Understanding the Gateway Review Process
by
John O Callaghan
Overview of the Gateway Process
RPA
Week 2-4
Assessment meeting
Set up team & logistics
Week 5-7
Prepare review / Briefings
Week 6-8 Planning meeting
Week 8-10 Undertake review and draft report
Week 11- 12
Final report / 360 feedback
Risk Potential Assessment (RPA)
An essential prerequisite to the Gateway Review Process
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Prog. or Proj. team complete RPA
Sent from SRO to GC – signals start of GRP
Assessed by the GC/Portfolio leader and agreed with SRO/PM
Designed to assess the potential risk of the project and used to
allocate review team resources.
High risk; Senior NI team and/or external OGC consultant
Medium risk; NI team
Low risk
• The RPA forms the basis of the assessment meeting.
Assessment Meeting
• GC and SRO review and agree risk level
• GC, SRO & PM agree review requirements and
agree ‘readiness for review’.
• Determine the skills required by the review team
• Plan the desired timing of the review
• Make advance appointments in diaries of key people
• Programme or Project summary produced.
Planning Meeting
• Review team meet with RTL for first time
• The team agree their code of conduct
• The team discuss key issues from their reading of
programme/project documentation
• Review team and Proj./Prog. team meet for first time
• They agree code of conduct and share information of current
status of Prog./Proj.
• Review team leader engages with SRO
• RTL and SRO agree key issues and confirm readiness for
service
• Plans agreed for administrative aspects of Prog./Proj.
Typical 3-day medium risk Gateway Review
Profile of 3 day medium risk review
Team meeting
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SRO report meeting
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SRO review meeting
Emerging findings
Emerging findings
Report Template Preparation
Slide numberSld
27
Gateway Review Report
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Presented confidentially to the SRO
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Drafted and discussed with the SRO before the Review Team departs
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Well-structured and focused, based on a Word document template
5-10 pages of review findings at most
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Emphasis on recommendations that:
- Identify issues that need to be addressed
- Takes the form of helpful, practical propositions
- Leave responsibility for action with the SRO
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Contains an Overall Delivery Confidence Assessment of Project
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No paperwork retained by Review Teams
Recommendation ratings.
• Critical (Do now) – To increase the likelihood of a successful
outcome it is of the greatest importance that the
programme/project should take action immediately.
• Essential (Do By) – To increase the likelihood of a successful
outcome the programme/project should take action in the near
future.
• Recommended – The programme/project should benefit from
the uptake of this recommendation.
Criteria Description
Colour
Successful delivery of the project/programme to time, cost and quality appears
highly likely and there are no major outstanding issues that at this stage appear to
threaten delivery significantly
AG
A
AR
R
Successful delivery appears probable however constant attention will be needed to
ensure risks do not materialise into major issues threatening delivery
Successful delivery appears feasible but significant issues already exist requiring
management attention. These appear resolvable at this stage and if addressed
promptly, should not present a cost/schedule overrun
Successful delivery of the project/programme is in doubt with major risks or issues
apparent in a number of key areas. Urgent action is needed to ensure these are
addressed, and whether resolution is feasible
Successful delivery of the project/programme appears to be unachievable. There are
major issues on project/programme definition, schedule, budget required quality or
benefits delivery, which at this stage do not appear to be manageable or resolvable.
The project/ programme may need re-baselining and/or overall viability re-assessed
OGC Gateway Process
• Programmes – Gateway Review O
• Projects – Gateways 1 to 5
Summary
Benefits of Gateway
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Provides assurance for the SRO.
Increases chances of programme/project success.
Peer review experience – independent, a fresh pair of eyes.
Chance to make ‘real time’ improvements - not an audit.
Imports skills back into reviewer projects.
Transfer knowledge between government staff for permanent
improvement in delivery capability, thus delivering better value
for money.
WHAT WILL MAKE OUR
GATEWAY REVIEW PROCESS
SUCCESSFUL?
•Preparing for Reviews on your own projects.
•Liaising with the Centre of Excellence
•Using Project Management Best Practice
•Sharing your expertise with others –becoming a reviewer
For Further information
checkout
www.dfpni.gov.uk/index/procurement-2/successful-delivery.htm