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How to Manage Project Opportunity and Risk: Why uncertainty management can be a much better approach than risk management by Stephen Ward, Chris Chapman

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Chapter 12

Fully integrating the strategy shaping stages

Plans are nothing, planning is everything.

—Napoleon Bonaparte

Part II discussed PUMPs in the execution and delivery strategy shaping stage of the project lifecycle – E&D shaping PUMPs. It was assumed that a PUMP had not been applied in earlier lifecycle stages. This chapter generalizes the Part II discussion by considering the use of PUMPs in all the strategy shaping stages and associated gateway stages of the project lifecycle. Table 12.1 shows the relevant portion of the Table 1.3 stage structure with Table 3.1 roles for PUMPs elaborated for exploration in this chapter.

Table 12.1 Roles for PUMPs in the strategy shaping stages of the project lifecycle

Lifecycle stage Stage purposes Roles for the associated PUMP
Concept shaping Concept, project objectives and business case development in corporate strategy terms Confirm the initial concept from a corporate perspectiveIdentify stakeholders and their expectationsIdentify appropriate performance objectivesProvide unbiased initial estimates of business case outcomes
Evaluate the concept and business case in corporate strategy terms
Concept gateway ConsolidationGovernance Consolidate the base and contingency plansConfirm expectations about the deliverables
DOT shaping Design, operations and termination (DOT) strategy development from a design and operations management perspective Confirm the design basis from a design and operations perspectiveDevelop lifecycle ...

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