Project Routemap

Setting up projects for success Interactive

document

Requirements
UK Module

Requirements Governance Systems Organisational Procurement Risk Asset Delivery

Integration Design & Management Management Planning

RM AM DP
Development

Rq Gv SI 01 02 03
OD Pr 04 05 06 07 08
Rq Project Routemap: Requirements 2

Contents
03 Preface Requirements

04 Introduction to the Routemap modules

07

08
Cross-cutting themes projects can’t ignore

Requirements, and why they’re important

Rq 01
09 Typical findings

10 Pillars of effective requirements management

11 Considerations

18 Good practice examples

29 Suggested further reading

32 Glossary

34 Acknowledgements
Cover image
The 100,000 Genomes Project, which created
the largest database of its kind, linking
genomic and health data to accelerate
research and offer patients with cancer and
rare diseases the chance of improved diagnosis
and care.

Acknowledgements
Genomics England, part of the Department of
Health and Social Care

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 3

Preface
Project Routemap is the Over the coming years there will be more investment in Routemap has been used by many of the UK’s biggest, most
Infrastructure and Projects infrastructure and major projects than ever before, backed complex and high-profile projects since its first publication
Authority’s (IPA) support tool for by both public and private sectors. This investment will be a in 2014 and more recently it has also been applied to projects
novel or complex major projects. catalyst to building back better and stronger. Infrastructure internationally. However, the project delivery system and the
It helps sponsors and clients and major projects will play a critical role in fuelling economic way projects are delivered has evolved. That is why the UK
understand the capabilities growth and improving the lives of people right across the Routemap handbook and accompanying modules have been
needed to set projects up for country. updated to incorporate new and emerging best practice in
success, incorporating learning project delivery and to align with standards, including the
from other major projects and With greater investment comes greater responsibility Government Functional Standard for Project Delivery and the
programmes. and we must ensure we have a strong delivery record that United Nations Sustainable Development Goals.
demonstrates real value. This means setting projects up for
The IPA is the centre of success from the very start, so that they come in on time and Building on its success with economic infrastructure, Routemap
expertise for infrastructure budget, and deliver on their promises - to the benefit of the has also been expanded to cover social and defence-related
and major projects, sitting at citizens of the UK. infrastructure projects and includes guidance for application to
the heart of government and other types of projects.
reporting to the Cabinet Office Although setting up projects for success can take more time
and HM Treasury in the UK. at the start, this will be repaid many times over in the delivery Applying Routemap to more of our projects will be another
phase. Projects that focus enough attention on the early stages step towards realising our ambition of world-class delivery
are much more likely to achieve their intended outcomes later standards. Whatever the project, applying Routemap will give
on and display world-class delivery standards. confidence to the people delivering them, those approving
them, and those investing in them.
That’s why the IPA developed the Project Routemap
(“Routemap”) - a support tool that provides practical advice The IPA would like to thank all those organisations and
based on learning from other major projects and programmes. individuals who have contributed to the development, of both
the original, and these updated UK Routemap handbook and
There is no doubt that complex projects can test the limits accompanying modules.
of organisational capability, but if applied in the most crucial
early stages of project development, Routemap will ensure
that best practice and learning about the most common
causes of project failure and principles for project success are Nick Smallwood
incorporated. This will result in benefits ranging from selection Chief Executive Officer of the Infrastructure and
Projects Authority and Head of Government’s
of the most appropriate delivery model, to clearer governance Project Delivery Function
arrangements, proper risk allocation and accelerated decision-
making.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 4

Introduction: What are the Routemap modules?

The Routemap modules provide practical advice to help set up projects for success. The modules have been The best practice and learning contained in the modules reflect the collective experience of public and
developed by the UK government in collaboration with industry and academia. They capture best practice privately funded projects from the infrastructure and defence sectors. However, most of the principles apply
and learning from common causes of project failure and success over the past decade from £300bn of to all projects, including digital and transformation projects.
capital programmes.
These modules are aligned with the government’s Project Delivery Capability Framework and help projects
These modules sit alongside the Routemap handbook. The handbook explains how Routemap can be applied comply with the Government Functional Standard for Project Delivery. They also help projects to align with
to identify gaps in project capability and build an action plan to close those gaps. other recognised standards and guidance, including the United Nations Sustainable Development Goals.

There are eight modules, one covering each of the following areas: They are useful whether you are using the Routemap to undertake a Full Project Review or a Modular Deep
Dive, as detailed in the Routemap handbook. They can also be a useful standalone reference to identify
Requirements Procurement potential risks and improvements in project capability development, and relevant good practice from other
Requirements Procurement
Delivering strategic project Understanding how the project projects.

Rq Pr
outcomes and realising the will buy goods and services.
benefits. The modules are not a complete guide to project development, nor a substitute for business case
01 05 development. Instead, they provide considerations to challenge your thinking and to launch your project
on the path to success. The project team will need to consider their project’s individual characteristics and
context and identify what will be most helpful to them.
Governance Governance Risk Risk Management
Establishing clear accountability Management
Managing uncertainties and

Gv RM
and empowering effective opportunities.
decision-making.
02 06

Systems Systems Integration Asset Asset Management

Integration
Making multiple systems work Management
Balancing costs and risks to

SI AM
as one. maximize whole life benefits.

03 07

Organisational Organisational Design & Delivery Delivery Planning

Design &
Development Planning
Readying the project for

DP
Development

OD
Organising the project team to transition into delivery.
deliver successfully.
04 08

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 5

Introduction: How do you use the Routemap modules?

This table summarises how different
Setup Diagnosis Action planning
module sections support the three key Determine the scope and timing of the Gather information and identify where Collaborative development of practical
stages of the Routemap methodology. Routemap, which can be project-wide or capabilities need to be enhanced solutions to enhance capability
targeted to specific areas of capability
The modules are useful when applying Routemap approach
the Full Project Review and Modular Deep
Dive approaches, which are described in Determine if there is value in using Routemap to Determine which modules may help. Apply best practice and learning from the
the Routemap handbook. Full Project Review support project-wide capability development. modules and any other major project examples.

Determine if there is value in using specific There is likely to be one module in particular Apply best practice and learning from the
Routemap modules to support development of that focusses on your selected area of modules and any other major project examples
Modular Deep Dive a specific area of capability. capability. However, there may be value in in the selected area of capability.
consulting other interfacing modules too.

Module section
Key project documents You may find it helpful to review these types Cross-checking this document list against You may find that developing or enhancing
Documents that will help you of project documents, to define the areas of existing project documents may also help you to these types of documents will help to close
understand the requirements interest in the Routemap scope. identify capability gaps. capability gaps.
arrangements for your project.

Typical findings If these indicators are apparent even before you You may find it helpful to review these when If your findings contain statements like these,
Indicators that issues might arise start applying Routemap, this should inform the identifying issues and articulating your findings. this module could help strengthen capability.
during delivery. areas of interest in the Routemap scope.

Pillars of effective requirements Comparing your project with these character- Not applicable to this stage Comparing your project with these
management istics of good practice may help you to identify characteristics of good practice may help you
Hallmarks of successful project set up. areas of interest in the Routemap scope. set goals for your action plan.

Considerations Not applicable to this stage This section lists a series of questions that can Working through these questions can help you
Detailed list of questions to understand help you to test the effectiveness of existing understand the root causes of the findings and
root causes and suggest improvements. arrangements. develop solutions.

