Project Brief
Project Management
PROJECT TITLE
Project Sponsor
Project Title:
Start Date
End Date
Background to the project – sets down the rationale and how the project fits within the
overall strategy
Overall Vision of the project (to reflect the vision of the organisation)
Project Goal: This statement needs to communicate exactly what the desired end result of
the project is – a specific measurable accomplishment
Project Scope/Performance: this sets the boundaries of the project. What is to be done?
What is included?
Project Deliverables: what is the project going to deliver?
A new facility, a training programme, a new programme, a feasibility report etc……which will also deliver
increased profits, more students, increased market share etc……..
Business Benefits to the Organisation
Risks
Of Pursuing the Change
Of Not Pursuing the Change
Critical Success Factors
What needs to be in place for the project goal to be achieved.
Resources Required: what do we need in terms of resources and the cost (budget)
Project Team: who will be the members of the project team?
Stakeholders: who are the project stakeholders?
How are we going to communicate with them?
Project Milestones and Schedules – prepare a bar chart identifying key project milestones.
What are the critical activities and the critical dates to be met?
Measures of Success in delivering the intended benefits
How will the organisation know that the project has been successful?
What are the quantifiable measures of the success of the project from the deliverables.
Any other comments:
Phil Thomas
Northumbria University
Project Management Programme
2007
APPROVING THE PROJECT BRIEF
Title
Sponsor
Project Manager
Formal Review Dates
Review Decision Finalised
Approval Status
Review Area
The Project Brief is written in a way that
anyone can understand what this Project is
about
The Project Goal is specific and
measurable
Critical success factors identified
Review Comments
The risk assessment accurately reflects the
level of risk
The Budget, timings and Business
Benefits are realistic in relation to the
Goal, Scope and known constraints
The right areas of skill and expertise have
been identified which cover the complete
needs for the team
All Stakeholders have been identified and
a communication plan included to allow
involvement in reviewing the brief
The Project Brief is sufficiently aligned to
the overall strategic plan to allow
progression
Overall Comments
Review Decision
Phil Thomas
Northumbria University
Project Management Programme
2007
CONTINUOUS PROJECT REVIEW
This document details the areas for continuous Sponsor review throughout the Life of a project. The
relevance of each review point will depend on the exact status of the Project.
Business Need
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Is the Project still a viable proposition?
Will this Project help deliver the Business strategy it relates to?
Is the Project still required in the light of external or internal changes and developments
Are all the links and dependencies between this project and other Business activities understood
and being managed?
Partnership

Is the partnership working effectively?
Project Manager
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Does the Project Manager have sufficient clarity to progress the Project?
Is the Project Manager able to fulfil the role? (skills, experience, time)
Is the Project Manager still committed to this Project?
Project Team
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How is the team performing?
Are Team Members’ Line Managers still supportive of their involvement in this Project?
Stakeholders
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Have any new Stakeholders been identified?
Are Stakeholders aligned and committed to this Project?
Project Progress
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Are the Critical Success factors in place?
What new issues have been identified and how is the Project Team proposing to resolve them?
What existing issues remain unresolved? What are the plans for resolution?
What new risks have been identified? How will these be managed?
Which of the existing risks have been successfully eliminated or remain a threat?
What changes to the Project have been made/proposed since the last review? What is the expected
impact on cost, time and quality?
What were the alternative ideas rejected in favour of the one being presented today?
Have new opportunities emerged which could benefit this Project?
Phil Thomas
Northumbria University
Project Management Programme
2007