Guidelines for Technical and Financial Management of Projects
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Power and Water Authority
Report ; 33/1993
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Technical Report WRD93033 Viewed at 15:07:48 on 29/07/2010 Page 5 of 36. GUIDELINES FOR ~ECRNICAL MANAGEMEN~ OF PROJEC~S 2 4 . PROJECT TYPES The~e are five types of project, according to the client and funding arrangements. Thscs are described in the attached Estimate Schedule. 5 STARTING A PROJECT ~his requires the preparation of a descriptive work brief; estimates for all costs anticipated; and a covering initiation sheet. These doc~~ents are usually prepared jOi::l.tly by the Project Manager and Project Principal. P=-oposed timetables, staff allocations and cost estimate~ for each cost centre participating in the project must be confirmed by the relevant Section Head. :<.6COITl.:.\',ended formats for this documentation are as attached. So.:-ne flexibility is allowed in preparation of the Project Brief, but the Project I~itiation Sheet and Timetable & Cash FloW8 for Participating Cost Centre must match the formats shown to aid entry into the financial accounting system. Branch Beads may be invited to review development of these documents at any time during preparation and may also assist in the early identification of a review panel ~or the final report if appropriate 4 When acceptable to the relevant Branch Head, he or she will recorrunend this docu:c:entation without delay for the Director's endorsement. Within reasonable bounds of practicability, no work should cornrnence on a project .;:,t:-~er than in accordance with the current endorsed brief unless otherwise authorised by the Director. Should it be necessary for wo::-k to commence before endorsement and/or authorisation, the =elevant Branch Head must be informed as soon as pl:acticable by the Project Nanager and the Branch Head must immediately notify the Director. 6 RUNNING A PROJECT ':'he Project Principal is the senior reference/advisory person for the Project Manager in all aspects of the project. Project Principals will be drawn from Section Heads and higher. Any staff rr~mber may take the role of Project Manager on the principle of merit as determined by the relevant Branch Head4 The ?roject Manager is responsible for ~ direction of the project team, financial control and client liaison (as appropriate). Day to day delegations of responsibility may be made for reasons of practicability but the ultimate duty of ca!:"e rests with the Project Hanager. All expenditure vlil1 be approved at the relevant level of financial delegation for the project and must be endo=:sed by the Project Manager or by those members of the pxoject delegated to do so by the Project Ma~ager. The project team consists of all staff, crews and consultants as SCheduled and costed in the current endorsed brief. On larger, multi-disciplinary projects, there must be full and continuing consultation between the Project Manager and Section :reads of participating sections. Conflicts in staff allocations bet~;een projects ~ill be ~efer=ed to the relevant Branch Head for early resolution. . .. /3 July B93