Good practice examples and Not applicable to this stage Not applicable to this stage You may find these good practice examples and
suggested reading suggested reading useful in developing actions
Context to support your wider to address capability gaps.
understanding.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 6

Introduction: How do the modules map to the project life cycle?

This diagram maps the Routemap modules
to the stages of a project life cycle. Strategic Outline Full
Outline Case Business Case Business Case
It shows when each of the modules should
be used to support planning during project
set up. It also suggests the stages when
the modules’ principles are expected to
have been applied.
Assess Appraise and Operate, embed
Project stages Policy
feasibility select Define Deliver and close
Operations

Requirements

Governance

Systems Integration

Project Organisational
Routemap Design & Development
modules Procurement

Risk Management
Key
When you should plan Asset Management
When you apply
Delivery Planning

Project Routemap provides most value for projects at the front end Project Routemap can also inform projects
through later stages

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 7

Cross-cutting themes projects can’t ignore

Six cross-cutting themes emerged from
our engagement with major projects Benefits and outcomes focus People and skills Behaviour and culture
and industry, which have informed the adopting a whole life perspective whilst managing planning ahead for the right skills, experience and realising project success with a capable, diverse and
updated Routemap modules. These place the project capacity to deliver the project integrated team
complex demands on project teams, and
if overlooked during set up, can create n H
 ave you got a clear vision of the target outcomes, which n H
 ave you undertaken activity-based resource planning n Is there a plan for how desired behaviours and values will
issues during the later stages of the is aligned across the sponsor, client, asset manager and to ensure you have the people with the right skills, be cascaded and embedded through the sponsor, client,
project life cycle. market? knowledge, experience and behaviours at the right time to asset manager organisations and the supply chain?
deliver the project?
n H
 ave the project outcomes been effectively n H
 ow are the desired behaviours and culture promoted in
These themes include the need for focus communicated to key stakeholders and the supply chain? n A
 re these plans reviewed on an ongoing basis? And do the project?
on behaviours and culture, consideration they incorporate skills development and succession
n Has the project set realistic and transparent targets? n D
 oes the project have a culture that empowers
of wider economic, environmental, and planning to ensure continuity in key roles and to meet
constructive challenge and diversity of thought?
social value and the increasing use of n A
 re you able to measure the realisation of benefits evolving needs?
throughout the whole life cycle? Including any potential H
 ow is the project planning to build relationships and
digital systems and tools to enable a
n
n H
 ave you considered the time commitment of your project
early releases? invest in creating the right environment to realise project
systems-focused approach. leaders to ensure they have the right capacity to deliver
outcomes?
the project?
Planning ahead for the right skills, n If using delivery partners or third parties, do they have the
experience and capacity to address these capacity and expertise to support the project as required?
themes is key to success.

To help you navigate these themes, we

Economic, environmental and social value Digital and technology Transitions
have developed a series of prompts. embedding systems and approaches at the front end planning for change and developing the required
You can use these prompts to check taking in a wider view of the project’s impact
to maximise project productivity capability before progressing to the next life cycle stage
whether your project is set up to meet the
challenges ahead.
n H
 ave you considered how the project will generate n H
 ave digital and modern methods been considered at the n D
 oes the project have a clear plan for how they will
economic, environmental, and social value? Has it been earliest point in the life cycle to maximise their impact on transition from one life cycle stage to the next?
hardwired into the business case, with a clear link to the benefits?
n D
 oes the plan set out the changes needed to
UN Sustainability Development Goals?
n H
 ow has the project assessed and addressed digital organisational and governance arrangements?
n Is your project aspiring to leave a “net positive” impact on capability within the sponsor, client, asset manager and
n D
 oes the project have the necessary capability to
the natural environment to combat the impacts of climate market?
transition to the new organisational and governance
change?
n H
 as the project considered how information, data and arrangements for the next life cycle stage? Including the
n H
 ow are you maximising benefits for project affected knowledge will be shared across the project, including change management capability required to embed the
communities and contributing to levelling up? with the supply chain? changes?
n Is there clear accountability for the economic, n W
 hat consideration has been given to potential changes n Is the project clear on how the relevant documents and
environmental, and social benefits and outcomes? in technology that may influence benefits realisation? people will carry knowledge and learning across life cycle
stage boundaries?

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 8

Requirements, and why they’re important Requirements

“Establish clear requirements and iterate these to secure an affordable project, and then hold steady the requirements and funding to provide a stable and predictable environment.”
Lessons from transport for the sponsorship of major projects – Department for Transport and Infrastructure and Projects Authority 2019
Rq 01
Why requirements matter What are the key project documents?
Requirements are the project stakeholders’ wants and needs. They must be prioritised and agreed in the If you are seeking to find out more or to review the existing requirements
context of the project’s expected outputs, outcomes and benefits. Without good requirements management, management arrangements on your project, the typical documents or reports set
the project may fail in the eyes of stakeholders, as it will not be delivering in line with their expectations. out below may contain information that will help.

A clear set of unambiguous requirements helps project teams and their supply chain understand what they ■ Sponsor’s requirements (Brief)
need to deliver and informs the organisational design of the project. Proactive and ongoing stakeholder ■ Target operating model
engagement is critical to manage expectations, especially with the asset manager, who will maintain and ■ Business case, in particular the strategic, commercial and management cases
operate the asset once the project is complete. It demonstrates how the project will deliver on its vision and
helps to mitigate potential late changes that may compromise the business case. ■ Benefits register and realisation plan
■ Regulatory or statutory requirements
Stability of requirements is key to success. Requirements will inevitably need to develop as more information
becomes available; however, they should be locked down and baselined before the business case is finalised ■ Requirements baseline
for approval. To prevent unpredictable cost and schedule implications, requirements should be subject to ■ Change control procedure
robust change control including the testing of any unavoidable changes for impact against the plan, business ■ Stakeholder map and engagement plan
case, outcomes and benefits before decisions are taken.
■ Communications strategy and plan
Organisations are more likely to realise their goals and strategic objectives, as well as contribute to wider ■ Record of stakeholder/user consultation
economic, environmental and social targets when:
■ Contracts and third-party agreements
■ project teams and stakeholders have a shared understanding of the vision of success ■ Data (and modelling) to evidence assumptions
■ the sponsor and asset manager engage upfront to determine how the asset will be transitioned into ■ Environmental impact assessment (EIA)
operation, through a systems-led approach
■ Equality impact assessment (EqIA)
■ requirements are clear and unambiguous
■ Project delivery plan
■ benefits are owned and actively championed by empowered sponsors who regularly engage with the
project team and other key stakeholders Not all projects will have all of these documents, particularly in the earliest stages
■ there is alignment between requirements and the expected benefits, and a common understanding of the of development.
interdependencies within the project, and with other projects, programmes or portfolios
■ there are both quantitative and qualitative measures to judge project success
This module can help to assess if existing or proposed arrangements for managing requirements are suitable
for the scale or the complexity of your project.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 9

Typical findings Primary module

Other relevant modules

Typical findings relating to requirements Relevant modules

This list describes situations that might arise and would indicate that the approach to managing requirements needs improvement. Other relevant

Requirements

Organisational

Procurement

Management

Management
Development
Governance

Integration
modules may also help you close identified capability gaps.

