procurement route been evaluated, including sources of supply?","_ All appropriate sourcing options examined (e.g. use of internal resources, single +or multiple suppliers; opportunities for collaboration, Shared Services, use of existing frameworks, etc). +_ Prime Contracting, Design and Build and alternative options like Design and Delivery Partner have been fully evaluated. The impact of incentives for schedule/cost/contingency performance has been considered and this modelling is included in the business case. +_ Comparison with similar projects and analysis, supported by commercial intelligence +on market capability. This could include comparator schemes in the UK or overseas. +_ Reasons for selecting sourcing options documented and justified." +4.1,Finance,GATE_2,Does the project have a comprehensive financial management process in place?,"_ The project can demonstrate that: +_ It has a comprehensive financial management process in place and risk/ contingency calculations have been included in the budget and show that the baseline has an appropriate allowance for risk/contingency. +_ An appropriate cost baseline including an assured, resource loaded schedule that demonstrates cost by component in accordance with the project work breakdown structure. +_ Costs are within current budgets, whole life funding is affordable, supported +by stakeholders, and committed by departmental Finance and HM Treasury. +_ How it has been calculated and that it is appropriate for the lifecycle stage Quantitative Cost Risk Assessment +(QCRA)/Revolving Credit Facility (RCF)/ optimism bias. +_ Evidence that optimum bias has been factored into the overall project. +_ Risks should be presented as a range rather than a single-figure estimate, i.e. an estimate at both the P50 and P80 levels. +_ A bottom-up approach on how the risk/ contingency allowance is calculated. +_ Where risks cannot be reduced, the costs of managing these risks separately identified and included as a risk allocation provision. +_ Analysis undertaken of the effects of slippage in time, cost, scope or quality." +4.2,Financial,GATE_2,How has the project approached cost baselining?,"_ An assured, resource loaded schedule that demonstrates cost, scope, schedule and risk are aligned. The schedule should hold a good level of detail and should specify the cost, risk, schedule and scope elements by cost +component in accordance with mandated work and cost breakdown structures. +_ Evidence of an independent shadow cost model. +_ Interviews with schedule and cost leads to understand the impacts of delays. +_ Critical path explored to understand pinch points and how associated cost impacts have been modelled. +_ The project should demonstrate that cost estimates have been built up using a number of planning and estimating techniques and cost benchmarking. The cost range should be wide at this gate with QCRA at P60-P70." +4.3,Financial,GATE_2,Are the costs within current budgets? Is the project s whole-life funding affordable and supported by the key stakeholders?,"_ Reconciliation of projected whole-life costs with available budget, reviewed and accepted or approved by key stakeholders. +_ Project costs within organisation s forecasted spending plans." +4.4,Financial,GATE_2,Is the proposed arrangement likely to achieve whole-life value for money?,"_ Basis for calculating costs (value of requirements) and comparison of delivery approaches (e.g. tenders) agreed with key stakeholders. +_ Updated Business Case on the basis of the full project definition, market assessment and initial benefits plan. +_ Delivery strategy reflected in the Business Case. +_ Examination of sensitivities and financial implications of handling major risks; assessment of their effect on project return. +_ Projects that are not designed to achieve a financial return should include comparisons with similar successful projects to assess the potential to achieve value for money and to set targets." +4.5,Financial,GATE_2,"Does the baseline have an appropriate allowance for risk/contingency? How has that been calculated and is that appropriate for the lifecycle stage +and if a Quantitative Cost Risk Assessment (QCRA) has been undertaken, what P value does the contingency represent?","_ A risk register is in place setting out a good level of detail e.g. risk distribution, impact, values, mean etc with appropriate treatment of uncertainty. +_ The project is using an underpinning risk methodology (QCRA, Monte Carlo etc) or appropriate to have technical assurance in place on risk calculations. +_ Optimism bias has been factored into the overall project. +_ Risk worst case scenarios have been appropriately costed at each phase of delivery ." +5.1,Management,GATE_2,Is there alignment on the outcomes of the project and has this been approved by key stakeholders?,"_ The Project should demonstrate: +_ The stakeholders have signed off the scope of the project. +_ Business objectives stated and Specific, Measurable, Agreed, Realistic and Timely (SMART), and meet the business needs of the organisation. +_ The outcomes to be delivered which are soundly based, with leading and lagging indicators. +_ What constitutes success, and the critical success factors? +_ How will the required quality of performance be measured? +_ Risks, dependencies, constraints which may impact the project outcomes. Each should have clear owners. +_ Contingency plans which will be activated to mitigate risk of failure. +_ Business continuity plans where appropriate. +_ The required engagement with delivery chains, and the market to achieve +the outcomes. +_ Where suppliers are in place, their ability to deliver has been considered." +5.2,Management,GATE_2,Have the factors that influenced the delivery strategy been addressed?,"_ Documented evidence that key factors influencing the delivery strategy have been identified and impact assessed. E.g. risk appetite, lessons learned from previous projects/phases, market conditions. +_ Evidence that these factors have been taken into account in the design of the chosen delivery strategy. In addition, efficiency and predictability of the delivery process have been considered, with a process in place +for addressing the impact of any deviation from the plan and timetable, and plans for two-way communications with stakeholders and suppliers." +5.3,Management,GATE_2,"Is the organisation still realistic about its +ability to achieve a successful outcome?","_ Comparison with similar projects (and similar organisations); assessment of past track record in achieving successful change; plans to manage known weaknesses; where applicable, plans for incremental/modular approaches; contingency plans in place. +_ If the project traverses organisational boundaries: there are clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved." +5.4,Management,GATE_2,"Is the list of identified risks, constraints and dependencies (including +sustainability, environmental and climate resilience considerations and any related legal and planning consent matters) reflected in the optimism bias assumptions used?","_ Evidence that the risks, constraints and dependencies have considered sustainability, environmental and climate resilience, including legal and planning consent requirements that will be integral to the delivery of the various options under consideration. +_ Evidence that the optimism bias assumptions reflect these considerations. +_ Evidence that any relevant Supplementary Green Book Guidance, such as Accounting for the Effects of Climate Change, has been followed in the appraisal of options." +5.5,Management,GATE_2,"Who is holding the project team to account and ensuring the project is delivering to time, cost and quality baselines?","_ Clear governance structure in place (Governance Responsible , Accountable , Consulted , Informed (RACI)). +_ Sponsor requirements should be explicit on how cost pressures should be managed. +_ Governance RACI or development agreed. +_ Evidence from interviews with the project sponsor team and delivery team. +_ The project should demonstrate that it has adequate leadership which includes a definitive SRO and Programme, and Project Directors (where the projects are of a certain size and complexity). The governance framework +should be clearly outlined with a clear owner for the project. +_ An SRO appointment letter must be in place. +_ The SRO must demonstrate that they are undertaking their responsibilities as required in relevant policy initiatives." +5.6,Management,GATE_2,"To what extent is the project controlling schedule and benefits as well as cost? The interplays between these perspectives are key e.g. delays increase costs. To what level are the internal mechanisms within the project organisation capable to maintain and refine +the baseline?","_ Incomplete baseline including a lot of uncertainty. There is evidence the project has the right controls in place to manage the changes in a controlled way and identify the gaps within the baseline. +_ Interviews with schedule and cost leads to understand the impacts of delays. +_ Critical path explored to understand pinch points and how associated cost impacts have been modelled." +5.7,Management,GATE_2,Is the project set up for success to work across multiple government departments/other public sector organisations?,"_ A detailed and updated stakeholder map in place, clear reporting rhythm and comms with the various stakeholders. +_ Evidence that they have agreed to the roles and responsibilities across the different stakeholder groups. +_ A governance structure is in place which clearly maps interdependencies with other government departments and public sector organisations. +_ Stakeholder engagement should be included in the Project Execution Document and demonstrate: +_ A key list of stakeholders, and statement of their needs and support for the project. +_ Stakeholders roles and responsibilities, and their potential influence on the project, defined and agreed. +_ End-users for the project identified. +_ Evidence that the decision-making process is inclusive of all the relevant stakeholders and is both efficient and effective. +_ Results of consultations documented as part of project stakeholder engagement/ communications strategy. +_ If the project traverses organisational boundaries, there are clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved." +5.8,Management,GATE_2,"Is the selected delivery strategy defined and endorsed? Is there strong alignment between HMT, Cabinet Office and the sponsoring department?","_ Clear documentation of sponsoring department, HMT, cabinet office alignment and areas of disagreement. Evidence that these tensions are understood and manageable. +_ The governance arrangements make it clear which organisation(s) is the project sponsor and which organisation(s) is responsible for delivering the sponsor s requirements. +_ Where the cross-government picture is more complex, there should be evidence of robust cross-government Programme Boards with clear Ministerial responsibility for large projects which span multiple departments. +_ Business continuity and future exit, handover and transition strategies have been considered at a high level. +_ Confirmation of development, involvement and endorsement of the delivery strategy by the appropriate individuals. +_ Delivery Strategy to include, as appropriate: +_ Description of the key objectives, constraints (e.g. timescale) and funding mechanism and risk allocation; +_ The delivery route (how the strategy will be achieved), including sourcing option and contract strategy; +_ Procurement procedure (e.g. Competitive Dialogue or Negotiated); +_ Time plan to include timetable laid down by procurement rules, and time needed for +pre-procurement activities, implementation and contingency in the event of unavoidable slippage, with milestones; +_ Assessment of marketplace/ potential suppliers; +_ The roles, resources and skills needed to manage the delivery strategy; +_ Alignment with plans for implementation; and +_ Procurement innovation and sustainability issues have been considered." +5.9,Management,GATE_2,Has entry into live-service been considered and planned for with due consideration for the end user perspective and is there clarity as to who is accountable for making the decision to commission?,"_ The project should demonstrate that it has considered the live-service operation, service management and supplier management approach, and have plans to stand up the required capability as part of the project. +_ The design of the live service should be included in the AS-IS/TO-BE Operating Model document and the requirements should +be included in the Business Requirements document, and approved by the business. +_ Clear approach to transition, traced through to the Management Case. Clear evidence on supplier responsibilities for commissioning, testing and go live. +_ Consideration of technical assurance to confirm gap analysis has taken place. +_ An operator exists who will become the project lead through the stages of testing, commissioning and entry into service. This +operator should be embedded into the planning for this stage of the project from the outset." +5.1,Management,GATE_2,"Does the project have resources with, where required, the