Project Board

Description

The Project Board is responsible for the overall direction, governance and assurance of the project. It ensures the project remains aligned with strategic objectives, delivers agreed benefits, and operates within approved tolerances for scope, time, cost, quality, risk and benefits.

The Client Board should be appointed by the approving authority (delegated to SRO); they are governed by and should be reportable to the UMB, or UMB Sub-Committee, via the agreed Programme Board agenda and the monthly highlight report produced. 

Terms of Reference

The Project Board has the authority to:

  • Approve the project business case and key plans
  • Make decisions on changes to scope and budget outside approved tolerances or escalate them to the sponsoring authority where required (Operations & Infrastructure Committee, University Management Board, Property & Finance Committee)
  • Authorise progression between project stages
  • Resolve escalated issues and risks 
  • Stop or pause the project if it is no longer viable
Reporting & Escalation

The Project Board reports to:

  • Chief Operating Officer, Operations & Infrastructure Committee, University Management Board, Property & Finance Committee

Escalation occurs when:

  • Tolerances are forecast to be exceeded
  • Strategic, financial or reputational risks arise
  • Decisions exceed the Board's delegated authority 
Confidentiality & Conflicts of Interest

Members must: 

  • Treat all project information as confidential unless authorised
  • Declare any actual or perceived conflicts of interest

Standing Agenda Items

Item Description Lead
Actions from previous meeting Review of action items and follow-up on any outstanding issues Chair
Highlight report Summary of project progress and discussion Project Manager / Senior Supplier
Financial status Review latest project forecast. Identify potential over or underspends and consider options to address these Project Manager / Cost Consultant
Change requests Review and approve major change requests or escalate them to the sponsoring authority where required (Operations & Infrastructure Committee, University Management Board, Property & Finance Committee) Project Manager
Risks & issues Review project risks and issues. Identify and agree mitigating actions where appropriate Project Manager / Cost Consultant
Decisions required and confirmation of offline decisions Review any other decisions (including offline decisions where relevant) Chair
Any other business  Opportunity for members to raise additional topics or concerns. Discussion of any items not covered in the formal agenda Chair

Engagement

At the start of Project Feasibility, the Project Manager is responsible for compiling a list of proposed membership for the Project Board. This will be reviewed and agreed by Capital Projects Programme Manager and/or Director of Projects Delivery.

The Project Board typically consists of: 

  • Executive Lead
  • Senior Responsible Owner (SRO) (Chair)
  • Project Director - Director of Projects Delivery
  • Capital Projects Programme Manager
  • User Coordinator
  • Senior Supplier - Projects Delivery Lead
  • Project Manager (internal and/or external)
  • Finance Lead
  • Cost Consultant
  • Director of Relevant Campus or Delegate

Additional members may include

  • Director of Hospitality, Residential and Property Services 
  • Strategic Master Planning
  • Change Lead
  • Communications Lead
  • ICT Lead
  • Building Manager
  • Central and/or Departmental Timetabling
  • Space Management
  • Branding
  • Events Representative
  • Catering Representative
  • Others as required
Roles and Responsibilities
Role Responsibilities
Project Board (Collectively)
  • Provide strategic leadership and direction
  • Make timely decisions to support delivery
  • Ensure appropriate assurance and controls are in place
Chair (Project SRO)
  • Chair meetings and set the agenda
  • Act as escalation point for the Project Manager
  • Represent the project at executive level
Executive Lead
  • Represent the project at executive level (jointly with SRO)
Project Manager
  • Prepare reports and papers for the Board
  • Implement Board decisions
  • Escalate issues beyond delegated authority

Meeting Frequency

Frequency and Timeline

The meeting will be held every month, additional meetings may be scheduled if urgent issues arise or at critical points that require the attention of the Project Board. Some decisions can be made offline if required. 

Communication

Two working days prior to each meeting, the Project Manager will provide any relevant meetings documentation to the members of the Project Board. 

During the meeting, the Project Manager will record the meeting and capture actions.

After each meeting, the Project Manager will circulate minutes and actions to the Project Board Membership within the agreed timeframe.

Approvals and Compliance Review

The Project Board is accountable for:

  • Strategic alignment and continued business justification
  • Project governance and decision-making
  • Stakeholder oversight and executive sponsorship
  • Risk issues and dependency oversight
  • Benefits realisation (during and after delivery, as applicable)
  • Compliance with organisational policies and standards 
Decision Making
  • Decisions should be made by consensus where possible
  • If consensus cannot be reached, the Chair has the final decision 
  • Decisions and rationale must be documented

Forms and Links