Systems

Planning
Design &

Delivery
Asset
Risk
The requirements are poorly articulated or conflicting, so the purpose of the project and/or what it needs to deliver is confusing.

It will be difficult to prove success because the benefits are not defined in tangible or measurable terms.

Through the life of the project there is little provision for, or anticipation of, potential scope changes caused by external factors.

Upfront consideration of strategic alternatives or different ways of addressing requirements has not occurred leading to a predetermined view of
the solution.
There is no clear process, nor defined responsibilities, for prioritising requirements and deciding which of those should be incorporated into
the project.
It is not clear how the deliverables align or contribute to the expected benefits, leading to a risk that the benefits will not be fully realised by the
project.

The project requirements, business case and design indicate a lack of future thinking and insufficient focus on the experience of the end user.

Assumptions are untested and consequently there is low confidence either that the requirements are fit for the future or that the benefits can be
realised.
Asset life cycle parameters are not well defined in the project requirements, for example asset reliability or cost of maintenance, and Building
Information Modelling (BIM) is not built into project development activity.

There is conflict or tension between the participating organisations as the project is not fully aligned with their relevant individual objectives.

The technical requirements have advanced more quickly than the development of the target operating model.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 10

Pillars of effective requirements management

The four pillars below summarise the characteristics of effective requirements management.

Pillar 1: S
 etting the project vision and 1 Pillar 2: Developing and prioritising 2 Pillar 3: Ensuring alignment of 3 Pillar 4: R
 ealising and measuring 4
strategic objectives requirements objectives, requirements, project benefits
and benefits
■ Create a shared vision of success which ■ Develop clear requirements at an ■ Projects need to continually monitor ■ Define objective measures for all benefits
is realistic and easy to understand. early stage to underpin business case how requirements link to national and and data sources in a benefits realisation
■ Incorporate strategic objectives relating development. strategic policies. plan.
to sustainability, modern methods and ■ Actively engage with stakeholders ■ Maintaining the “golden thread” between ■ Allocate resources and assign clear
digital at the outset to avoid costly late to gather, negotiate, and prioritise the project’s outputs, outcomes and the responsibilities to manage benefits
changes. requirements. benefits is crucial. realisation and reporting, both during the
■ Proactively test the project vision ■ Define the target operating model, being ■ If the project outputs do not align project and after it has closed.
with key stakeholder groups, resolving sure to involve the asset manager. to overall strategy, the project ■ Ensure progressive communication of
conflict and balancing their expectations ■ Establish a robust governance requirements should be re-examined. benefits realisation to stakeholders.
of what constitutes success. framework to manage the development ■ Use baselining and change control to
■ Communicate the agreed vision, of requirements and to control change. robustly manage and continually assess
tailoring the messaging to reflect the ■ Freeze requirements as early as possible. the implications of requirement changes
different impacts the project will have on against the business case.
stakeholder groups. Systems
Integration

These four pillars underpin effective requirements management for infrastructure projects. If one pillar is The arrangements for managing these requirements might need to evolve during the project, so you should
missing or out of balance, the project requirements will likely be ineffective or inefficient. The pillars are revisit the considerations at major transition points or approval points, or as plans change.
expanded in the considerations section of this module.
Requirements management arrangements should evolve as:
■ more information becomes available, the sponsor increases their understanding of project requirements
and how they align with the outcomes and benefits
■ the project team and their processes develop and embed
■ the project progresses through its life cycle, from design and planning through implementation to
operation

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 11

Considerations
Module Pillars The considerations questions help you understand the root causes of the capability gaps and suggest improvements. You may not
need to review all the considerations, just use the most relevant ones for your project.

12 Pillar 1 Setting the project vision and strategic objectives

Defining success
Communicating the vision Project Routemap: Name of module

13 Pillar 2 Developing and prioritising requirements Considerations: Considerations

Pillar 1 title here
Gathering requirements Each pillar is expanded into a number of
Prioritisation
Considerations What may help
consideration questions. These questions will
Governing the process
Sub-Heading 1
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Change control
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n to review and validate existing

auctantemque poris.
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morte caec maio.

15 Pillar 3 Ensuring alignment of objectives, requirements Sub-Heading 2 requirements arrangements

n to target areas for improvement
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and benefits n Vilissu morte caec maio, conertela vides Caste meris conesim issilic upeconti, consulem ium imanum actursu piententilin sultius pimiliq uonostimum opos, quo alicia rem
auctantemque poris.
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n to test the design of new requirements
Testing assumptions n Opoponlo culuter essilin in vis hus imultusus consule rimius acreiss enterit, Catum averum artis torurb itabem. Ahabis cul hos et culinternum destior besiliam ia? Aperibu stius, vivilissu
morte caec maio. arrangements
Alignment Sub-Heading 3
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16 Pillar 4 Realising and measuring project benefits

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auctantemque poris. What may help
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Signposts other related material which
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Sub-Heading 4
you might find helpful. These include other
Management n Opoponlo culuter essilin in vis hus imultusus consule rimius acreiss enterit, Catum averum artis esul hi, adhuita maciessil tantrisque con vit.
n Vilissu morte caec maio, conertela vides Caste meris conesim issilic upeconti, consulem ium imanum actursu piententilin sultius pimiliq uonostimum opos, quo alicia rem
relevant modules with related content, key
Ownership auctantemque poris.
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project documents, good practice examples
Stakeholders morte caec maio.
and suggested further reading.

Routemap uses four primary roles to describe the key areas of responsibility in the early stages of project development. These are sponsor, client, asset
manager and market. Before reading through the detailed considerations, you should familiarise yourself with these definitions in the glossary and
consider which organisation is fulfilling which role for your project. Sometimes an organisation can fulfil more than one of these roles, for example both
the sponsor and client roles. Also, where a project is still at an early stage, a role might not yet be filled by any organisation, for example the market role.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 12

Considerations:
Pillar 1 Setting the project vision and strategic objectives
Considerations What may help

Defining success Asset

Management

■ Is the strategic need for the project clear?

■ Has success been clearly defined and documented? For example, in a vision statement and strategic objectives.
AM 07

■ Is the vision easy to understand, providing a unified direction, and easy to promote?
Business case (strategic),
■ Does the project vision align with: stakeholder map and engagement
— the organisation’s long-term strategic objectives? For example, environmental sustainability targets. plan and benefits register and
realisation plan
— national and other relevant policy statements and strategies? For example, the UN Sustainable Development Goals.
— other projects, programmes and portfolios within the organisation? Examples 1 and 2
■ Has the project’s success been defined in terms of economic, environmental and social benefits? Suggested reading 1 and 2
■ Have metrics and indicators been established to assess the project’s performance against expected targets and benefits?
■ Has the process to identify the vision been collaborative and inclusive, involving the relevant stakeholders? How have conflicts been managed and recorded? Is the vision accepted?
■ How has the vision of success been shared and tested?

Communicating the vision Delivery

Planning

■ Is there a plan to communicate the vision to key stakeholders?

■ Is there a means for people to identify with and recognise the project, for example a project identity or brand? If so, does this mirror the project vision, objectives, values and benefits?
DP 08

Communications strategy and plan

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 13

Considerations:
Pillar 2 Developing and prioritising requirements
Considerations What may help

Gathering requirements Systems

Integration
Delivery
Planning

■ Is there a clear process for gathering and tracking stakeholder requirements?