appropriate skills and experience?","_ The project should demonstrate that it has the right resources with the right experience including a bottom-up resource model with underpinning assumptions that supports the delivery of the plan. +_ The Project should demonstrate evidence of robust resource estimation and planning and resource allocation to ensure delivery of the project objectives." +5.11,Management,GATE_2,"Has the project set success criteria and agreed measurements against outcomes, to be assessed at the next stage gates and + go/no-go decision points of the programme?","_ Detailed plan to identify the go/no go decisions endorsed by senior stakeholders. +_ Go/No-Go criteria are SMART. +_ Evidence that social & environmental targets have been set, and are these targets coherent with other existing targets (UK or international, e.g. SDGs) either equal or more ambitious." +5.12,Management,GATE_2,Does the project have mechanisms in place to learn lessons?,"_ The project should demonstrate that it has conducted lessons learnt exercise pre-gate 2 and learnt lessons from other recent similar projects across UK gov and help inform its business case and delivery approach. +_ The project should demonstrate that there is a mechanism in place to learn lessons from its own delivery regardless of the stage in the project delivery lifecycle. +_ This mechanism should lead to Project Board reports on lessons learnt when appropriate action is taken. Lessons should also be provided to the Department Portfolio Office for inclusion in Portfolio system learning." +5.13,Management,GATE_2,Does the project have a robust reporting process?,"_ The project should demonstrate a mature suite of interconnected reports are maintained where content and insights are identifiable across the suite. Reports are continually reviewed, focussed to support key organisational decision making and +strategy and evolve as improved information or technology becomes available. Benchmarking plays a key role in recommended decisions and options based on analytics. +_ The Project should demonstrate plans and processes are in place to publish key cost, schedule and performance data for each stage of the project delivery lifecycle. +_ Evidence that the project s reporting mechanisms are in place to monitor social and environmental performance: +_ Clearly articulated goals and owners for delivery; +_ Where indicators are being developed for monitoring the project, there should be considerations of how these indiciators can be disaggregated bvy key haracteristics (age, sex, geography, disability) where relevant in order to suport the SDG principle of Leave No One Behind." +5.14,Management,GATE_2,"Does the project have all of the required products in place, and approved, required for this gate?","_ The project should have all of the required products produced, and approved by the Project Board before coming to the gate. +_ Refer to the Project Documentation section for a summary of the products required." +5.15,Management,GATE_2,Does the project have proper controls that hold the project team to account for timely and quality delivery?,"_ The Project Execution Document should set out: +_ The overall programme controls (progress tracking, risk management, issue identification and resolution, impact assessment) are defined. +_ Interdependencies between other programmes and projects defined, with adequate plans for managing them. +_ For collaborative programmes, accountabilities and governance arrangements for different organisations defined and agreed. +_ Parties in the delivery chain identified and an approach to them working together established. +_ Processes to manage and record key project information and decision-making. +_ Clear governance structure with a RACI in place." +5.16,Management,GATE_2,Does the project have a clearly defined architecture?,"_ Project & Programme business cases and Project Delivery Documents should include a project structure and business case structure that shows: +_ The perimeter of the programme and its respective Projects. +_ All business cases that will be included in the project. +_ How costs and benefits will be tracked and aggregated from Projects to the overarching Programme. +_ Approved programme/project and business case structures will be reviewed at each gate, any changes must clearly demonstrated and must have gone through formal +change controls." +5.17,Management,GATE_2,"Does the project have an in-depth understanding of risk, and is there a process +to identify, assess, allocate, manage and monitor current, anticipated and emerging risks and issues?","_ Risk management processes are outlined in the RAID Log. +_ Project risks are identified through engagement with stakeholders and articulated in terms of serierty, proximity and likelihood with comprehensive mitigating actions and residual risks articulated in the risk tab of the projects RAID log. +_ The risk register should show risks relating to the strategy, economics, commercials, financials and management (focusing on deliverability) of the project. Each business case that is produced should include the relevant risks in the relevant case and show how the risk has changed since the last Gate." +5.18,Management,GATE_2,Has the project used robust planning and estimation techniques?,"_ Planning and estimation techniques include: Analogous estimation, Parametric estimation, Delphi method, 3 Point Estimate, Expert Judgment, Published Data Estimates, Vendor Bid Analysis, Reserve Analysis, Bottom-Up Analysis, and Simulation. +_ Projects should demonstrate objectives, planning assumptions, constraints, activities and quality plans alongside schedules. Deliverables and milestones should be defined and agreed for all stages. Detail should be high for the immediate next stage. +_ The Programme/Project should demonstrate that it is controlling its schedule, and the impact of delays on benefits and cost. The schedule should be baselined at each business case stage and changes to the baseline should be reflected in the costs and benefits of +the project." +5.19,Management,GATE_2,"Have programmes and projects defined an integrated plan for +undertaking assurance and approvals (IAAP)?","_ A defined and integrated plan for undertaking assurance and approvals in place, is regularly reviewed, updated and maintained, with a plan to do so until closure. +_ Assurance measures to include: +_ Critical friends to the project (e.g. internal audit, procurement, specialists and/or peer reviewers co-opted onto the Project Board) appointed. +_ Health-checks and/or policy reviews incorporated into plans. +_ 2nd Line of defence assurance through the Department Portfolio Office. +_ Gate assurance through the IPA." +5.2,Management,GATE_2,"Does the project have an adequate Project/ +Programme Management Office (PMO) capability?","_ The project should demonstrate that the PMO is maintaining the integrity of the business cases (programme and project level), managing the collation and escalation of risk, issues, dependencies, constraints, and reporting at project level. +_ Programmes and Projects are expected to demonstrate that they have a project office in their project organisation." +Infrastructure Specific Questions and Evidence,,GATE_2,,Evidence +#,Category,GATE_2,Question, +2.1,Economic,GATE_2,"Has the project completed a Project Outcome Profile to assess how it will contribute to Government s priority outcomes as +set out in the Public Value Framework?","_ A completed Project Outcome Profile e.g. productivity, carbon emissions, regional increase in Gross Value Added (GVA) etc. +_ A defined plan for driving performance across the lifecycle with well articulated, measurable Key Performance Indicators (KPIs) to track progress. +_ A defined approach that describes the interfaces with the Supply Chain and how performance +of the Supply Chain will be measured and monitored. +_ Articulated how the project fits into the SNAP model (System, Networks, Assets, Projects) for Infrastructure and how benefits are realised across departments and other stakeholders such as local authorities, combined authorities etc. +_ Peer reviewed economic models should be in place which underpin the projects benefit forecasts. +_ Earned value reporting should be embedded. +_ A project risk register should exist. The project QCRA should be regularly updated to provide an up to date contingency drawdown curve to support monthly progress meetings." +2.2,Economic,GATE_2,"Do the benefits reflect what society wants and are these benefits shared widely? Have the range +of views of communities affected by the infrastructure been taken into account and are they reflected in the design?","_ Evidence of consultation rounds with impacted user groups and external stakeholders. +_ Project vision and benefits plan agreed, signed off and published." +2.3,Economic,GATE_2,"Do the benefits reflect what society wants and are these benefits shared widely? Have the range +of views of communities affected by the infrastructure been taken into account and are they reflected in the design?","_ There must be a clear understanding of the benefits that the project brings. For +example, how does the project align with the national context and future infrastructure projects. This must be documented within the benefits strategy. +_ Consideration of impact to future infrastructure projects. +_ Consideration and articulation of UK economic benefits. +_ Clear articulation and evidence of how the project links to priority outcomes at a +Department and Government level, as set out in the Public Value Framework and agreed through Outcome Delivery Plan. +_ Use of Project Outcome Profile to demonstrate the link between cross-government priorities, department priorities and project priorities and outcomes." +2.4,Economic,GATE_2,"How does the project fit within a national context, including existing and planned infrastructure projects, networks +and systems and has it examined opportunities to join up different sectors (e.g. transport and housing)?",_ The Business Case articulates how the benefits improve the local ecology. A benefits plan should be in place and should demonstrate the wider benefits of the ecosystem. +3.1,Management,GATE_2,Does the design of the infrastructure project provide a sense of identity? Does it improve the environment and does it support the local ecology?,Evidence +#,Category,GATE_2,Question,_ Evidence that the project and its objectives are continually reviewed as well as evidence that the contractors are reviewed. +3.2,Management,GATE_2,"What is the approach to whole life cycle +performance management of the assets being built and contractors delivering the project?","_ The comprehensive plan should include benchmarking of schedules broken down into agreed project stages: Feasibility, Appraise & Select, Define, Deliver, Operate; and justification for how the proposed schedule compares against the benchmarks." +3.3,Management,GATE_2,"Is there a detailed plan for managing planning, +consenting and regulatory requirements, and is +the schedule optimised to progress with work in parallel where reasonable to do so?","_ Clear track record of them learning from their experience on e.g. benchmarking, cost forecasting, risk allowance." +3.4,Management,GATE_2,Are the benchmarking learnings and developments integrated with wider estimating and cost planning skill developments? Is training in place to support the development of the Benchmarking subject matter experts?,_ The Business Case articulates how the benefits improve the local ecology. A benefits plan should be in place and should demonstrate the wider benefits of the ecosystem. +3.5,Management,GATE_2,Does the design of the infrastructure project provide a sense of identity? Does it improve the environment and does it support the local ecology?, \ No newline at end of file diff --git a/example_data/criteria/gate_3.csv b/example_data/criteria/gate_3.csv new file mode 100644 index 0000000..b5428dd --- /dev/null +++ b/example_data/criteria/gate_3.csv @@ -0,0 +1,485 @@ +#,Category,Question,Evidence,Gate +1.1,General,How realistic and integrated is the business case?,"_ Completed and internally agreed business case, setting out the cost over the lifecycle of the project. +_ A bottom-up approach with underpinning assumptions is taken and agreed to support the overall outcome of the business case. Dependencies consider the impact if assumptions change. +_ There is tangible evidence that the Senior Responsible Owner (SRO) and senior leaders in the Department believe in the delivery model. +_ There is evidence that the project still meets the business need. +_ There is consistency between the 5 cases : e.g. risks in strategic case, commercial case and management case are aligned. +_ The business case is continually updated to take into account any slippage and other changes, including an impact assessment.",GATE_3 +2.1,Strategic,"Is there a clear link between the project and the organisation's key strategic priorities, +including agreed measures of success?","_ The Full Business Case (FBC) strategic case is aligned with wider organisational strategy. +_ Interviewees can consistently explain how the project fits with organisational strategy and can demonstrate the key strategic