For a portfolio, governance documents will be created in the initiation process. In projects and programmes they are prepared in the definition process.
The document descriptions in this section are generic and will need to be tailored to suit the context.
For example, where references are made to programme and portfolio level information these may not be appropriate for a project.
High level scope and delivery documents are produced in the identification process, i.e. the first phase of the project or programme life cycle.
Since guidelines for the format and usage of these documents are set out in the governance documents it may seem odd that the governance documents are apparently not prepared until after these initial content and management documents.
In a more mature organisation governance documents will exist in a standard form ready to be adapted to different contexts. The standard governance documents will be used by competent members of the identification team to guide their documentation during the identification process. During definition, the standard governance documents will be tailored to the context of each project and programme, thus providing guidance for the detailed management and content documents thereafter.
These documents set out the way a function will be managed. The two main sections cover the policy and procedure of the function with the detail being adapted to the context of the work. This is distinct from a delivery plan, which explains the detail of how a specific piece of work will be delivered.
Policy includes sections on roles and responsibilities, information management, assurance, budget and interfaces to other functions.
Procedure begins with defining the steps to be used in performing the function, followed by detailed recommendations on the tools and techniques to be used in each step.
Management plans are created according to the needs of the work. If appropriate functions may be merged into one plan or a function may be sub-divided.
There is a danger that the following list of management plans appears highly bureaucratic and time consuming to prepare. The principle is simply that there are many functions that need to be managed and it is important to think about how that will be done. The range and detail of management plans should be consistent with the complexity of the work.