■ Does the process facilitate timely stakeholder input?
SI 03
DP 08

■ How has the project identified and prioritised stakeholders to gather requirements from? For example, the asset manager and end user.
Stakeholder map and engagement
■ Does the approach ensure adequate information is gathered about the requirements for assessment by the project team? For example, time constraints or technical information. plan, sponsor’s requirements
■ Are requirements described clearly to ensure there are no differing interpretations of meaning? and regulatory or statutory
requirements
■ Has a high-level target operating model been established? Is this used as a basis for requirements definition?
■ Does the project have mandatory requirements? For example, national legislation, regulations or corporate policies. Examples 2, 3 and 4
■ Are organisation complexities that might impact the requirements understood? Such as any operational changes, asset integration processes or organisational restructuring? Suggested reading 3, 4 and 5
■ Is there an understanding of key constraints, dependencies and risks? Does this include any gaps in understanding requiring specific consultation?
■ Are there complexities in the project delivery model that might impact requirements such as critical delivery timescales, systems interfaces, or incremental/staged handovers?
■ Are the requirements of this project dependent on the requirements of other projects?
■ Have opportunities to adopt shared requirements and common standards with other projects, programmes and portfolios been considered to encourage innovation, drive efficiency and
share learning across your supply chain?
■ Is there evidence that the complexity of technology or innovation, and its impact on requirements, are understood?

Prioritisation Governance Asset

Management

■ Is there a clear process for the collection, definition, acceptance and prioritisation of stakeholder requirements?
■ Are there clear criteria for prioritising the project’s requirements? For example, through the use of a Must, Should, Could and Will Not (MoSCoW) analysis.
Gv 02
AM 07

■ Is there a mechanism for down-selecting from a ‘long list’ of requirements to a preferred ‘short list’? For example, workshops with key decision-makers.
Benefits register and realisation
■ Does the process include a mechanism for resolving any conflicting requirements? plan, business case (strategic)
■ Does the process ensure any potential biases or preferences are avoided? and record of stakeholder/user
consultation
■ Are the agreed requirements all clearly defined with specific success criteria? Does this include taking a whole life perspective of the implications for delivery and future operations?
■ Do any of the requirements enable or hinder any early release of benefits prior to completion? Examples 2 and 4
■ Has the project considered which requirements may be superseded or have less relevance by the time they need to be delivered? Suggested reading 4 and 5
■ Are potential requirements checked against other projects or programmes within a portfolio? Is the need being fulfilled elsewhere?
■ Are existing and new requirements being mapped against the business case to ensure that they are clearly contributing to the overall benefits?
■ Does the project continually test and challenge its requirements at each respective stage to ensure alignment with the business case is maintained?

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 14

Considerations:
Pillar 2 Developing and prioritising requirements
Considerations What may help

Governing the process Governance

■ Is there a clear process for managing evolving requirements as more information becomes available?
■ Is it clear how and when different parts of the project organisation contribute to this process?
Gv 02

■ Is the governance over this process clear, in particular for taking decisions to get to an affordable project?
Sponsor’s requirements, business
■ Is there a process of aligning stakeholder expectations with the requirements that have been approved? case (strategic) and record of
■ How will the interdependencies and trade-offs between requirements be examined? For example, up-front investment for long term emission reductions. stakeholder/user consultation
■ When deciding between conflicting requirements, are alternative future scenarios considered? Examples 2 and 4
■ If conflicting requirements cannot be reconciled, is there an escalation process or appropriate delegated authority to make a final decision?
Suggested reading 6 and 7
■ How is the project guarding against pressures to adopt requirements that may compromise or have a negative impact on the business case?
■ Does the project governance and approvals process have sufficient flexibility to allow progress with requirements at different levels of maturity? For example, developing knowledge of
particular requirements that may only be fully understood at a later stage.
■ How are requirements that are not incorporated into the project captured and used for future requirement setting and informing future projects?

Change control Governance Delivery

Planning

■ Is there a process to baseline, track and exercise strict change control over requirements?
■ As part of this process, are unavoidable changes in scope or design tested for impact against the plan, business case, outcomes and benefits before decisions are taken?
Gv 02
DP 08

■ Is it clear who has authority to change requirements from the baseline?

Change control procedure,
■ Is this decision-making process effectively linked into risk and contingency management practices? requirements baseline and
■ How will the project manage changing stakeholder requirements requests received after the project has progressed to delivery? stakeholder map and engagement
plan
■ How will stakeholders be informed about changes to the requirements after their input has been considered?
Example 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 15

Considerations:
Pillar 3 Ensuring alignment of objectives, requirements and benefits
Considerations What may help

Logic map Business case (strategic), benefits

register and realisation plan
■ Can you demonstrate a clear link between the project’s outputs, outcomes and the benefits? Including those related to economic, environmental and social sustainability?
■ Do all outcomes lead to benefits? Examples 6 and 7
■ Have disbenefits been considered? Suggested reading 8 and 9

Testing assumptions Data (and modelling) to evidence

assumptions and stakeholder map
■ Is there evidence to support the cause-and-effect relationships between outputs, outcomes and benefits?
and engagement plan
■ Is there evidence to show that cultural and behavioural change is likely to occur, if this is necessary for success?
Example 4
■ Have stakeholders been involved in testing the validity of assumptions and any potential issues? For example, representatives for project affected communities?
■ Have assumptions been tested with suitably diverse, qualified and experienced subject matter experts? For example, on behaviours, digital and sustainability. Suggested reading 8, 9 and 10
■ Have assumptions been tested through pilot projects or learnings incorporated from relevant previous projects (internal and external)?
■ Have external factors, which may constrain the project, been identified and considered?
■ Have interdependencies with other projects, programmes or portfolios been identified? For example, operations that are dependent on the completion of the project? Are these
reflected in the business case and project’s requirements?

Alignment Governance Asset

Management

■ Do expected outcomes and benefits align directly with policy, strategy, standards, legislation and other projects in the investment portfolio? For example, the UN Sustainable
Development Goals.
Gv 02
AM 07

■ Is there a framework that regularly tests this alignment? For example, demonstrating the link the contribution of the project makes to the delivery of the government’s priority outcomes
Business case (strategic)
as defined by the Public Value Framework?
■ Have you assessed and confirmed how the corporate strategic aims will be affected by the project’s disbenefits? Examples 2, 5 and 8
■ If there is more than one sponsor, are the project’s outcomes and benefits aligned? Has this been captured? Suggested reading 4 and 7
■ Have the project’s requirements been tested to ensure that they align with the sponsor and client organisations’ evolving business plans and strategic objectives?

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 16

Considerations:
Pillar 4 Realising and measuring project benefits
Considerations What may help

Measures Procurement

■ Does the business case document the intended benefits?

■ Have suitable measurable benefits been identified at the outset?
Pr 05

■ Have economic, environmental and social performance indicators, along with suitable baselines, been established and to measure the project’s performance? Have these been
Business case (commercial and
communicated? management), benefits register and
■ Is there a plan on how these measures will be cascaded through the supply chain? realisation plan and contracts and
third-party agreements
■ If behavioural change is an intended benefit, is it clear how this will be measured?
■ Have benefits been individually defined in a way that they can be attributed to the project’s outputs and outcomes? Examples 5 and 8
■ Are measures of actual and forecast benefits incorporated into the benefits realisation plan?
■ Are there appropriate contractual measures and incentives to promote benefits realisation?
■ Has evaluation and measurement been integrated into project planning?

