THE UNIVERSITY OF THE SOUTH
PACIFIC
PROJECT SIZING PROCEDURES
Responsible Officer: Manager Projects
Document Editor/Contact: Manager Strategic Assets & Planning
Approving Authority: Vice Chancellor and President
Date Approved: 15 April 2019
Effective Date: 1 June 2019
Review Date: 15 April 2019
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1. Background
The University is committed to the adoption of a standard approach to project management that reflects
the Mission and Values of the University and the consistent use of project management procedures and
templates to facilitate the implementation of strategic priorities.
2. Purpose
This procedure helps to identify the resourcing levels as well as the extent to which key documents of the
project management methodology should be prepared, including the level of detail in those key
documents. Not all projects require high and complex levels of governance, documentation and
reporting, however those that do, must be identifiable and resourced accordingly.
3. Scope
a) This policy applies to all types of projects in the University, including but not limited to capital projects,
IT system projects, re-engineering and automation projects, research projects, development assistance
projects and any other activity the University deems will be best delivered using these procedures. It
covers projects funded by the University, member countries, financial institutions or other development
partners and/or join ventures.
b) Projects must operate within all related financial regulations, policies and procedures of the University,
including project requirements from any development partners or financial institutions.
4. When would you determine the Project Size?
When a Project Sponsor prepares a project proposal (Refer Project Specific Key Reference Documentation
under No.4 above), the sponsor can make an initial determination of the project size and proposed project
resourcing. Once the project proposal has been approved by the relevant oversight Committee (Refer
Project Management Framework – Research Committees for Research Projects and Space Committee for
Capital Works), the proposal will be forwarded to the Project Management Team (Refer Project
Management Framework) where the size of the project should be formally determined, approved and the
appropriate resourcing provided (including Project Management staffing).
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5. Who should determine the Project Size?
The first task of the Project Management Team is to determine the size of the project in consultation with
the Project Sponsor, establish a Project Steering Committee and appoint a chair where necessary (Refer
Project relevant key reference documentation under point No. 4 above ) .
6. How to determine the size of the Project?
There are several factors used in these procedures to be considered when sizing a project, and each of
them must be considered thoroughly for their impact on the project. It should be noted that projects
may not always fit into the categories outlined in these procedures and therefore Project Sponsors and
Project Managers may need to tailor their recommendations depending on the circumstances of the
particular case. In all cases, resourcing decisions and approvals must be well documented.
7. Project Sizing Steps
Step 1: Using the table for Project Sizing Criteria (Appendix A) below, tick the relevant categories as they
apply to the project.
Step 2: Count the number of ticks in the columns marked Small, Medium and Large.
Step 3: Using the Project Sizing Guide (Appendix B), classify the project size.
Step 4: Using the table on Project Management Team Resourcing (Appendix C), review and assign the
appropriate Project Management Team Resources. Document all approvals by the Sponsor/Steering
Committee/Vice-Chancellor & President.
Step 5: Determine the level of Detail required in the Project Management Documentation and the extent
to apply Project Management methodology by referring to the Project Management Documentation
Guide (Appendix D) and the Project Management Key Elements and Considerations tables (Appendix
E). Document all approvals by the Sponsor/Steering Committee/Vice-Chancellor & President.
Step 6: Refer Project Roles and Project Manager Loading Guidelines (Appendix F) when assigning Project
Management Duties and Responsibilities.
8. What is produced by this process?
The size of the project will determine the level of project management resources and the level of detail
and discipline of the project management activity to be applied. Not all projects will require the same
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level of resourcing or the same level of documentation and consideration so this process is intended to
provide uniformity and transparency while ensuring each project is management appropriately.
The result of this procedure is to ensure a clearly defined and accepted agreement as to how the project
will be managed, the resourcing allocated including the detail of the documentation to be produced.
9. Key Reference Documentation when using these Project Sizing Procedures
This procedure must be followed while also referencing the following documentation:
a) USP Project Management Framework
b) USP Capital Building Projects Policy
c) USP Capital Building Projects Procedures
d) Financial Regulations
e) Financial Delegations
f) Procurement Policy
g) Strategic Partnerships and Development Assistance Policy
h) Development Assistance and Research Project Management Policy
i) Sub Delegations Policy
j) Retained Earnings, Royalties, Direct and Indirect Costs
10. References
This document extensively references and adopts sections from the Tasmanian Government Project
Management Framework, Project Management Fact Sheet: Project Sizing Version: 1.3, November 2008.
Available at:
[Link]/__data/assets/pdf_file/.../Project_Sizing_Fact_Sheet.pdf
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Appendix A - Project Sizing Criteria
Criteria Small √ Medium √ Large √
Project Period Less than 6 months □ 6 - 12 Months □ Greater than 12 months □
Schedule can undergo minor
Schedule for Deliverables is No Room for flexibility in
Schedule for Deliverables □ variations but the deadlines for □ □
flexible schedule. Deadlines are fixed
deliverables are fixed
While the problem might be Both the Problem and the
The solution for the project is
identifiable, the solution is not solution are difficult to define
Complexity of Solution easily understood, readily □ □ □
straightforward, unclear or or understand, and the
available, repeatable.