priorities. +Measures of success are agreed with the project team/Governance, SRO, Department, HMT (where required) +_ The FBC management case addresses benefits identification and management. +_ The benefits realisation plan is consistent with the wider project plan (e.g. milestones are aligned). +_ List of critical interdependencies and evidence on how projects/programmes keep track of interdependencies and synergies. This should also include a slippage impact assessment. +_ Comprehensive risk assessment. +_ Business continuity plans including rollback arrangements.",GATE_3 +2.2,Strategic,"How has policy and strategic alignment, including at a cross- departmental network or system level, been considered for this programme and project?","_ The project should demonstrate: +_ Evidence of continual review of policy and +strategic alignment at a cross-departmental +network and system level. +_ Evidence of NetZero in the strategic aims of +the project, the procurement strategy and +implementation, and a clear quantifiable +demonstration of the project's contribution +to the Government's NetZero target. +_ Evidence of continual review of policy and +strategic alignment at a cross-departmental +network and system level. +_ Evidence of a clear strategy for business +change both in the organisation and +the supplier. +_ Clear articulation and evidence of how +the project links to priority outcomes at a +Department and Government level, as set out +in the Public Value Framework and agreed +through Outcome Delivery Plan. +_ Use of Project Outcome Profile to +demonstrate the link between cross- +government priorities, department priorities +and project priorities and outcomes.",GATE_3 +2.3,Strategic,"Has the project embedded +the National Infrastructure +Commission four +recommended design +principles? +_ Carbon emissions +mitigation and +adaptation to +climate change; +_ People-based +outcomes +and community +engagement; +_ Local identity +and improving +environment; and +_ The realisation +of economic, +environmental and +social benefits to +the population.","_ The project has embedded the four recommended design principles as set out by the National Infrastructure Commission. +_ Evidence of how the design principles have been discussed at a senior level and embedded in +the project.",GATE_3 +3.1,Economic,Does the project have a Greenbook compliant Outline Business Case (OBC) and a draft Full Business Case (FBC)?,"_ The OBC should have been approved by the +Department Investment Committee. +_ The draft FBC will be assessed along with the +other products at the Gate and used by the IPA +to provide HMT with a view of the business cases +readiness for approval. The business case should +demonstrate: +_ Benefits are thoroughly detailed in the +Economic Case with clear evidence of what +the project used as a measure e.g. 'good +practice' to define benefits and a compelling +benefits case which includes optimism bias +and consideration of macroeconomic factors +e.g. inflation. +_ Analysis on non-preferred options is +sufficiently rigorous to confirm that these +would not offer better value and stakeholders +have agreed the cost to end users +is affordable. +_ The financial case demonstrates how a +whole life view of value (rather than just +upfront capex) has informed options +appraisal, design, option selection and +commercial strategy. +_ The project can demonstrate adequate +approaches for estimating, monitoring and +controlling the total expenditure. +_ The strategic case is aligned with wider +organisational strategy. +_ The management case addresses benefits +identification and management. The benefits +realisation plan is consistent with the wider +project plan (e.g. milestones are aligned). +_ The management and financial cases should +show the emergence of any new risks +which were not considered/cost/or under- +estimated at the OBC stage, but have come +to light subsequent to negotiations with +the Preferred Bidder. Also any new external +developments which may have occurred such +as a change in Economic or Political scene +which may render the project more difficult +to procure and execute. +_ Every business case (strategic case) and +Project Execution Document should include +a section on scope. This should be baselined +and reviewed at each stage gate. Using the +same format to demonstrate changes to +scope, and the impact on cost and benefit +throughout the project lifecycle.",GATE_3 +3.2,Economic,"Is there an agreed benefits realisation plan which +has been built using good practice, and including optimism bias?","_ Benefits are thoroughly detailed in the Economic Case with clear evidence of what the project used as a measure e.g. 'good practice' to +define benefits. +_ A compelling benefits case which includes optimism bias and consideration of macroeconomic factors e.g. inflation. +_ Analysis on non-preferred options is sufficiently rigorous to confirm that these would not offer better value for money and stakeholders have agreed the cost to end users is affordable. +_ An internally approved FBC Management case that sets out the high level benefits realisation approach. +_ The benefits realisation plan is approved and agreed with stakeholders (including wider government, clients and suppliers) who +are still supportive of the projects Critical Success Factors. +_ Assumptions that underpin benefit realisation are documented, agreed with the relevant parties and signed off. +_ Thought has been given to whether the project can be split into phases designed to deliver benefits earlier, learn lessons, and mitigate key risks.",GATE_3 +3.3,Economic,"Does the project have a fully-costed, robust +evaluation plan to assess whether the project has successfully delivered its stated outcomes?","_ An updated, completed and agreed evaluation plan to assess its stated outcomes. +_ The project has consulted with stakeholders during evaluation and their acceptance of the proposed solution is documented.",GATE_3 +3.4,Economic,To avoid 'loss of value' : Have the original intended benefits been considered as part of any change control process (for example by using a Project Outcome Profile)?,"The intended benefits are considered as part of +the change control. +_ Clear explanation of how benefits are calculated +on projects. +_ The change control procedures (both technical +and business) are defined, agreed and included in +the contract. +_ There is a well-articulated plan for implementing +change and plans for handling future change. +_ There is an updated and signed off change +tracker in place. +_ Evidence of a structured Change Control +approach for the project. This is to ensure +effective management due to the many external +stakeholders/decision makers/suppliers. +_ Use of Project Outcome Profile to demonstrate +the link between cross-government priorities, +department priorities and project priorities +and outcomes.",GATE_3 +4.1,Commercial,"Does the commercial arrangement represent value for money, with an appropriate level of quality over the whole life of +the project?","_ The commercial strategy has been tested and +socialised with the industry (e.g. evidence of +market soundings, use of EOIs etc.) and approved +via the appropriate Governance structure. +_ The commercial strategy outlines clear +commercial objectives and the path to achieving +these, with clear evidence for how value for +money will be demonstrated throughout the +lifecycle of the project. +_ The project team can demonstrate that the +strategy supports a rational risk allocation +between the parties that is consistent with +the client's risk appetite and the supplier has a +comprehensive risk management plan including +political and market risks and clear mitigation +strategies outlined if the risks materialise. If +these have changed since the appointment of +a Preferred Bidder, the project team should +demonstrate how the overall risk profile , +including the affordability and Value for Money, +has changed. +_ The contract reflects standard terms and +conditions and an appropriate allocation of risk +with evidence of Government Legal Services +(GLS) review and further legal and Crown +Commercial Services (CCS) and Government +Commercial Function (GCF) support. +_ There has been input from wider commercial +functions outside of the project to test/validate/ +confirm approach e.g. Departmental commercial +teams, CCS or GCF (Complex Transactions).",GATE_3 +4.2,Commercial,Is there evidence the supplier's funding is all in place? Is the project able to demonstrate there is little or no exposure of public funds or additional financial burden?,"_ The project should demonstrate: +_ That the supplier's funding is all in place, with little or no exposure of public funds or additional financial burden. +_ That all required resources and associated client-side funding is in place or will be once the FBC is approved by HMT. +_ Funding for the Project has been approved in the Spending Review by the Department's Finance Director. +_ The Project and HMT have been in dialogue about the full business case and HMT are ready for the review of the final FBC. +_ CO controls have been sighted on the draft FBC and the project has satisfied the CO controls teams' commercial and technology spend control requirements.",GATE_3 +4.3,Commercial,"Have suitable stakeholders, business and end user representatives been involved and have they approved the tender evaluation report and +draft contract?","_ Appropriate stakeholder involvement in marking the tenders (e.g. business representation). +_ Clear tender evaluation report that has been reviewed and approved by appropriate stakeholders. +_ Draft contract ready with evidence of consultation with GCF (plus GLS or CCS as required). +_ Stakeholder engagement should be included in the Project Execution Document and demonstrate: +_ A key list of stakeholders, and statement of their needs and support for the project. +_ Stakeholders' roles and responsibilities, and their potential influence on the project, defined and agreed. +_ End-users for the project identified. +_ Evidence that the decision-making process is inclusive of all the relevant stakeholders and is both efficient and effective. +_ Results of consultations documented as part of project stakeholder engagement/ communications strategy. +_ If the project traverses organisational boundaries, there are clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved.",GATE_3 +4.4,Commercial,"Are the service management plan, administration and service level agreements complete and is the client ready for delivery and implementation?","_ Operating parameters are updated as needs change and documented in change control. +_ Service Level Agreements (SLAs). +_ Service delivery measured against those parameters. +_ Measures to address poor/non-performance are proving effective. +_ Acceptance criteria for key milestones are agreed.",GATE_3 +4.5,Commercial,"Are the sector suppliers experienced? Is the project able to demonstrate the supplier resources are skilled, available and that they get the right support?","_ A resource model from the client side setting out the number of resources and the associated skills that will deliver the work. +_ Clear communication has taken place with the client and supplier throughout the lifecycle of the project. +_ The client and the supplier have been involved in the development of the plan so are aware of the timescales for implementation, transition and operation of the project itself.",GATE_3 +4.6,Commercial,Is supplier resilience considered from a cross government perspective or just from a project perspective?,_ Regular communication takes place between the sponsoring department and the project to understand the supplier resilience and wider implications in the market to assess whether there are any other risks that the project should take into account.,GATE_3 +4.7,Commercial,Is there a reliance on one contractor?,"_ Taken with other departmental commitments, do the contractual arrangements create an undue reliance on one supplier?",GATE_3 +4.8,Commercial,"Is there a contract in place to support the equipment, asset or service? Operations and maintenance with +appropriate KPIs to provide through life support to +the capability?",_ Set of clear KPIs to measure performance to support the capability or asset. KPIs should be aligned with the Critical Success Factors of the Project as set out in the SOC.,GATE_3 +4.9,Commercial,"Are the procurement needs aligned to the contracting strategy? Has the project team recognised the need for +contracts to be sufficiently flexible, especially for +'first of its kind' or long- term projects?","_ Contract plus input from Government Legal Service (GLS)/Government Commercial Function (GCF) on contract preparation. +_ Rigorous approach to commercial terms/ contracts e.g. pricing/methodology such as fixed price, cost plus, New Engineering Contract (NEC). +_ A suitable contract management plan has been prepared and the project is ready to operate contracts once awarded. +_ A tender evaluation plan is in place.",GATE_3 +4.1,Commercial,Does the project understand how the project sits within the overall portfolio of the government? Does the project have a good understanding of what this means for the supply