Data Asset
Management
Delivery
Planning

■ Are measurable data and sources for measuring project benefits identified? For example, for benchmarking key project metrics and benefits? Does the data exist? If not, what steps
need to be taken to obtain it?
AM DP 07 08

■ Are tools and methods for quantitative and qualitative measurement in place?
Stakeholder map and engagement
■ Are there clear and appropriate protocols in place to engage with project affected communities to collect data to measure benefits realisation? Is there easy access to the specialist plan and data (and modelling) to
skills required for these activities? evidence assumptions
■ Does the project have the capability to interpret and make decisions based on the data received?
Suggested reading 10 and 11

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 17

Considerations:
Pillar 4 Realising and measuring project benefits
Considerations What may help

Management Governance

■ Is there a benefits realisation plan? Is it regularly updated? Is it clear how and when reviews and assessments will be carried out?
■ Does the plan set out how benefits and opportunities will be maximised, along with mitigations to address disbenefits? Including those related to economic, environmental and
Gv 02

social sustainability?
Benefits register and realisation
■ Do the benefits profiles clearly show how each benefit links to project objectives? Do they show how progress will be tracked and measured and who owns each benefit? plan, business case (management),
■ Are outcomes and benefits tracked on a timely basis? How will they be reported on during the project and after project close? target operating model and project
delivery plan
■ Have dependencies between benefits and associated systems been mapped? Are the dependencies being tracked and managed?
■ Have benefits milestones been defined and agreed upon? Example 2
■ Have adequate resources been allocated to benefits management? Have inputs from economic, environmental and social advisers been factored into these?
■ Has the benefits tracking process been incorporated into the end state target operating model? Has the process been agreed between the sponsor, client and asset manager?
■ Once the project has closed, how will benefits management/tracking be embedded into standard operating practice?

Ownership Governance Organisational

Design &
Development

■ Are the functions, roles and responsibilities for benefits realisation defined?
■ Does the project’s sponsor have accountability for outcomes and benefits, including potential economic, environmental and social impacts? Is it clear who is accountable within the
Gv 02
OD 04

sponsor organisation, for example a nominated senior responsible owner?

Benefits register and realisation
■ Is the sponsor actively leading the process of realising benefits, including measuring, tracing and recording benefits? plan and requirements baseline

Stakeholders Delivery
Planning

■ How will progress with benefits realisation be reported to external stakeholders, project affected communities and the public?
■ Does the benefits management plan show who is being impacted?
DP 08

■ Is there any potential for early release of the project’s outcomes and benefits to secure stakeholder support?
Stakeholder map and engagement
■ How will the client organisation communicate lessons from the project, both within its own organisation, market and broader industry? How will the client organisation make plan and communications strategy
improvements? and plan
■ Is there a clear approach to ongoing stakeholder relationship management during operations?

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 18

Good practice examples

Good practice examples Pillar

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

It is important to assess how applicable each example is to your specific project, and tailor it as appropriate. This table shows which of the four the project vision Developing alignment of and measuring
pillars of good practice are characterised by each example. and strategic
objectives
and prioritising
requirements
objectives,
requirements, and
project benefits

benefits
1 2 3 4

Example 1
A shared vision of success to enable collaboration: A Sellafield Ltd case study

Example 2
Requirements management through the project life cycle

Example 3
A typical requirements hierarchy

Example 4
Developing requirements

Example 5
Aligning the project’s benefits to strategic goals: A High Speed 2 case study

Example 6
Benefits mapping

Example 7
A decision tree to maintain alignment

Example 8
Project outcome profile: A Department for Business, Energy and Industrial Strategy case study

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 19

Good practice examples

Example 1
A shared vision of success to enable collaboration: A Sellafield Ltd case
study

In pursuit of its mission to create a clean and safe environment for future generations, the Sellafield
Ltd nuclear site is home to one of the most complex portfolios of construction projects in the world,
stretching over many decades. The Programme and Project Partner model was an opportunity to
achieve a step change in project delivery by bringing together the best of industry in a collaborative
approach. Four partner organisations (KBR, Jacobs, Morgan Sindall Infrastructure Ltd and Doosan
Babcock) were procured to work alongside Sellafield Ltd to deliver £7bn worth of projects over a
20-year period.
Sellafield Ltd‘s We are creating a clean and safe environment for future generations.
During the mobilisation phase of the programme, Sellafield Ltd worked with its four partners to vision
translate its own organisational vision into a Programme and Project Partner mission statement to
Programme and A long-term partnership between Sellafield and Programme and Project Partners creating an enduring
be achieved through five objectives. Project Partner capability which is recognised for effective and efficient delivery of a cleaner and safer environment
mission for future generations.
Together the project partners co-created a visual representation of their mission statement, shown
on the next page. This rich picture captures all the component economic, environmental and social
outcomes and benefits that they aspire to achieve through improved project delivery. By engaging Five objectives Cost Employment Outcome Output Workforce skills
the partners in its development, this approach ensured their collective buy-in and support. The
visual representation is also a helpful and easy-to-understand way of cascading the mission and Increased cost Invest in the Realisation Increased early Upskill workforce
objectives across Sellafield Ltd and the partner organisations. certainty and local workforce, of aligned contractor and supply
double-digit cost training and benefits through engagement to chain capability
The joint commitment and efforts to enable collaborative behaviours has been recognised savings on major apprentices. successful ensure increased through porosity
by industry as best practice. In 2019, Sellafield Ltd, with the support of its partners, gained project total delivery of our certainty and longevity of
accreditation in ISO44001 Collaborative Business Relationship Management systems (Suggested costs. major project of project the relationship.
Reading 12). The Institute for Collaborative Working also presented Sellafield Ltd with the outputs. outcomes.
Collaborative Award for the Supply Chain category in 2020.

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 20

Good practice examples

Example 1
A shared vision of success to enable collaboration: A Sellafield Ltd case study

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 21

Good practice examples

Example 2 Validation
Policy/
Requirements management through the Strategy Benefits
Have we realised the benefits in operation as set out within policy and strategy?
project life cycle
This example (generally known as a V diagram) shows Department/Corporation
how project requirements develop from a response to (Asset manager)
department/corporate strategies or mandatory policies
through to contract requirements. It maps ownership

Ca
Validation Project
of each of the key stages of requirements development

sc
Project outcomes

ad
against the Routemap’s key roles (sponsor, client, asset objectives (operational

ing
Have we achieved the outcomes in the business case? capability)
manager and market) and shows how they influence the

req
outputs, outcomes and benefits of the project.

n
uir

tai
em

ain
Projects need to agree at an early stage how compliance Sponsor

en

m
nd
ts
with the requirements will be demonstrated at handover.

a
-s
Typically, evidence will be gathered through the assurance

te
ett

era
process, and the authority to sign-off the project’s Verification

in
Sponsor’s

op
gt
compliance with their requirements will be established in requirements Project outputs

he

r,
ve
the governance framework. Do the project works comply with the

do
isio
sponsor’s requirements?

an
n, p
It is also important to have a change control process

t, h
rio

tes
that enables requirements to be modified as the project Client

riti

nd
develops. More complex projects might use requirements

sin

ta
management software to track compliance.