difficult to achieve solution difficult to achieve
Internal stakeholders are Internal stakeholders consists
Internal Stakeholder Multiple internal clients and
limited to Single Client Single □ of multiple internal clients □ □
Complexities multiple sponsors
Sponsor reporting to a single sponsor
Stakeholders are limited to There are multiple There are Multiple
External Stakeholder faculty and sections within stakeholders outside USP but international stakeholders
□ □ □
Complexities USP, (external to the client within Member Country across USP members countries
group) jurisdictions and beyond
Geographic and National Project activities restricted to a Project Activities are located in
Project Activities is limited to
Complexities (Site of the □ Single Country but with □ Multiple Countries and in □
a single location
installations/activities) Multiple Locations multiple locations
Impacts Multiple Business
Level of Change Impacts a Single Business Unit □ □ USP Wide Impact □
Units
Total Project Cost Less than FJD 250K □ FJD 250K - 1M □ Greater than 1M □
Dependencies and No major dependencies or Some dependencies and these High Risk Dependencies or
□ □ □
Interrelated Projects inter-related projects are considered low risk interrelated projects
Some direct SP impacts or Directly relates to SP initiatives
Strategic Importance Internal Client Interests Only □ related to lower priority □ or Section Service Delivery □
initiatives in the SP requirements
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Appendix B - Project Size Guide
Complete the assessment of the various project elements in the Sizing Criteria table above before
referencing the table below.
Any of the yellow highlighted Three (3) or more cells ticked from
Large Project
cells are ticked the large column
One (1) cell ticked in the large
project category with at least Five (5) or more cells ticked from
Medium Project
four (4) cells ticked in the medium category
medium category
Small Projects Any remaining combinations
NOTE: After the initial project sizing is done, the project manager should make allowances for other
factors applicable in the context of the particular project. Qualitative factors outside of the criteria set
here can be considered and the project size should be adjusted accordingly and the factors and
decisions regarding them documented appropriately.
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Appendix C - Project Management Team Resourcing
Small Project Medium Project Large Project
Between 2 and 3 staff. Greater than 3 Staff.
Size of Project 1 Project A Project Manager A Senior Project Manager, an
Team (FTEs) Coordinator with at least 1 support assistant Project Manager an
staff approved set of support staff
Important Notes:
Project Accounting: All projects will require dedicated financial control and oversight ensuring the proper
allocation, disbursement, monitoring and reporting of project funds in accordance with the project
documentation and agreements. The Project Team will ensure this resource is applied in all cases with
oversight provided by central finance.
Small Projects - The Project Sponsor should approve the Project Management Team Resourcing.
Medium Projects - The Project Steering Committee should approve the Project Management Team
Resourcing.
Large Projects – The Project Steering Committee and the Vice-Chancellor & President should approve the
Project Management Team Resourcing.
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Appendix D - Project Management Documentation Guide
The following documentation must be prepared for each project regardless of size or complexity. The
detail contained in each document is classified as either brief or detailed:
Detailed – implies rigid, formal approach using approved standard templates where available
Brief – covers all other cases
Key Document Small Medium Large
Mandatory/Detailed
Project Proposal/Space Form Mandatory/Brief Mandatory/Detailed
with SMT approval
Project Business Case Optional/Brief Mandatory/Detailed Mandatory/Detailed
Project Plan & Risk Register
(Execution Plan) Optional/Brief Mandatory/Detailed Mandatory/Detailed
Monthly/ 1 page
Status Reporting (Progress Weekly/Brief/1
report of key Monthly/Detailed
Reports) or 2 sentences
elements
Evaluation Mandatory/Brief Mandatory/Detailed Mandatory/Detailed
Closure Documentation Mandatory/Brief Mandatory/Detailed Mandatory/Detailed
Important Notes:
Small Projects - The Project Sponsor should approve the application and detail of the project management
documentation and the extent of the application of the key elements and considerations.
Medium Projects - The Project Steering Committee should approve the application and detail of the
project management documentation and the extent of the application of the key elements and
considerations.
Large Projects – The Project Steering Committee and the Vice-Chancellor & President should approve the
application detail of the project management documentation and the extent of the application of the key
elements and considerations.
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Appendix E - Project Management Key Elements and Considerations
The following key elements need to be considered in a project, regardless of size and complexity. The
extent to which these elements are considered will be either brief or detailed.
Detailed – implies rigid, formal approach using approved standard procedures where available
Brief – covers all other cases
Key Element Small Medium Large
Planning & Scoping Brief Detailed Detailed
Governance Considerations Brief Detailed Detailed
Organizational Change Brief Detailed
Management Brief
Stakeholder Management Brief Brief Detailed
Risk Management Brief Detailed Detailed
Issues Management Brief Brief Detailed
Resource Management Brief Detailed Detailed
Quality Management Brief Detailed Detailed
Reporting Brief Detailed Detailed
Evaluation Brief Brief Detailed
Closure Brief Brief Detailed
Important Notes:
Small Projects - The Project Sponsor should approve the application and detail of the project management
documentation and the extent of the application of the key elements and considerations.
Medium Projects - The Project Steering Committee should approve the application and detail of the
project management documentation and the extent of the application of the key elements and
considerations.
Large Projects – The Project Steering Committee and the Vice-Chancellor & President should approve the
application detail of the project management documentation and the extent of the application of the key
elements and considerations.
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Appendix F – Project Roles and Project Manager Loading Guidelines
Recommended Project
Small Medium Large
Roles by Project Size
Project manager (per cent
10-20% 10-50% 75-100%
time guideline)
Head of
Project Sponsor Dean or DVC or Vice-Chancellor &
School or
(recommended position) Vice-President President
Section
Customer liaison Yes Yes Yes
Customer project manager
Yes - Senior Project
(Only applicable in Large No Optional
Manager
Projects)
Outsourced Project Manager
(To Handle External
No No Optional
Stakeholders and Technical
Teams)
Advisory committee(s) No Optional Required
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