chain.,"_ Appropriate market consultation has been performed and the centre has been consulted on any associated risks. +_ The market capacity has been understood and appropriate actions taken (i.e. request of additional funding, delay project, permission to explore subsidies/funding to support the supply chain).",GATE_3 +5.1,Finance,Does the project have a comprehensive financial management process in place?,"_ The project can demonstrate that: +_ It has a comprehensive financial management process in place and risk/ contingency calculations have been included in the budget and show that the baseline +has an appropriate allowance for risk/ contingency. +_ An appropriate cost baseline including an assured, resource loaded schedule that demonstrates cost by component in accordance with the project work breakdown structure. +_ Costs are within current budgets, +whole-life funding is affordable, supported by stakeholders, and committed by departmental Finance and HM Treasury. +_ How it has been calculated and that it is appropriate for the lifecycle stage : Cost Risk Assessment (QCRA)/Revolving Credit Facility (RCF)/optimism bias. +_ Evidence that optimum bias has been factored into the overall project. +_ Risks should be presented as a range rather than a single-figure estimate, i.e. an estimate at both the P50 and P80 levels. +_ A bottom-up approach on how the risk/ contingency allowance is calculated. +_ Where risks cannot be reduced, the costs of managing these risks are +separately identified and included as a risk allocation provision. +_ Analysis undertaken of the effects of slippage in time, cost, scope or quality.",GATE_3 +5.2,Financial,"Is the evaluation based on whole-life value for money, taking account of capital, maintenance and service costs and does it: +_ allow us to balance financial factors against quality and security of delivery? +_ take account of business criticality and affordability? +_ demonstrate it is business driven?","_ The Financial Case of the FBC demonstrates how a whole life view of value (rather than just upfront capex) has informed options appraisal, design, option selection and the commercial strategy. +_ The project can demonstrate adequate approaches for estimating, monitoring and controlling the total expenditure on projects.",GATE_3 +5.3,Financial,Are all resources and internal funds (the 'client- side budget') in place?,"_ Profiled budget in place showing opex/capex expenditure that has been approved, including: +_ Budget provision +_ Resource provision agreed +_ Subsequent years' expenditure included in programme or project budgets +_ Authorisation/approval process for payments to suppliers +_ Process for expenditure reporting and reconciliation +_ Insurances established by suppliers where required.",GATE_3 +5.4,Financial,How has the project approached cost baselining?,"_ An assured, resource loaded schedule that demonstrates cost, scope, schedule and risk are aligned. +_ The schedule holds a good level of detail and should specify the cost, risk, schedule and scope elements by cost component in accordance with mandated work and cost breakdown structures. +_ Interviews with schedule and cost leads to understand the impacts of delays. +_ Critical path explored to understand pinch points and how associated cost impacts have been modelled. +_ May have undertaken Quantitative Schedule Risk Analysis (QSRA) and an appropriate allowance for risk/contingency is in place as part of the baseline cost. +_ Risks are presented as a range rather than a single-figure estimate, i.e. an estimate at both the P50 and P80 levels. +_ A bottom-up approach on how the risk/ contingency allowance is calculated is in place.",GATE_3 +5.5,Financial,"Does the financial case consider, where applicable, potential changes to the financial model due to carbon pricing or other changes in the cost of financing (e.g. risk of stranded assets)?","_ Evidence that the financial modelling has considered, where relevant, implications of future changes in the carbon pricing or other financing costs due to, but not limited to, climate (e.g. stranded assets) or other such systemic risk implications.",GATE_3 +6.1,Management,Has (or/and will) the project follow the principles of making benefits-focussed announcements?,"_ The benefits strategy details the principles of benefit focused announcements i.e., when cost and schedule are announced they are +expressed as a range that has narrowed as the project progresses through delivery. These should include environmental, climate and social benefits. +_ Where practical, communication of project benefits should include reference to how the project contributes to the SDGs.",GATE_3 +6.2,Management,Is there alignment of the outcomes of the project and has this been agreed by key stakeholders?,"_ The Project should demonstrate it has a fully- +costed, robust approved evaluation plan (to +assess whether the project successfully delivers +its stated outcomes at Gate 5). The project has +consulted with stakeholders on the evaluation +plan and their acceptance of the proposed +solution is documented. The Project should +demonstrate a clear understanding of: +_ Business objectives stated and Specific, +Measurable, Agreed, Realistic and Timely +(SMART), and meet the business needs of the +organisation. +_ The outcomes to be delivered which +are soundly based, with leading and +lagging indicators. +_ What constitutes success, and the critical +success factors. +_ How the required quality of performance will +be measured. +_ Risks, dependencies, constraints which may +impact the project outcomes. Each should +have clear owners. +_ Contingency plans. +_ Evidence of approval by key stakeholders.",GATE_3 +6.3,Management,"Does the project have a deep understanding of the live service operation, service management and supplier management approach, and have plans to stand up the required capability as part of +the project?","_ The project can evidence: +_ That it has considered and planned for entry +into service with due consideration for the +end user perspective and that there is clarity +on who is accountable for making decision +go/no-go decisions. +_ A clear approach to transition, traced through +to the Management Case. +_ Clear evidence on supplier responsibilities for +commissioning, testing and go live. +_ An operator exists who will become the +project lead through the stages of testing, +commissioning and entry into service. This +operator should be embedded into the +planning for this stage of the project from +the outset. +_ It has used Information, Technology +Infrastructure Library (ITIL) or other Service +Management methodologies to ensure that all +elements of the service are in place with the +required processes, engagement, operating +hand books, Service Level Agreements +(SLAs) and commercial management. +_ An intelligent client function. +_ The change control procedures (both +technical and business) are defined, agreed +and included in the contract. +_ There is a well articulated plan for +implementing change and plans for handling +future change. +_ There is an updated and signed off change +tracker in place. +_ The exit and disposal/decommission of the +existing service (if replacement) have been +built into the business case and plan and the +required discussions are in progress with +existing suppliers.",GATE_3 +6.4,Management,Is there a robust delivery strategy in place and has this been agreed by key stakeholders?,"_ The Project should demonstrate a clear delivery strategy showing: +_ Evidence that key factors influencing the delivery strategy have been identified and impact assessed. E.g. risk appetite, lessons learned from previous projects/phases, market conditions. +_ Evidence that these factors have been taken into account in the design of the chosen delivery strategy. +_ Efficiency and predictability of the delivery process has been considered, with a process in place for addressing the impact of any deviation from the plan and timetable, and plans for two-way communications with stakeholders and suppliers. +_ Endorsement by the Dept, Cabinet Office and HMT. Clear documentation of sponsoring department, HMT, Cabinet Office alignment and areas of disagreement. Evidence +that these tensions are understood and manageable. +_ Business continuity and future exit, handover and transition strategies have been considered at a high level. +_ Evidence of approval by key stakeholders.",GATE_3 +6.5,Management,Is there an effective governance structure with clearly aligned goals and incentives?,"_ A clear Governance Responsible, Accountable, Consulted and Informed RACI is in place. +_ Formal Project Portfolio Management (PPM) methodologies are in use. +_ The project should demonstrate that it has adequate leadership which includes a definitive SRO and Programme, and Project Directors (where the projects are of a certain size and complexity). The governance framework +should be clearly outlined with a clear owner for the project. +_ An SRO appointment letter must be in place. +_ The SRO must demonstrate that they are undertaking their responsibilities as required in relevant policy initiatives.",GATE_3 +6.6,Management,Does the project have an effective Sponsor function in place? Is the project able to demonstrate the interface and roles and responsibilities between the SRO/Sponsor/ Accounting Officer (AO) (Arms Length Body (ALB)/ Department)?,"_ Defined Sponsor requirements that can be traced through to the scope used to drive the project baseline. +_ Interviewees show a consistent understanding of respective responsibilities and healthy tension between sponsor and delivery team. +_ Signed Osmotherley letter in place. +_ Governance structure (including terms of reference) with clearly aligned goals and incentives. +_ Formal Project Portfolio Management (PPM) methodologies are in use.",GATE_3 +6.7,Management,"Does the project have resources with, where required, the appropriate skills and experience?","_ There is a clear understanding of the capabilities required for the delivery phase of the project, +in particular those required to manage the supply chain.",GATE_3 +6.8,Management,How is the project managing the risks overall including in relation to resource constraints and overall market capacity? This is particularly relevant for novel technology.,"_ Detailed risk register and risk management plan. +_ The project has a robust Quantitative Risk Assessment (QRA) in place to ensure that accurate risk registers can be compiled. +_ Evidence that the risk register is used in appropriate governance forums. +_ Risk owners, mitigating actions are captured, updated and signed off. +_ Risk appetite should be considered in context of departmental strategy with clear mitigation measures and residual risks. +_ Evidence that no insurance or other hedging strategies are incorporated in the calculation of risk.",GATE_3 +6.9,Management,"Does the project management team have a clear view of the interdependencies between projects, the +benefits, and the criteria against which success will be judged?","_ List of critical interdependencies and evidence on how projects/programmes keep track of this. +_ Evidence that the project has the right capacity/ capability to deliver the project, covering a wide range of skills.",GATE_3 +6.1,Management,Is the delivery body ready to stand up and move into delivery?,"_ Matured governance, the right people in the leadership (capability and experience) and evidence that they are working well together. +_ A delivery RACI between the supplier and the organisation is in place. +_ Evidence that contract managers are in place who understand the contract.",GATE_3 +6.11,Management,"Are there business contingency and continuity arrangements and plans that aim to minimise the impact +on the business in the event of major problems during implementation and rollout? Has this been approved by key stakeholders.","_ Risk assessment. +_ Business continuity plans including rollback arrangements. +_ Data security plan and strategy is in place. +_ Evidence of approval by key stakeholders.",GATE_3 +6.12,Management,Is the organisation ready for business change?,"_ Staff are well prepared and trained. +_ Evidence plans for business preparation and the operational phases are in place. +_ The Project should demonstrate that it has a detailed understanding of the impact it will have on the business and a detailed plan for the business change that will be required to deliver the project outcomes. +_ Evidence that a change impact assessment has been completed to ensure that the change is not going to stretch the organisation too far.",GATE_3 +6.13,Management,Does the reporting and reporting structure support robust and timely decision making?,"_ Evidence of comprehensive management of reports and the use of technology where possible to improve information over time. +_ A mature suite of interconnected reports are maintained where content and insights are identifiable across the suite. +_ Reports are received by the right individuals/ boards or groups to facilitate timely +decision-making. +_ Reports are continually reviewed, focussed to support key organisational decision making and strategy and evolve as improved information or technology becomes available. +_ Reports should highlight progress to date, whether the current work scope is likely to be completed to plan, prevailing risks and issues and any decisions or direction required. +_ Reporting should include commentary on the level of risk to successful delivery that remains in the programme. +_ Planned vs actual expenditure/ activity up to FBC has been in line with previous plans.",GATE_3 +6.14,Management,"Is the project founded upon realistic timescales, taking account of statutory lead times, and showing critical dependencies (including external) such that any delays can be handled?","_ Key planning assumptions documented and signed off. +_ Parallel risks included to cover if key assumptions are flawed. +_ Interviewees have a consistent understanding of the schedule challenges. +_ Clear path to delivery with limited dependencies. +_ Risk allowance included for any key assumptions. +_ No imposed changes expected to the agreed schedule. +_ The supply chain is incentivised to deliver on time. +_ Assess the adequacy of the time for testing, commissioning and system integration.",GATE_3 +6.15,Management,"Is there an implementation plan with clear milestones and handover phases identified? +Is there an implementation strategy?","_ Key handover criteria defined in construction contracts. +_ Signed off implementation strategy that is aligned with contractual requirements for key suppliers.",GATE_3 +6.16,Management,"Does the monitoring and evaluation plan include all necessary indicators +and methods of collection and analysis?","_ Evidence that the monitoring and evaluation plan includes indicators to capture in a meaningful way the economic, social, environmental +and climate benefits of the initiative. For climate mitigation and adaptation, projects can refer to the most recent CCC list of key indicators for adaptation and mitigation or to their departmental and wider Government commitments and relevant metrics on +sustainability, climate mitigation, adaptation or the environment. +_ Evidence that a system and processes are in place to monitor, report and use GHG emissions data from project implementation stages +such as PAS2080 or similar as advised in the Construction Playbook. +_ Where relevant, projects are encouraged to draw on existing SDG indicators (if closely aligned and fit for purpose). +_ Where indicators are being developed for monitoring the project, there should be a consideration of how these indicators can be disaggregated by key characteristics (age, sex, geography, disability) where relevant, in order to support the SDG principle of Leave No One Behind.",GATE_3 +6.17,Management,Does the project have a robust reporting process?,"_ The project should demonstrate a mature suite of interconnected reports are maintained where content and insights are identifiable across the suite. Reports are continually reviewed, focussed to support key organisational decision making and strategy and evolve as improved information or technology becomes available. Benchmarking plays a key role in recommended decisions and options based on analytics. +_ The Project should demonstrate plans and processes are in place to publish key cost, schedule and performance data for each stage of the project delivery lifecycle.",GATE_3 +6.18,Management,"Does the project have all of the required products in place, and approved, required for this gate?","_ The project should have all of the required products produced, and approved by the Project Board before coming to the gate. +_ Refer to the Project Documentation section for a summary of the products required.",GATE_3 +6.19,Management,Does the project have the capability to deliver the project?,"_ The project should demonstrate that it has the right resources with the right experience including a bottom-up resource model with underpinning assumptions that supports the delivery of the plan. +_ The Project should demonstrate evidence of robust resource estimation and planning and resource allocation to ensure delivery of the project objectives.",GATE_3 +6.2,Management,Does the project have proper controls that hold the project team to account for timely and quality delivery?,"_ The Project Execution Document should set out: +_ The overall programme controls (progress tracking, risk management, issue identification and resolution, impact assessment) are defined. +_ Interdependencies between other programmes and projects defined, with adequate plans for managing them. +_ For collaborative programmes, accountabilities and governance arrangements for different organisations defined and agreed. +_ Parties in the delivery chain identified and an approach to them working together established. +_ Processes to manage and record key project information and decision-making. +_ Clear governance structure with a RACI in place.",GATE_3 +6.21,Management,Does the project have a clearly defined architecture?,"_ Project & Programme business cases and Project Delivery Documents should include a project structure and business case structure that shows: +_ The perimeter of the programme and its respective Projects. +_ All business cases that will be included in the project. +_ How costs and benefits will be tracked and aggregated from Projects to the overarching Programme. +_ Approved programme/project and business case structures will be reviewed at each gate, any changes must be clearly demonstrated and must have gone through formal change controls.",GATE_3 +6.22,Management,Does the project have mechanisms in place to learn lessons?,"_ The project should demonstrate that it has conducted a lessons learnt exercise pre-gate 3 and learnt lessons from other recent similar projects across UK gov and help inform its business case and delivery approach. +_ The project should demonstrate that there is a mechanism in place to learn lessons from its own delivery regardless of the stage in the project delivery lifecycle. +_ This mechanism should lead to Project Board reports on lessons learnt when appropriate action is taken. Lessons should also be provided to the Department Portfolio Office for inclusion in Portfolio system learning.",GATE_3 +6.23,Management,"Does the project have an in-depth understanding of risk, and is there a process +to identify, assess, allocate, manage and monitor current, anticipated and emerging risks and issues?","_ Risk management processes are outlined in the RAID Log. +_ Project risks are identified through engagement with stakeholders and articulated in terms +of serierty, proximity and likelihood with comprehensive mitigating actions and residual risks articulated in the risk tab of the projects RAID log. +_ The risk register should show risks relating to the strategy, economics, commercials, financials and management (focusing on deliverability) of the project. Each business case that is produced should include the relevant risks in the relevant case and show how the risk has changed since the last Gate.",GATE_3 +6.24,Management,Has the project used robust planning and estimation techniques?,"_ Planning and estimation techniques include: Analogous estimation, Parametric estimation, Delphi method, 3 Point Estimate, Expert Judgment, Published Data Estimates, Vendor Bid Analysis, Reserve Analysis, Bottom-Up Analysis, and Simulation. +_ Projects should demonstrate objectives, planning assumptions, constraints, activities and quality plans alongside schedules. Deliverables and milestones should be defined and agreed +for all stages. Detail should be high for the immediate next stage. +_ The Programme/Project should demonstrate that it is controlling its schedule, and the impact of delays on benefits and cost. The schedule should be baselined at each business case stage and changes to the baseline should be reflected in the costs and benefits of the project.",GATE_3 +6.25,Management,"Have programmes and projects defined an integrated plan for +undertaking assurance and approvals (IAAP)?","_ A defined and integrated plan for undertaking assurance and approvals in place, is regularly reviewed, updated and maintained, with a plan to do so until closure. +_ Assurance measures to include: +_ Critical friends to the project (e.g. internal audit, procurement, specialists and/or peer reviewers co-opted onto the Project Board) appointed. +_ Health-checks and/or policy reviews incorporated into plans. +_ 2nd Line of defence assurance through the Department Portfolio Office. +_ Gate assurance through the IPA.",GATE_3 +2.26,Management,"Does the project have an adequate Project/ +Programme Management Office (PMO) capability?","_ The project should demonstrate that the PMO is maintaining the integrity of the business cases (programme and project level), managing the collation and escalation of risk, issues, dependencies, constraints, and reporting at project level. +_ Projects and programmes are expected to demonstrate that they have a project office in their project organisation.",GATE_3 +1.1,General,"Is the project planning to publish a summary of its business case in line with requirements set out in the National +Infrastructure Strategy?",_ All Government Major Project Portfolio (GMPP) infrastructure and construction projects must publish a summary of their business case within four months of receiving final approval from HMT,GATE_3 +1.2,Strategic,How are off-site construction methods being applied in this programme and project?,"_ Project team demonstrates the use of digital technologies and standardisation of assets e.g. the adoption of best +practice from the manufacturing sector, such as off-site construction. +_ Evidence that off-site construction methods have been considered by the project team.",GATE_3 +1.3,Strategic,"How has the project explored opportunities for incorporating emerging digital and manufacturing technologies, such as Artificial Technology (AI) and smart sensors?",_ Evidence of consideration for the use of emerging digital and manufacturing technologies in their work.,GATE_3 +2.1,Economic,"Has the project completed a Project Outcome +Profile to assess how the programme/project will contribute to government's priority outcomes as +set out in the Public Value Framework?","_ A completed Project Outcome Profile e.g. productivity, carbon emissions, regional increase in GVA etc. +_ A defined plan for driving performance across the lifecycle with well-articulated, measurable Key Performance Indicators (KPIs) to track progress. +_ A defined approach that describes the interfaces with the Supply Chain and how performance +of the Supply Chain will be measured and monitored. +_ Articulated how the project fits into the SNAP model (System, Networks, Assets, Projects) for Infrastructure and how benefits are realised across departments and other stakeholders such as local authorities, combined authorities etc. +_ Peer reviewed economic models should be in place which underpin the projects benefit forecasts. +_ Earned value reporting should be embedded. +_ A project risk register should exist. The project Quantitative Cost Risk Analysis (QCRA) should be regularly updated to provide an up to date +contingency drawdown curve to support monthly progress meetings.",GATE_3 +3.1,Commercial,"How is the supply chain being incentivised to use emerging digital and manufacturing technologies to achieve for example increased +productivity and whole life requirements?","_ Demonstrating the use of collaborative business models. +_ Integrated supply chain management practices creating skilled jobs in manufacturing and digital design. +_ Regular consultation with supply chain and delivery partners.",GATE_3 +3.2,Commercial,What operational performance and contract management system will be employed as the asset goes into service?,"_ Evaluation of available systems and input (including sign off) from the SRO and appropriate governance received. +_ Evidence of performance indicators. +_ Operations and maintenance requirements have been appropriately incorporated into sponsor requirements.",GATE_3 +3.3,Commercial,"How will the supplier ensure that the facility is safe to operate +and maintain?","_ Information on how the assets are being satisfactorily maintained, especially the 'hidden' ones such as mechanical and electrical systems. +_ Plans for the delivery of maintenance over the lifecycle of the asset. +_ Clear plans to meet or exceed sustainability targets met or exceeded. +_ Plans and methodology for assessing customer/ stakeholder experience and satisfaction.",GATE_3 +4.1,Financial,Are cost estimates robust and benchmarked? How has the programme/project assured themselves that the baseline is credible and how is this implemented?,"_ The cost estimates are underpinned by a bottom-up approach supported by a clear set of signed off assumptions. The Project should demonstrate how the original Cost Model compares to the estimates submitted by the bidders and the Preferred Bidder. +_ The project should demonstrate that cost estimates have been built up using a number of planning and estimating techniques and cost benchmarking. The cost range should be wide at this gate with QCRA at P90. +_ For the largest schemes, it is expected to see independent assurance on the processes used to derive cost estimates plus benchmarking +to validate against national/ international comparators. +_ Regular