ga

ec
nd

sp
Contract Verification Contract

n
a

r, i
lig
requirements outputs

live
nin
Do the supplier

De
outputs satisfy
the contract?
Market
(Supply chain)

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and Build works/
benefits deliver service
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 22

Good practice examples

Example 3 Opportunities for
A typical requirements hierarchy dialogue between
government and
sponsor to define
This example builds upon the V-Diagram in Example 2 and outlines an indicative requirements hierarchy from and agree strategic
legislation, policy and strategy down into detailed contract specifications. The triangle shows how typically the outcomes,
number of requirements grows, as the level of detail increases the closer you get to the build or intervention considering key
solution. trade-offs

As the strategic requirements are translated into detailed specifications there is a significant risk that a project Statute
will: Opportunities for
Government, industry For example,
dialogue between
and society Climate Change Act 2008 sponsor and client
■ lose value through over specification / preferential engineering or the gathering of additional requirements
Policy and industrial strategy to agree project
from stakeholders
For example, The Ten Point outputs as part of
■ will not realise the expected benefits through loss of focus or clarity in the strategic intent business
Plan for a Green Industrial Revolution
case development,
The sponsor has a critical role to play in maintaining alignment between what is specified for delivery and the considering key
overall project objectives. trade-offs
Strategic outcomes and benefits
Aggregating and standardising detailed specifications can have positive impacts throughout the project life cycle, including: For example, economic growth and carbon reduction
■ improved on-site safety and efficiency as a result of optimised and repeatable processes across shared solutions
■ efficiencies in the design process, for example as a result of automation, the repeated use of designs and sharing of Sponsor and
requirements and associated solutions Asset manager
■ buying efficiencies through improved category management and manufacturers leveraging consistency in the
component pipeline
Project outputs
■ greener solutions as a result of an increase in manufacturing approaches For example, reliability and capacity
■ greater predictability and lower maintenance costs from the use of shared manufactured components and assemblies, Client
and the associated opportunities to share methods and Market Systems specifications
See the Construction Playbook for further information (Suggested Reading 3) For example, the performance required from the component systems
Contract specifications
Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising For example, detailed specifications, room layouts, data and interfaces
the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits Number of requirements
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 23

Good practice examples

Example 4
Developing requirements
Activity Who may be involved
This example sets out a high-level approach to the
development, iteration and control of requirements. Step 6. Design Step 1 Sponsor (for example, the stakeholder
This is a process which involves many different parts of development to Capture requirements from key engagement team) and key stakeholders
the project team. implement the change stakeholders
Step 1. Capture
It outlines: requirements from Step 2 Sponsor and client team (for example, design and
key stakeholders Validate and prioritise requirements requirements management teams)
■ a high level six stage process flow
against the business case
■ key functions of the sponsor and client and other
Step 5.
stakeholders who may be involved Step 3 Interaction between the sponsor, client and asset
Communicate
■ key activities involved in each of the six stages change and refresh Identify a need to change, then manager to understand the implications to cost,
requirements Developing undertake an impact assessment and schedule, operations and benefits and to consider
As set out within this example, the need to effectively baseline value engineering alternative options
control requirements is essential in order to deliver an
and iterating Step 2. Validate

affordable scheme that will deliver the business case requirements and prioritise
requirements Step 4 Governance forums appropriate to the scale and
benefits. Requirements will inevitably need to develop against the Propose change through governance, impact of the change (for example, the impact on
business case describing full business case impacts benefits, cost, time)
as more information becomes available; however,
they should be locked down and baselined before the
business case is finalised for approval. Step 4. Propose
change through Step 5 Sponsor and client (in particular, the stakeholder
governance, describing Communicate the change and refresh engagement and requirements management
full business case Step 3. Identify a need to requirements baseline teams)
impacts change, then undertake
an impact assessment Step 6 Client team and supply chain (for example, the
and value engineering Design development to implement the delivery and project controls teams to factor into
change revised specifications and delivery schedule)

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 24

Good practice examples

Example 5
Aligning the project’s benefits to strategic goals : A High Speed 2 case study

The High Speed 2 Phase One programme has developed a benefits management Five principles to deliver the benefits Seven strategic goals
approach to ensure High Speed 2 delivers the intended integrated transport benefits,
as well as creating a step-change in local growth along the route. Principle 1 - Accountability and responsibility The rationale for High Speed 2
are close to delivery
The programme has seven strategic goals which set out the rationale for High Speed The parties responsible for delivering the
2 and how it will be delivered. Each programme benefit is linked to one or more of individual activities required to realise the
these strategic goals to assure alignment. programme’s benefits are clearly defined.
High Speed 2 will be a High Speed 2 will add High Speed 2 will deliver
catalyst for the sustained capacity and connectivity value to the UK tax payer
The approach to delivering these benefits is structured around five principles, which and balanced economic as part of a 21st century and passenger.
directly address the lessons learned from other major infrastructure projects and Principle 2 - Benefits-led decisions growth across the UK. integrated transport
drive the ability of the programme to realise the benefits. The benefits register is Decision-making which aims to optimise system.

actively manged using these five principles. the overall benefits from the core and wider
programmes.
Further information is available in the High Speed 2 full business case (Suggested
Reading 13) How High Speed 2 will be delivered
Principle 3 - Continuous improvement
The programme continuously seeks
opportunities to deliver improved
value-for-money.
High Speed 2 will set new standards in High Speed 2 will create opportunities for
customer experience. skills and employment.

Principle 4 - Benefits-led performance

The realisation of benefits is at the heart of the
programme’s performance management.
High Speed 2 will design, build and High Speed 2 will create an
operate a railway which improves industry environmentally sustainable solution and
Principle 5 - Regular monitoring standards for health, safety and security. be a good neighbour to local communities.
Benefits reporting and tracking to ensure
benefits are fully realised.
Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising
the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 25

Good practice examples

Example 6 Project outputs Impacts Outcomes Types of benefits
Benefits mapping
Benefits mapping provides an easily understandable Refresh of current
Scope of engineering
Delivery of jointly Efficiency
asset management developed & owned
visual representation of the relationships between the plan
work jointly agreed
work plans
outputs, outcomes and benefits to be realised as a
result of a project. Risk reduction

The benefits map should be a live document that Plant engineering Innovation platform
Ability to
negotiate SMART
is updated throughout the project life cycle. The problem list supported Revenue generation
delivery objectives
map should be linked to an established baseline
that measures the present state in order to provide
evidence of the benefits realisation (Suggested
Reading 8). Alternative representations of the benefits New contract Contractor aligned to
map may also be produced for different uses such as a design shared outcomes
Reputation
communication or project management tool. Full collaborative
working towards a
Benefits maps provide a robust decision-making tool common goal
Defined Contractual Efficiency
to ensure that any risk to outputs can be traced to its
characteristics of arrangements reward
potential impact on benefits realisation. This helps to suppliers innovation
evaluate potential changes to requirements on a total
systems basis, taking into account their impact on
wider project benefits, as opposed to focusing purely Behaviours changed Client & suppliers Efficiency
on cost or schedule impacts. Desired behaviours to seek innovation support innovative,
definition in engineering cost-effective & risk
practices reducing solutions Risk reduction

