The project agenda is a focal point for responsibility to deliver objectives, which are usually outputs but in non-complex situations, may include benefits. If the project is part of a programme, it will support the achievement of programme outcomes and benefits along with change management teams coordinated by the programme.
The project node must account for progress and forecast outcomes, negotiate dependencies and resources, and respond to shifts in customer requirements. It must manage stakeholders, address issues and risk and shifts in priorities.
A project agenda will receive direction from a programme or portfolio node, including decisions over life cycle phase advancement, acceptance of business case viability and specific actions or decisions.
| Inputs | Agenda | Outputs |
|---|---|---|
Delegated objectives (mandate). MI that covers regular performance, forecasts and ad hoc inputs. Overall programme progress, performance, accomplishment, escalations and exceptions. Review of cost and resource performance. Information on new and ongoing OTIGs relevant to the project. Progress on objectives,actions and decisions. | Progress and forecast: Look backwards, focus on historical trends and last period delivery. Look forward and forecast of confidence in achievement of objectives. Review costs, resource issues, risk and resource commitments. Enablers: review of project goals and objectives (have there been any changes in underlying drivers). stakeholder feedback. | Assigned actions, decisions and risks. priorities for development teams, suppliers and partners. Communications to programme, management teams, commercial and finance departments, business support, sponsors, project team, suppliers and partners. |
Thank you to the Core P3M Data Club for providing this page.