reports are produced which detail S curves and the project's spend profile, the +reports should also detail risks and proposed contingencies. +_ A top down benchmarking exercise has been completed to validate the cost estimate. +_ There may be benchmarking between suppliers on the scheme or benchmarking between similar national/ international comparators. May include unit cost comparison (e.g. £/ km or per asset e.g. viaducts). +_ A bottom-up benchmarking exercise has been carried out to validate the key rates & pricing. This should also consider indirect costs e.g. overall project management/ oversight.",GATE_3 +5.1,Management,"What is the approach to whole life cycle +performance management of the assets being built and contractors delivering the project?",_ Evidence that the project and its objectives are continually reviewed as well as evidence that the contractors are reviewed.,GATE_3 +5.2,Management,Is the project planning to enter service cautiously and is it clear who is accountable for making the decision to commission?,"_ Clear approach to transition, traced through to the Management Case. +_ Clear evidence on supplier responsibilities for commissioning, testing and go live. +_ May consider technical assurance to confirm gap analysis has taken place. +_ An operator exists who will become the project lead through the stages of testing, commissioning and entry into service. This +operator should be embedded into the planning for this stage of the project from the outset, +a good example being that of the West Coast Partnership vis a vis the testing, commissioning and handover of HS2. +_ The end user perspective is considered when making decisions. +_ Service entry has been considered from early in the life cycle. +_ There are appropriate resources/capabilities in place to start this phase.",GATE_3 +5.3,Management,"Planning regimes : have the impact of +planning/ consents been appropriately reflected in the schedule?","_ Comprehensive plan detailing considerations for planning regime and consent. +_ Planning permissions/ consents included in the timeline. +_ Sufficient time allowed for approvals. +_ Performed QSRA, clear pinch points are identified. The risks informing the critical path are understood.",GATE_3 +5.4,Management,"For transport projects, do plans go beyond the construction of the civil works?","_ Evidence of plans for e.g. rolling stock, system integration, commissioning, concession/ franchise appointment, phased introduction including key pinch points for operations like timetable changes.",GATE_3 +5.5,Management,"Commissioning : has the project planned from right to left to consider the impact of the commissioning +regime (particularly from regulators) to ensure safety and readiness +for operation?","_ Comprehensive plan detailing commissioning regimes (where appropriate). +_ Evidence that data security is being delivered inline with Government Digital Services (GDS).",GATE_3 +5.6,Management,"Have the results of the surveys, trials, tests and pilots been evaluated? Do they show positive results?","_ Surveying is a particular key for construction works (i.e. regular site surveys, ground condition surveys, environmental/ asbestos surveys). +_ Surveying reports should demonstrate trial testing has taken place and shows positive results. +_ Lessons learned, identified and evidence that the approach has been varied where previous problems have arisen.",GATE_3 +,,,,GATE_2 \ No newline at end of file diff --git a/example_data/criteria/gate_4.csv b/example_data/criteria/gate_4.csv new file mode 100644 index 0000000..635ac4a --- /dev/null +++ b/example_data/criteria/gate_4.csv @@ -0,0 +1,294 @@ +#,Category,Question,Evidence,Gate +1.1,Strategic,Does the project still align with the Outcome Delivery Plan and wider strategy?,"■ The project should demonstrate: +■ Evidence of continual review of policy and strategic alignment at a cross- departmental network and system level. +■ Evidence of NetZero in the strategic aims of the project, the procurement strategy and implementation, and a clear quantifiable demonstration of the +project’s contribution to the Government’s NetZero target. +■ Evidence of continual review of policy and strategic alignment at a cross- departmental network and system level.",GATE_4 +1.2,Strategic,Is the buy-in and approval of a defined set of objectives linked to the Departmental strategy?,"■ Evidence benefits are linked to the departmental strategy. +■ Evidence benefits are signed off by the leadership and SRO.",GATE_4 +1.3,Strategic,How do the design and build stage performance outcomes compare to the intended outcomes for this stage?,"■ Ensure that the design and build stage outcomes are reflected upon the original planned outcome at the stage in the project. Where different, ensure that lessons have been learned and documented and shared with wider projects where appropriate. If outcomes have changed, the project should demonstrate that the consequences have been understood.",GATE_4 +1.4,Strategic,"Has the project embedded +the National Infrastructure +Commission four +recommended design +principles? +Carbon emissions +mitigation and adaptation to +climate change; +People-based outcomes and +community engagement; +Local identity and improving +environment; and +The realisation of economic, +environmental and social +benefits to the population.","■ The project has embedded the four recommended design principles as set out by the National Infrastructure Commission. +■ Evidence of how the design principles have been discussed at a senior level and embedded in the project.",GATE_4 +2.1,Economic,Does the project have a Greenbook compliant Full Business Case (FBC) approved by the Department Investment Committee and HM Treasury?,"■ The project should demonstrate tangible evidence that the SRO and the senior leaders in the departments believe in the delivery model. +■ Benefits are thoroughly detailed in the Economic Case with clear evidence of what the project used as a measure e.g. ‘good practice’ to define benefits and a compelling benefits case which includes optimism bias and consideration of macroeconomic factors e.g. inflation. +■ Analysis on non-preferred options is sufficiently rigorous to confirm that these would not offer better value and stakeholders have agreed the cost to end users is affordable. +■ The financial case demonstrates how a whole life view of value (rather than just upfront capex) has informed options appraisal, design, option selection and commercial strategy. +■ The project can demonstrate adequate approaches for estimating, monitoring and controlling the total expenditure. +■ The strategic case is aligned with wider organisational strategy. +■ The management case addresses benefits identification and management. +■ The benefits realisation plan is consistent with the wider project plan (e.g. milestones are aligned). +■ Every business case (strategic case) and Project Execution Document should include a section on scope. This should be baselined and reviewed at each stage gate. Using the same format to demonstrate changes to scope, and the impact on cost and benefit throughout the project lifecycle",GATE_4 +2.2,Economic,Is there collaboration with wider internal and external stakeholders on benchmark driven performance and productivity improvement?,"■ Industry wide meetups happen regularly to share and collaborate on benchmark driven performance and productivity improvement. +■ Comms from industry wide meetups are shared with the wider team to benchmark performance and enhance productivity improvement. +■ There are regular events/benchmarking ‘clubs’ with related digital platforms used for sharing common frameworks and standards.",GATE_4 +2.3,Economic,"Does the project have a fully- costed, robust evaluation plan to assess whether the project is successfully delivering its stated outcomes?","■ An updated, completed and agreed evaluation plan to assess its stated outcomes is in place. +■ The project has consulted with stakeholders about evaluation and their acceptance of the proposed approach is documented. Including the consequences if they are delivering less than was initially built into the case.",GATE_4 +2.4,Economic,Is there a process to manage and measure benefits?,"■ A benefits management plan is in place, linked to programme outcomes where applicable. +■ Means of measuring benefits agreed with service providers/partners. +■ For collaborative projects, all parties understand and agree their responsibilities and arrangements for benefits realisation. +■ The SRO has identified the business owner for the operational service, where applicable. +All changes should be clearly understood and signed off. +■ The SRO has identified and agreed the critical success factors with the business owner. +■ Handover responsibilities and arrangements documented and agreed by both parties. +■ The project should demonstrate that there is a clear, resourced structure in place to measure benefits and governance around benefits management. +■ The project should demonstrate that the benefits strategy, financial and non-financial benefits have been approved by the impacted business areas. +■ Financial benefits should be defined as either cashable or non-cashable. +■ Cashable benefits should be allocated to business units, and scheduled to come off of their budgets in financial forecasts when the benefits are due.",GATE_4 +,,,"■ The project should ensure: +■ Benefits are clearly stated. They should consider tangible/intangible and cashable/non-cashable. +May be appropriate to consider disbenefits as well. +■ There is a detailed plan for the evaluation and realisation of benefits. +■ Benefits are Specific, Measurable, Agreed, Realistic and Timely (SMART). +■ Benefits calculations include the potential impact of macroeconomic factors that could impact them during delivery and operational life cycle. +■ There is an internally approved FBC management case that sets out the high level benefits realisation approach. +■ The benefits realisation plan is approved and agreed with stakeholders (including wider government, clients and suppliers) who +are still supportive of the projects Critical Success Factors. +■ Assumptions that underpin benefit realisation are documented, agreed with the relevant parties and signed off.",GATE_4 +2.5,Economic,Are the benefits management activities supported and driven by real information? Are they integrated into other project management activities as much as possible?,"■ Benefits are defined and benchmarked. +■ Benefits are SMART. +■ Benefits are aligned to Government Major Project Portfolio (GMPP) categories. +■ There are clear, resourced structures in place to measure benefits and governance around benefits management.",GATE_4 +2.6,Economic,Has the project conducted business justification to confirm benefits can be realised and that risks can be managed within the organisation’s risk appetite?,"■ Benefits and risks are regularly reviewed with the appropriate Governance forums. +■ Unjustified work is terminated.",GATE_4 +3.1,Commercial,"Have any changes to the contract been previously forecast, accurately recorded and approved?",■ Issues and ongoing costs relating to maintenance (of buildings and/or IT infrastructure and applications as appropriate) monitored against expectations and addressed.,GATE_4 +3.2,Commercial,Is the long-term contract management process in place?,"■ Evidence the project teams have suitable qualified personnel managing the contract. Subsequently, be able to provide evidence that they are managing the contract effectively and efficiently utilising the contractual levers to guarantee the department is maximising the potential of the contract. +■ Evidence of the value of the partnership and how the partnership will work long term. +■ The project should demonstrate: +■ That contract management arrangements are fully in place, and catered for in both the supplier contract(s) and the live service operating model. +■ The supplier contract(s) have been awarded. +■ The supplier contracts have been executed. +■ That unsuccessful suppliers have been correctly notified. +■ That executed contracts have been uploaded onto contract finder. +■ That suppliers have been on boarded and are delivering against the contract. +■ That a robust contract management process is in place and suppliers are being managed against SLAs. +■ The supplier is delivering in line with contracted deliverables to the desired level of quality and to time. +■ That suitable qualified personnel are managing the contract effectively and efficiently. Utilising the contractual levers to guarantee the department is maximising the potential of the contract. +■ The client side team (intelligent customer) is fully established, supporting project delivery and ready to receive the service from the project team.