Delivery process
Delivery process
agreed by client & Efficiency
design
suppliers

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 26

Good practice examples

Example 7 Have you got a generally understood and clearly articulated vision of what success looks like?
A decision tree to maintain alignment
This decision tree outlines a simple way to check that outputs, outcomes and
Review vision and its
benefits align with organisational objectives and national policies or targets. communication
No Yes

Review vision and its communication

Can you demonstrate a clear link between the vision and the organisation’s strategic objectives?
If the vision of what is to be achieved is not clearly articulated, then it will be
challenging to determine if stakeholder requirements conflict with expected
outcomes and benefits. Clarity of purpose mitigates potential late changes and allows
the project to develop the capability it needs to deliver at the earliest point. No Yes

Review options for delivering the strategic objectives

If the intended benefits do not align to strategic objectives, the project may not Will delivering the benefits contribute to the strategic objectives?

be of value. If there is no alignment at the outset, or a shift in priorities occurs, the

existence of the project or the scope should be re-evaluated.
Review options for
delivering the strategic No Yes
Review project outputs objectives
Where there are ambiguous requirements even though the project might be
delivered well, it will fail as it will be delivering the ‘wrong’ outputs. Projects should be Can you demonstrate how the outcomes will lead to realised benefits?
conscious of potential changes to the end state to enable effective handover of the
asset in operation.
No Yes

Is there a clear and convincing link between project outputs and the desired outcomes?

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising Review project outputs No Yes
the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
You can articulate and measure project success
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 27

Good practice examples

Example 8
Project outcome profile: A Department for Business, Energy and Industrial Strategy case study

This example provides a tool for demonstrating how projects and programmes contribute to wider strategic The Social Housing Decarbonisation Fund (SHDF) is a new Department for Business, Energy & Industrial
outcomes. Strategy (BEIS) change programme to improve the energy performance of social housing through targeted
investment and collaborative engagement with landlords and other government departments. Over a nine-
The IPA’s project outcome profile (Suggested Reading 21) is a tool to support government projects and year spend period, SHDF aims to reduce the carbon emissions from social housing, reduce the number of
programmes to develop stronger business cases in line with the Green Book guidance (Suggested Reading tenants in fuel poverty, and lower fuel bills. It will make an important contribution to a large proportion of the
20) by: social housing stock by 2030, as a significant stepping stone to achieving the government’s ambition of net
zero by 2050. It will also build the capacity in social housing landlords and the supply chain to continue the
Step 1 Establishing how the project will support Identify the outcomes that the project is seeking journey to net zero after completion, with less input from government.
the delivery of government’s priority outcomes. to achieve and determine how these align to
government’s strategic objectives, described in The project outcome profile tool (see next page) has been used to support the SHDF programme in its
terms of priority outcomes established as part of initiation phase during the development of the Strategic Outline Business Case, in particular for benefits
the Public Value Framework (Suggested Reading 7). mapping.

Step 2 Using consistent metrics to document a Develop or select up to three metrics, and define The use of the tool enables effective communication of how the programme’s objectives are aligned with
project contribution to those priority outcomes. the specific contribution that the project or the government’s priority outcomes and how it will monitor, and ultimately measure, its success. It also
programme will make to each. highlights links with other government departments, such as the Department for Levelling Up, Housing and
Communities (DLUHC), supporting greater alignment of departmental activities.

Pillar 1: Setting Pillar 2: Pillar 3: Ensuring Pillar 4: Realising

the project vision Developing alignment of and measuring
and strategic and prioritising objectives, project benefits
objectives requirements requirements, and
benefits
1 2 3 4

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 28

Good practice examples

Example 8
Project outcome profile: A case study from the Department for Business, Energy and Industrial Strategy
Themes

Environment - We live sustainably, reducing our Health - We are improving physical and mental
Economy - We have strong economic growth and improving productivity
carbon emissions health

Department for Business, Energy & Industrial Department for Levelling Up, Housing and Communities (DLUHC): More, better BEIS: Back business by making the UK the best BEIS: Support increased productivity through
Departmental
outcomes

Strategy (BEIS): Reduce UK greenhouse gas quality, safer, greener and more affordable homes place in the world to start and grow a business unleashing innovation and new knowledge
emissions to net zero by 2050 throughout the country

Reduction of carbon Build social housing Reduction in fuel Improve the health, No increase in fuel Development of the Increase the Development of the retrofit innovation and
Programme
outcomes

dioxide emissions due landlords’ capacity poverty in social comfort and wellbeing bills due to SHDF green economy and retrofit supply installation value-for-money in accordance with
to social housing and capability to housing of social housing programme associated jobs chain capability and qualitative measures
decarbonise their tenants in the homes capacity
stock by 2050 treated

MtCO2e (million Self-reported levels Number of social Self-reported broader Number of Number of jobs Number of Trustmark Average time for retrofitting (across each
tonnes carbon dioxide of confidence and homes improved mental and physical homes seeing no supported/created and Microgeneration measure)
equivalent) Non- capability amongst to EER (Energy health outcomes increase in fuel bills Certification Scheme
Example metrics

Traded carbon savings social housing Efficiency Ratio) C (from satisfaction for equivalent home
landlords by SHDF survey) warmth

Number of
applications for
funding versus stock
which requires
funding

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
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Rq Project Routemap: Requirements 29

Suggested further reading

Reference Use

1 Report An industry report describing a future vision of the built environment.

Our vision for the built environment - Centre for Digital Built Britain 2021

2 Guidance Transforming infrastructure performance is a transformation programme with ambitious

Transforming Infrastructure Performance: Roadmap to 2030 objectives for change.

3 Policy Sets out key policies and guidance for how public works projects and programmes are
The construction playbook – Cabinet Office 2020 assessed, procured and delivered.

4 Guidance This guidance issued by HM Treasury outlines how to appraise policies, programmes and
The green book: appraisal and evaluation in central government - HM Treasury 2020 projects. It also provides advice on the design and use of monitoring and evaluation before,
during and after implementation.

5 Guidance A structured approach for value-based decision-making across the investment life cycle of a
Value toolkit - Construction Innovation Hub 2021 project, programme or portfolio.

6 Guidance A guide for those involved in creating or enhancing benefits management capability at an
A guide to using a benefits management framework – Association of Project Management 2019 organisational or portfolio level.

7 Guidance A practical tool for understanding how public money used to generate outcomes.
Public value framework and supplementary guidance - HM Treasury 2019

8 Guidance This guide provides structure and sets expectations for major project teams when undertaking
Guide for effective benefits management in major projects – Infrastructure and Projects Authority 2017 benefits management.

9 Guidance Guidance on benefits management for the assurance review process.

Assurance of benefits realisation in major projects – Infrastructure and Projects Authority 2016

10 Guidance This document outlines the IPA’s recommended methodology for cost and performance
Best practice in benchmarking – Infrastructure and Projects Authority 2021 benchmarking. It introduces the concept and includes a step-by-step guide to undertaking, or
commissioning, a benchmarking exercise.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
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can’t ignore important management
Rq Project Routemap: Requirements 30

Suggested further reading

Reference Use

11 Report An example of a report that provides the basis for ongoing monitoring of benefits realisation.
Thameslink programme evaluation: baseline report – Thameslink Programme 2018

12 Standard Identifies requirements for the effective identification, development and management of
ISO 44001 Collaborative business relationships management system - International Organization for Standardization 2017 collaborative business relationships within or between organisations.

