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
Back Next
 

You are on step 9 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
Previous step Next slide

What you need to do

Estimate the time required for the project, delivery of operational services/works and transition to the new operational state. Include key milestones and allow appropriate margins for any delays if the delivery date is critical. Where a commitment has been made to deliver by a specific date (e.g. existing contract expiry) check that this can be achieved.

Points to consider

Where timeframes are critical, you may need to make trade-offs on time (e.g. lengthening the time to deliver), on cost (e.g. paying more for faster delivery) or on functionality (e.g. making do with less). If compromises have to be made, check that they are acceptable to all major stakeholders.

Where the project involves a major procurement pay particular attention to ensure that the work can be done within EC timetables if these apply.