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The Procurement Process

3.1 High-level business case

3.1 High-level business case 3.2 Strategic business case 3.3 Outline business case 3.4 Full business case 3.5 Implementation 3.6 Benefits evaluation 3.7 Low Value Procurements
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You are on step 10 of 15 steps.

Click for slide: Scope the investment Click for slide: Consider business need Click for slide: Consider the critical success factors Click for slide: Identify the stakeholders Click for slide: Identify central initiatives Click for slide: Consider initial options Click for slide: Consider sourcing Click for slide: Estimate costs (including resource usage) Click for slide: Estimate time Click for slide: Consider risks and achievability Click for slide: Determine an acceptable balance of cost, benefit and risk Click for slide: Test your assumptions Click for slide: Appoint key personnel Click for slide: Produce a high level options document Click for slide: Decision point
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What you need to do

What are the risks and how are we going to manage delivery? What capability and capacity do we (or partners) have to do this? Capability assessment tools can be used to assess departmental capability to deliver successful IT-enabled business change programmes and projects. Identify the main risks. For all procurement projects, use the Risk Potential Assessment to determine whether OGC Gateway™ Reviews will be required.

Points to consider

You have to make choices about the risks you are willing to take to achieve the required outcome. Consider the opportunities and whether the benefits associated with each option outweigh the risks. Make a high level estimate of what the risks cost and how they could be managed. See the SD Pocketbook for a high level risk approach.You also have to take a realistic view of the department's capability to manage the change. Plans for programme/project initiation should be set out in the programme plan or project plan; for construction projects this information should be in the project execution plan. See the briefing on managing risk.

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