■ The contract management and live service +arrangements should include: +■ Arrangements for managing single/ +multiple suppliers. +■ Where multiple suppliers are appointed +detailed processes are in place to manage +the interfaces. +■ A contract in place to support the +equipment, asset or service (operations +and maintenance) with appropriate +KPIs to provide through life support to +the capability.",GATE_4 +3.3,Commercial,Is the organisation ready to manage the contract in the operational environment?,"■ A bottom up person power plan with corresponding assumptions should be in place. +■ Evidence the commercial team is in place to manage the operational environment with appropriate capacity/capability.",GATE_4 +3.4,Commercial,What operational performance and contract management system will be employed as the asset goes into service?,"■ Evaluation of available systems and input (including sign off) from the SRO and appropriate governance received. +■ Evidence of performance indicators.",GATE_4 +3.5,Commercial,Has the supplier performance and quality been monitored and accepted after verification against the contractual requirements?,"■ A contract management system and process is in place. +■ The suppliers performance is monitored frequently and progress updates on KPIs are shared between parties.",GATE_4 +4.1,Finance,Does the project have a comprehensive financial management process in place?,"■ The project can demonstrate that: +■ It has a comprehensive financial management process in place and risk/ contingency calculations have been included in the budget and show that the baseline has an appropriate allowance for risk/contingency. +■ An appropriate cost baseline including an assured, resource loaded schedule that demonstrates cost by component in accordance with the project work breakdown structure. +■ Costs are within current budgets, whole life funding is affordable, supported +by stakeholders, and committed by departmental Finance and HM Treasury. +■ How it has been calculated and that it is appropriate for the lifecycle stage – Cost Risk Assessment (QCRA)/Revolving Credit Facility (RCF)/optimism bias. +■ Evidence that optimum bias has been factored into the overall project. +■ Risks should be presented as a range rather than a single-figure estimate, +i.e. an estimate at both the P50 and P80 levels. +■ A bottom-up approach on how the risk/ contingency allowance is calculated. +■ Where risks cannot be reduced, the costs of managing these risks separately identified and included as a risk allocation provision. +■ Analysis undertaken of the effects of slippage in time, cost, scope or quality.",GATE_4 +4.2,Financial,Does the project have a profiled budget in place showing operating expenditure (opex) and capital expenditure (capex) that has been approved by Department Finance?,"■ The project should demonstrate: +■ That the supplier’s funding is all in place, with little or no exposure of public funds or additional financial burden. +■ That all required resources and associated client side funding is in place or will be once the FBC is approved by HMT. +■ Funding for the Project has been approved in the Spending Review by the Departments Finance Director. +■ The Project and HMT have been in dialogue about the full business case and HMT and both the Department Finance Director and HMT have signed off the FBC. +■ Cabinet Office (CO) controls have been sighted on the FBC and the project has satisfied the CO controls teams +commercial and technology spend control requirements. +■ That it is under control, and funds are being managed with agreed tolerances and transparent financial reporting is being produced. +■ The project should demonstrate that profiled budget is in place showing opex/capex expenditure that has been approved by Department Finance, including: +■ Budget provision; +■ Resource provision agreed; +■ Subsequent years’ expenditure included in project budgets; +■ Authorisation/approval process for payments to suppliers; +■ Process for expenditure reporting and reconciliation; +■ Insurances established by suppliers where required.",GATE_4 +4.3,Financial,Is the project under control? Is it running according to plan and budget?,"■ Reconciliations of cost with budget and actual schedule with planned schedule. +■ Updated risk register and issue log. +■ Status reports for communication and external relations activities. +■ Reports on environmental performance, where applicable. If not available, consequences are understood. +■ Compliance with statutory requirements (e.g. health and safety, data protection). +■ Contractual issues resolved and recorded. +■ Project controls are in place to monitor costs, risk, schedule and scope elements.",GATE_4 +4.4,Financial,Is the Business Case still valid and project still required?,"■ Updated project plan (and programme plan if appropriate) and Business Case justifying implementation: meeting business needs likely to deliver value for money, affordable and achievable, with implementation broken down into modules/increments where appropriate. +■ Evidence the project delivered the agreed benefits. +■ Evidence the project has no commercial bills outstanding and that all commercial agreements are closed. +■ Evidence that the business case has been maintained as a “living” document, not just for investment approval.",GATE_4 +4.5,Financial,"What is the approach to whole life cycle performance +management and performance of contractors? Have ongoing operation and maintenance been considered in detail?","■ Issues and ongoing costs relating to maintenance (of buildings and/or IT infrastructure and applications as appropriate) monitored against expectations and addressed. +■ The project and its objectives are continually reviewed as well as evidence that the contractors are reviewed. +■ Responsibilities for ongoing performance management, beyond the lifecycle of the project, are clear and deliverable.",GATE_4 +5.1,Management,"If there are unresolved issues, what are the risks of implementing rather than delaying?","■ Project risk management strategy in place, developed in line with best practice. +■ Assessment of all remaining issues and risks, with responsibility for management of residual risks clearly defined. +■ Evaluation report on the risk and impact of cancelling, delaying or proceeding with +implementation that considers: the project outcome and wider programme of change benefits realisation consequences for supplier, client, business, stakeholders, users, etc other factors such as financial outcome, political issues and delivery. +■ Options and management plans for all scenarios and a recommendation based on sensitivity analysis. +■ The Project Board has ratified the recommendation to delay or proceed with implementation.",GATE_4 +5.2,Management,Is the project ready to stand up a live-service?,"■ The project should demonstrate: +■ That it has considered and planned for entry into service with due consideration for the end user perspective and that there is clarity on who is accountable for making decision go/no-go decisions. +■ A clear approach to transition, traced through to the Management Case. +■ Clear evidence on supplier responsibilities for commissioning, testing and go live. +■ An operator exists who is the project lead through the stages of testing, commissioning and entry into service. +■ It has used ITIL or other Service Management methodologies to ensure that all elements of the service are +in place with the required processes, engagement, operating hand books, SLAs and commercial management. +■ There is an intelligent client function (if appropriate). +■ The change control procedures (both technical and business) are defined, agreed and included in the contract(s). +■ There is a well articulated plan for implementing change and plans for handling future change. +■ Project risk management strategy in place and there is an evaluation report on the risk and impact of cancelling, delaying or proceeding with implementation that considers: the project outcome and wider programme of change, benefits realisation consequences for supplier, client, business, stakeholders, users, etc. other factors such as financial outcome, political issues and delivery. +■ Options and management plans for all scenarios and a recommendation based on sensitivity analysis. The Project Board has ratified the recommendation to delay or proceed with implementation. +■ The exit and disposal/decommission of the existing service (if replacement) has been fully planned and the plan agreed with the incumbent supplier(s).",GATE_4 +5.3,Management,Have all new system/service/ business process testing and commissioning/acceptance (or transition) procedures been completed?,"■ Commissioning/test plans, results and analysis of products against acceptance criteria. +■ Commissioning/test results that conform to the pre-defined criteria. +■ Ratified test reports and logs. +■ Commissioning/testing team with relevant skills and experience. +■ Confirmed ‘end-to-end’ testing, including changed or new business processes. +■ Testing takes into account future modules or deliverables. +■ Missing or incomplete items and agreed corrective action documents in place. +■ Evidence that a rollback business continuity strategy is in place, which demonstrates that the blackout period is understood. +■ The results have been accepted by relevant stakeholders.",GATE_4 +5.4,Management,Does the total service or facility meet the acceptance criteria?,"■ Internal and external commitment to provide the resources required. +■ Job descriptions for key project staff are in place. +■ Skills appraisal and plans for addressing any shortfalls. +■ Appropriate allocation of key project roles between internal staff and consultants or contractors.",GATE_4 +5.5,Management,"Is change +management effective?","■ Evidence of regular review of change management policies. +■ Evidence an approval process is in place. +■ Forward looking reviews that identify possible change. +■ The project can evidence that stakeholders are engaged. +■ Stakeholder engagement should be included in the Project Execution Document and demonstrate: +■ A key list of stakeholders, and statement of their needs and support for the project. +■ Stakeholders’ roles and responsibilities, and their potential influence on the project, defined and agreed. +■ End-users for the project identified. +■ Evidence that the decision-making process is inclusive of all the relevant stakeholders and is both efficient and effective. +■ Results of consultations documented as part of project stakeholder engagement/ communications strategy. +■ If the project traverses organisational boundaries, there are clear governance arrangements to ensure sustainable alignment with the business objectives of all organisations involved.",GATE_4 +5.6,Management,"Are there workable and tested business +contingency, continuity and/or reversion plans for rollout, implementation and operation?","■ Fully documented and timetabled decision paths for key aspects (eg go/no go decisions on rollout) with decision makers clearly identified and informed. +■ Where appropriate, plans should cover IT components as well as the business. +■ Endorsement by Project Board and supplier. +■ Listed roles and responsibilities, resources allocated and staff trained. +■ Commissioning/testing represented expected scenario(s). +■ Commissioning/test plans, results and analysis of products against acceptance criteria. +■ Commissioning/test results that conform to the pre-defined criteria. +■ Plans for transition to new ways of working, where applicable. +■ Plans for handover to facilities management, where applicable. +■ Training plans and relevant supporting material, if required plans for a user support helpdesk, where applicable.",GATE_4 +5.7,Management,Can the organisation implement the new services and maintain existing services?,"■ Resource plan, showing: capacity and capability resources available to meet commitments. Would expect to see relevant risks for capacity, ongoing operational performance etc in the risk register. +■ The project should demonstrate that it has the right resources with the right experience including a bottom-up resource model with underpinning assumptions that supports the delivery of the plan. +■ The Project should demonstrate evidence of robust resource estimation and planning and resource allocation to ensure delivery of the project objectives.",GATE_4 +5.8,Management,Is the project planning to enter service cautiously? Is it clear who is accountable for making the decision to commission?,"■ Clear approach to transition, traced through to the Management Case. +■ Clear evidence on supplier responsibilities for commissioning, testing and go live. +■ Potentially technical assurance to confirm gap analysis has taken place. +■ An operator exists who will become the project lead through the stages of testing, commissioning and entry into service. This operator should have been embedded into the planning for this stage of the project from the outset.",GATE_4 +5.9,Management,"Is the end user perspective considered when +making decisions?","■ The go-live approach has been refined based on user feedback engagement. +■ User groups engaged which, are reflective of the user community. +■ There is a clear approach to engagement and training, reflected in the plan, resourced and cost.",GATE_4 +5.1,Management,Is there a robust delivery strategy in place?,"■ The Project should demonstrate a clear delivery strategy showing: +■ Evidence that key factors influencing the delivery strategy have been identified and the impact has been assessed. E.g. risk appetite, lessons learned from previous projects/phases, market conditions. +■ Evidence that these factors