An alternate end to a stage, interim project Go/ No-Go decision: Stage Boundaries

Stage Boundaries has two possible entry points: a normal entry at Planning a Stage (SB1) and an exceptional entry at Producing an Exception Plan (SB6). Both entry points then perform SB2, 3, 4,and 5 in sequence and culminate in either DP2 when ending the initiation stage or DP3 when ending any other stage (the last stage of every project uses process CP and Sub-process DP5, not SB & DP3).

SB1 is a wrapper around the use of Planning (PL) to plan the next stage at a level of detail suitable for day-to-day control. IE specific tasks performed by named individuals on specific dates with verifiable results predefined in the (A32). Quality Log.

Once the next stage’s stage plan is created in SB1 then Updating a Project Plan (SB2) combines the next stage plan plus the progress tracked current stage plan with the current version of the (A.30) Project Plan, also by using Planning (PL).

Since the result of SB1 and SB2 is an updated (A.30) Project Plan: based on teh performance within the project then any changes in the project’s outlook must be reflected in a revised (A.2) Business Case at Updating a Business Case (SB3)[1] and the (A.34) Risk Log at Updating the Risk Log (SB4). SB3 and SB4 also reflect changes to the project as a result of changes to the project's external context, probably notified to the (B.5) Project Manager by the (B.1) Project Board members as defined in the (A.4) Communications Plan.

SB4’s review of risks is to confirm that old risks are retired as well as new risks are adequately addressed. Updating the Risk Log (SB4) may cause revisit to Planning a Stage (SB1) or Updating a Project Plan (SB2) to include risk responses. Finally Reporting Stage End (SB5) writes an (A.10) End Stage Report to summarise the performance of the stage now closing.

The results of the previous stage and changes in the project’s context are added to the management products in readiness for consideration at DP by the (B.1) Project Board of the project’s continued viability.

Producing an Exception Plan (SB6)

If a situation arises where an exception is detected at stage or project tolerance level then the (B.5) Project Manager’s duty is to advise the (B.1) Project Board by sending an (A.12) Exception Report from Escalating Project Issues (CS8) to Giving Ad-Hoc Advice (DP4). If the exception is beyond project tolerance then the (B.2) Executive must take the situation to Corporate or Programme Management for consideration and authorisation.

If the view of the (B.1) Project Board is that a recovery plan is needed before deciding what to do (eg close the project, recover in some manner or accept the exception) then DP4 will request the (B.5) Project Manager to propose a new stage by performing SB starting with Producing an Exception Plan (SB6) then continuing with SB2, 3, 4, 5 and then Authorising a Stage or Exception Plan (DP3). In this case DP3 is known as an Exception Assessment rather than its more more normal End Stage Assessment role.

SB6 is largely as SB1 except that it must ascertain from the (B.9) Configuration Librarian consulting (A.5) Configuration Item Records what current stage work is un-started or incomplete and then create an (A.11) Exception Plan that includes all outstanding work for this stage and possibly a revised (A.30) Project Plan.

The use of the exception handling processes starting at CS8->DP4->CS8->SB6, 2, 3, 4, 5->DP3 handle both major issues and minor issues flowing through the change control technique. The use of the exception handling processes may be just to approve a few small changes to an otherwise extensive plan. In these less significant cases the decision making is handled by the change process and  Change Authority defined and appointed by the (B.1) Project Board during IP1 and IP4/ DP2 and possible amended by SB4/ DP3.

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