13 Report This document puts forward the case for Phase One of High Speed 2. It sets out the positive
Full business case: High Speed 2 Phase One – Department for Transport 2020 impact that HS2 will have and lays out the steps to ensure the scheme is properly run.

14 Guidance A quick guide for practitioners on things to get right for any project to succeed.
Principles for project success – Infrastructure and Projects Authority 2020

15 Report Identifies 24 lessons learned from transport to improve controlled delivery of major projects
Lessons from transport for the sponsorship of major projects – Department for Transport 2019 by government departments.

16 Policy The UK government’s ten-point plan to meet a targeted reduction in emissions by 2030.
The ten-point plan for a green industrial revolution - Department for Business, Energy & Industrial Strategy 2020

17 Website A framework for measuring social value to a consistent standard.

National themes outcomes and measures (TOMs) - Social Value Portal 2020

18 Report A report on creating and delivering social value through infrastructure delivery and operation.
Maximising social value from infrastructure projects - Institution of Civil Engineers and Useful Projects 2019

19 Guidance Guidance on using a balanced scorecard approach for certain types of procurement.
Procuring for growth balanced scorecard – Crown Commercial Services 2016

20 Guidance Supplementary guidance to the Green Book on establishing a clear ‘golden thread’ from
Guide to completing the project/programme outcome profile – Infrastructure and Projects Authority 2021 government priorities to the development of strategies and business cases for programmes
and projects.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 31

Suggested further reading

Reference Use

21 Guidance Supplementary guidance to the Green Book on establishing a clear ‘golden thread’ from
Guide to completing the project/programme outcome profile – Infrastructure and Projects Authority 2021 government priorities to the development of strategies and business cases for programmes
and projects.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 32

Glossary
Accountability Client
The accountable person is the individual who is ultimately answerable for an activity or decision. This In the context of Routemap, the client is the organisation that is responsible for undertaking the work to
includes ‘yes’ or ‘no’ authority and veto power. Only one accountable person can be held to account. An fulfil the sponsor’s requirements. The client translates the requirements from the sponsor and manages
accountable person has to be accountable to someone for something. Accountability cannot be delegated the delivery. The client selects the most appropriate suppliers. In some contexts, the sponsor and client
or shared. could be from the same organisation.

The responsible person is the individual who actually undertakes the task: in other words, they manage the Complexity
action/implementation. Responsibility can be shared. The degree of responsibility is determined by the In the context of Routemap, project complexity is a measure of the inherent difficulty of delivering a
individual with the accountability. project. This is assessed on factors such as the stability of the wider delivery environment, the level of
innovation required, and the number of stakeholders involved.
Asset
Anything tangible or intangible that is owned or controlled with the expectation of present or future Delivery model
benefit. The delivery model is the form of structural and commercial arrangements to be deployed to meet the
sponsor’s requirements. The selected model should be the best option from those available, taking into
Asset manager account the capabilities and constraints of the project. For example, the creation of an arm’s-length
In the context of Routemap, the asset manager is the organisation (or parts of) responsible for day-to- body like High Speed 2 or the formation of a special purpose vehicle as has been used to deliver Thames
day operations and maintenance of the asset. The asset manager may be a part of the sponsor or client Tideway Tunnel.
organisations, or a separate entity. Similarly, the operator and maintainer of the assets may be separate
entities. Governance
Governance defines relationships and the distribution of rights and responsibilities among those who
Assurance work with and in the organisation. It determines the rules and procedures through which the organisation’s
A general term for the confidence that can be derived from objective information over the successful objectives are set and provides the means of attaining those objectives and monitoring performance.
conduct of activities, the efficient and effective design and operation of internal control, compliance with
internal and external requirements, and the production of insightful and credible information to support Market
decision-making. In the context of Routemap, the market comprises organisations which integrate and compete to deliver
goods or services to one or more clients. This includes
Benefits
In the context of project delivery, benefit is the measurable value or other positive impact resulting from ■ the players, for example, sellers/buyers/partner
an outcome perceived as an advantage by one or more stakeholders, and which contributes towards one ■ the rules, for example, regulation, legislation
or more objectives. ■ processes, for example, procurement, delivery
■ structure, for example, relationships between buyers, sellers, partners
Capability
In the context of Routemap, capability describes the ability of the sponsor, client, asset manager and Outcomes
market to organise for effective and efficient delivery. It refers to the capability of all or part of an The result of change, normally affecting real-world behaviour or circumstances. Outcomes are desired
organisation, and not that of the individual. when a change is conceived. Outcomes are achieved as a result of the activities undertaken to effect the
change; they are the manifestation of part or all of the new state conceived in the target operating model.

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
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Rq Project Routemap: Requirements 33

Glossary
Outputs Target operating model
A specialist product (the tangible or intangible artefact) that is produced, constructed or created as a The target operating model refers to how the asset or change will be funded, owned, operated and
result of a planned activity and handed over to users. maintained once the project has closed.

Requirements Transition points

Requirements are the project stakeholders’ wants and needs, clearly defined and with acceptance criteria. Points at which a project moves from one stage to another. For example, delivery to operations.

Risk
The effect of uncertainty on objectives. Risk is usually expressed in terms of causes, potential events, and
their consequences.

■ a cause is an element which alone or in combination has the potential to give rise to risk
■ an event is an occurrence or change of a set of circumstances and can be something that is expected
which does not happen or something that is not expected which does happen.
■ the consequences are the outcomes of an event affecting objectives, which can be certain or uncertain,
can have positive or negative direct or indirect effects on objectives, can be expressed qualitatively or
quantitatively.

Senior Responsible Owner (SRO)

All UK government projects will have a senior responsible owner. They are accountable to the sponsor
organisation for a programme or project meeting its objectives, delivering the projected outcomes and
realising the required benefits. The senior responsible owner is the owner of the business case and
accountable for all aspects of governance. The senior responsible owner of a government major project is
ultimately accountable to Parliament.

Sponsor
In the context of Routemap, the sponsor is an organisation that secures the funding, oversees the
business case and is responsible for specifying the requirements to the client. In some contexts, the
sponsor and client could be the same organisations.

Stakeholders
Any individual, group or organisation that can affect or be affected by, or perceive itself to be affected by
an initiative (programme, project, activity or risk).

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Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Rq Project Routemap: Requirements 34

Acknowledgements
The IPA would like to thank the following organisations and individuals that contributed time and expertise to the development of the Project Routemap.

Anglian Water Heathrow Airport Ltd Philip Wilbraham

Arup High Speed 2 PricewaterhouseCoopers (PwC)

Arnab Banerjee Mott MacDonald Routemap Ltd

Asset Management Consulting Ltd (AMCL) Highways England Sellafield Ltd

Association of Project Management Office of Government Property Systra Group

BAE Systems Imperial College Thames Water

Babcock International Council on Systems Engineering (INCOSE, UK) Transport for London

Becky Ivers International Project Management Association Turner & Townsend

Crossrail Major Projects Association University College London

Crossrail 2 Martin Buck University of Sussex

Crossrail International Martin Samphire Wendy Cartwright

Department for Transport Ministry of Defence

Preface Introduction to Cross-cutting Requirements, Typical findings Pillars of effective Considerations Good practice Suggested further Glossary Acknowledgements
Routemap modules themes projects and why they’re requirements examples reading
can’t ignore important management
Contact IPA
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