have been taken into account in the design of the chosen delivery strategy. +■ Efficiency and predictability of the delivery process has been considered, with a process in place for addressing the impact of any deviation from the plan and timetable, and plans for two- way communications with stakeholders and suppliers. +■ Endorsement by the Department, CO and HMT. Clear documentation of sponsoring department, HMT, CO alignment and areas of disagreement. Evidence +that these tensions are understood and manageable. +■ Business continuity and future exit, handover and transition strategies have been considered at a high level. +■ The delivery strategy should include, as appropriate: +■ Description of the key objectives, constraints (e.g. timescale), funding mechanism and risk allocation. +■ The delivery route (how the strategy will be achieved), including sourcing options and contracting strategy; procurement procedure (e.g. Competitive Dialogue or Negotiated). +■ Time plan to include timetable laid down by procurement regulations, and time needed for pre-procurement activities, implementation and contingency in +the event of unavoidable slippage, with milestones. +■ Assessment of marketplace/potential suppliers; the roles, resources and skills needed to manage the delivery strategy. +■ Sustainability issues have been considered.",GATE_4 +5.11,Management,"Has the delivery stage complied with the environmental, climate resilience and sustainability targets and standards defined as part of the preferred option and commercial agreement?","■ Evidence of the record of environmental, climate and sustainability aspects defined as part of the preferred solution and agreed as part of the commercial agreement(s). +■ Evidence of any changes to the delivery and how these changes have affected the agreed environmental, climate and sustainability targets. +■ Evidence of any implications (positive or negative) for the benefits case.",GATE_4 +5.12,Management,Is the approach for business change articulated in a business change management document which has been updated for this gate?,"■ The Business Change Management Document sets out: +■ The business forums which are being used to take the business through the change journey. +■ The user needs. +■ The business requirements. +■ Impact assessment approach. +■ Test Management approach. +■ Cutover management approach. +■ Change checklist. +■ Go-no-go decision processes. +■ Account has been taken of relevant impact assessment and appraisal issues such as Regulatory Impact, Sustainable Development and Environmental Appraisal",GATE_4 +5.13,Management,Does the project have a robust reporting process?,"■ The project should demonstrate a mature suite of interconnected reports are maintained where content and insights are identifiable across the suite. Reports are continually reviewed, focussed to +support key organisational decision making and strategy and evolve as improved information or technology becomes available. Benchmarking plays a key role in recommended decisions and options based on analytics. +■ The Project should demonstrate plans and processes are in place to publish key cost, schedule and performance data for each stage of the project delivery lifecycle. +■ Evidence that environmental and social indicators are being monitored, with a consideration of how these indicators can be disaggregated by key characteristics (age, sex, geography, disability) where relevant, in order to support the SDG principle of Leave No One Behind.",GATE_4 +5.14,Management,"Does the project have all of the required products in +place, and approved, required for this gate?","■ The project should have all of the required products produced, and approved by the Project Board before coming to the gate. +■ Refer to the Project Documentation section for a summary of the products required.",GATE_4 +5.15,Management,Does the project have the right leadership in place?,"■ The project should demonstrate that it has adequate leadership which includes a +definitive SRO and Programme, and Project Directors (where the projects are of a certain size and complexity). The governance framework should be clearly outlined with a clear owner for the project. +■ An SRO appointment letter must be in place. +■ The SRO must demonstrate that they are undertaking their responsibilities as required in relevant policy initiatives.",GATE_4 +5.16,Management,Does the project have proper controls that hold the project team to account for timely and quality delivery?,"■ The Project Execution Document should set out: +■ The overall programme controls (progress tracking, risk management, issue identification and resolution, impact assessment) are defined. +■ Interdependencies between other programmes and projects defined, with adequate plans for managing them. +■ For collaborative programmes, accountabilities and governance arrangements for different organisations defined and agreed. +■ Parties in the delivery chain identified and an approach to them working together established. +■ Processes to manage and record key project information and decision-making. +■ Clear governance structure with a RACI in place.",GATE_4 +5.17,Management,Does the project have a clearly defined architecture?,"■ Project & Programme business cases and Project Delivery Documents should include a project structure and business case structure that shows: +■ The perimeter of the programme and its respective Projects. +■ All business cases that will be included in the project. +■ How costs and benefits will be tracked and aggregated from Projects to the overarching Programme. +■ Approved programme/project and business case structures will be reviewed at each gate, any changes must clearly demonstrated and must have gone through formal +change controls.",GATE_4 +5.18,Management,Does the project have mechanisms in place to learn lessons?,"■ The project should demonstrate that it has conducted a lessons learnt exercise pre-gate 4 and learnt lessons from other recent similar projects across UK gov and help inform its business case and delivery approach. +■ The project should demonstrate that there is a mechanism in place to learn lessons from its own delivery regardless of the stage in the project delivery lifecycle. +■ This mechanism should lead to Project Board reports on lessons learnt when appropriate action is taken. Lessons should also be provided to the Department Portfolio Office for inclusion in Portfolio system learning.",GATE_4 +5.19,Management,"Does the project have an in-depth understanding of risk, and is there a process +to identify, assess, allocate, manage and monitor current, anticipated and emerging risks and issues?","■ Risk management processes are outlined in the Risk, Assumptions, Issues and Dependencies (RAID) Log. +■ Project risks are identified through engagement with stakeholders and articulated in terms of serierty, proximity and likelihood with comprehensive mitigating actions and residual risks articulated in the risk tab of the projects RAID log. +■ The risk register should show risks relating to the strategy, economics, commercials, financials and management (focusing on deliverability) of the project. Each business case that is produced should include the relevant risks in the relevant case and show how the risk has changed since the last Gate.",GATE_4 +5.2,Management,Has the project used robust planning and estimation techniques?,"■ Planning and estimation techniques include: Analogous estimation, Parametric +estimation, Delphi method, 3 Point Estimate, Expert Judgment, Published Data Estimates, Vendor Bid Analysis, Reserve Analysis, Bottom-Up Analysis, and Simulation. +■ Projects should demonstrate objectives, planning assumptions, constraints, activities and quality plans alongside schedules. Deliverables and milestones should be defined and agreed for all stages. Detail should be high for the immediate next stage. +■ The Programme/Project should demonstrate that it is controlling its schedule, and the impact of delays on benefits and cost. +The schedule should be baselined at each business case stage and changes to the baseline should be reflected in the costs and benefits of the project.",GATE_4 +5.21,Management,Have programmes and projects defined an integrated plan for undertaking assurance and approvals (IAAP)?,"■ A defined and integrated plan for undertaking assurance and approvals in place, is regularly reviewed, updated and maintained, with a plan to do so until closure. +■ Assurance measures to include: +■ ‘Critical friends’ to the project (e.g. internal audit, procurement, specialists and/or peer reviewers co-opted onto the Project Board) appointed. +■ Health-checks and/or policy reviews incorporated into plans. +■ 2nd Line of defence assurance through the Department Portfolio Office. +■ Gate assurance through the IPA.",GATE_4 +5.22,Management,"Does the project have an adequate Project/Programme Management Office +(PMO) capability?","■ The project should demonstrate that the PMO is maintaining the integrity of the business cases (programme and project level), managing the collation and escalation of +risk, issues, dependencies, constraints, and reporting at project level. +■ Projects and programmes are expected to demonstrate that they have a project office in their project organisation.",GATE_4 +1.1,General,"Has the project published a close out report in +line with requirements set out in the National Infrastructure Strategy?",■ All Government Major Project Portfolio (GMPP) infrastructure and construction projects must publish a close out report within six months of completing construction,GATE_4 +1.2,Strategic,How are off-site construction methods being applied in this programme and project?,"■ Project team demonstrates the use of digital technologies and standardisation of assets +e.g. the adoption of best. +■ Practice from the manufacturing sector, such as off-site construction. +■ Evidence that off-site construction methods have been considered by the project team.",GATE_4 +2.1,Management,Does the project have a framework for Resilience in place?,"■ The project can evidence resilience standards inline with the ‘Anticipate, React, Recover, Resilient Infrastructure Systems Report by the National Infrastructure Commission (NIC).",GATE_4 +2.2,Management,"What is the approach to whole life cycle +performance management of the assets being built and contractors delivering the project? This is important in view of the preference for off-site construction methods, and whether they represent Value for Money in +view of WLAC.",■ Evidence that the project and its objectives are continually reviewed as well as evidence that the contractors are reviewed.,GATE_4 +2.3,Management,"Commissioning – has the project planned from right to left to consider the impact of the commissioning +regime (particularly from regulators) to ensure safety and readiness +for operation?",■ Comprehensive plan detailing commissioning regimes (where appropriate).,GATE_4 +2.4,Management,Is system integration work satisfactory?,"■ Sufficient time and effort has been placed on commissioning, trialling and testing and contingency built in where necessary. +■ Wider stakeholder community is satisfied about the working of the end to end system. +■ Operational testing has taken place.",GATE_4 \ No newline at end of file From 43d9aa916de07c8e5a9a0723b7959bd5df04aaca Mon Sep 17 00:00:00 2001 From: Alex M Date: Thu, 21 Nov 2024 11:36:29 +0000 Subject: [PATCH 2/4] update read me --- README.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/README.md b/README.md index 4a8b08d..ab09a73 100644 --- a/README.md +++ b/README.md @@ -89,7 +89,7 @@ This is where you will create folders with your project documents, and folders f There is an example script in `scripts/analyse_project.py` - follow the instructions below to run the pipeline. -You may wish to use the example data in the `example_data` folder - this contains example project data and criteria. +You may wish to use the example data in the `example_data` folder - this contains example project data, full criteria extracted from IPA stage gate workbooks, and some example criteria for testing. 1. Save your project data in a folder within `.data` - the name of the folder is the project name (e.g. `example_project`). 2. Save the criteria CSVs in `.data` (e.g. in a folder called `criteria`). 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zzz@1CKc!TDy>9>jJ5(9-p$!0lzJee40k|K=0d%`@Lf=gf{Gh5Zf3)QWvH#Mqy{#U! z-nK0oRIgFd)Wz`Uqlrzy%E}&kHvEq_vbd#@71hsk?w^k_J9|A_`@bGy&^-$MRe?rF K_exe2?f(E^3DV^N literal 0 HcmV?d00001 From 25355fbd5b00eb0989e5eaec4430bea57057a8de Mon Sep 17 00:00:00 2001 From: Alex M Date: Thu, 21 Nov 2024 14:47:05 +0000 Subject: [PATCH 4/4] remove unused import --- scout/utils/storage/filesystem.py | 1 - 1 file changed, 1 deletion(-) diff --git a/scout/utils/storage/filesystem.py b/scout/utils/storage/filesystem.py index d972e9a..ec2f924 100644 --- a/scout/utils/storage/filesystem.py +++ b/scout/utils/storage/filesystem.py @@ -9,7 +9,6 @@ from botocore.exceptions import NoCredentialsError from botocore.exceptions import PartialCredentialsError from dotenv import load_dotenv -from pydantic import ValidationError from yarl import URL from scout.DataIngest.models.schemas import FileCreate as File