Transformation Management Case

Transformation Management Case

[This section demonstrates that the project is being set up for success. It details the practical arrangements for project management, governance, risk management, and benefits realisation. It provides assurance that the project is deliverable and that its outcomes will be actively managed and evaluated.]

1. Project management and delivery arrangements

[Describe the team structure and key roles. Past projects consistently highlighted that having a dedicated project manager and a multi-disciplinary team was a critical success factor for these types of innovative projects. 

• Project team: Outline the core team. This should be multi-disciplinary. Past projects show that the most successful projects involved a blend of skills from Planning, Communications, IT/Digital, and Procurement from the outset. Include an organogram if possible.

Key roles and responsibilities:

• Senior Responsible Officer (SRO): [Name and Title] – Accountable for the project delivering its objectives and benefits. Champions the project and unblocks senior-level issues.

• Project Manager: [Name and Title] – Responsible for the day-to-day management of the project, ensuring it is delivered on time, within budget, and to the required quality.

• Project Board: [List members/roles] – Provides overall direction and oversight, approves key deliverables, and makes key strategic decisions. Ideally this should be a multi-service Project Board or Steering Group.

• External Suppliers / Partners: [List key partners] – Clearly define their roles in the delivery.

2. Project governance and assurance 

[Explain the decision-making and reporting framework. How will progress be monitored and decisions made? This section also outlines the specific controls for managing the project’s budget.

• Reporting: Describe the reporting cycle (e.g. Monthly highlight reports to the Project Board, regular check-ins with the SRO).
• Budget Management: Who holds the overall project budget (the SRO)? Who is responsible for day-to-day budget tracking (the Project Manager)? State the cost centre and any specific financial system requirements.
• Governance: Which board or group has ultimate authority to approve key decisions, changes, and expenditure? (e.g. Corporate Transformation Board, Service Leadership Team).
• Escalation Path: What is the defined path for escalating risks and issues that cannot be resolved by the Project Manager or Project Board?
• Assurance: How will the project be independently assured? (e.g. Internal Audit review, peer review from another service area or local authority).]
• Financial change control: How will changes that impact the budget be managed? e.g., “Any proposed changes to scope that result in a forecast overspend of more than 5% must be submitted via a formal change request to the Project Board for approval.”
• Data Protection Impact Assessment (DPIA) and security: Confirm DPIA completion and cybersecurity compliance.
• AI and automation: If applicable, include governance around AI use.
  
  Your AI governance should cover: 
• ethics and bias: making sure that the risk that AI could produce unfair or biased outputs has been accounted for/addressed, 
• accountability and human oversight: making sure there is a clear “human in the loop” at the point of decision, and points for redress should residents wish to appeal an automated decision,
• transparency and explainability: addressing how the local authority will explain the logic behind an automated decision. Understanding whether the system is a “black box”, or if its reasoning can be clearly articulated. 

3. Programme plan and key milestones

[Provide a high-level project plan showing the key phases, major activities, and target completion dates. The plan should include milestones for scaling. 
A Gantt chart is the clearest way to present this. 

4. Risk, constraint, and dependency management

[Summarise the key risks to the project’s successful delivery. This should link to a more detailed Risk Register which is managed and updated throughout the project lifecycle. 
 
Past projects identified several common risks:

• Resource constraints: Lack of dedicated officer time to manage the project and supplier relationship.
• Procurement delays: The procurement and contracting process takes longer than anticipated.
• Technical integration issues: The new solution does not integrate smoothly with existing council IT systems (a major challenge for several councils).
• Low public adoption: The target audience does not engage with the new platform, undermining the project’s objectives.

Constraints: List any major constraints, e.g. fixed budget, immovable deadline, limited availability of specialist skills.

Dependencies: List any key dependencies, e.g. reliant on the Corporate IT team to approve security requirements; dependent on another project delivering a new CRM.

5. Monitoring and evaluation (benefits realisation)

[This section is critical for accountability and ensuring the project delivers its intended benefits. 

Benefits realisation plan: Explain how you will track the benefits identified in the Economic Case. Who is responsible for collecting the data, and when will success be measured (e.g. at project closure, and then 6- and 12-months post-project).

Monitoring and evaluation data table: Complete a table for your key project objectives. This turns your objectives into a practical monitoring framework.