Project team

The quality of project resources is one of the most important factors in the success of the project. Therefore, an appropriate team structure with clear lines of accountability should be in place and quality resources applied. The investment in quality project resources will add significant value to the project, beyond the cost, through more sophisticated and efficient project implementation.

A project team is led by the project manager and works for the successful delivery of project outputs as outlined in an investment business case and/or project management plan. It is desirable that a project team includes representatives from the business unit(s) affected by the project. The specialist expertise required for the project may include financial, technical, operational, communication, environmental, risk, procurement, contractual and legal skills. The mix of skills and experience will vary by project type.

The composition of the team may change as the project moves through its lifecycle. The assessment and selection of people with the requisite skills for each phase of a project is critical to overall success. The skills should be explicitly identified in the project planning process. The project team is responsible for completing tasks and activities required for delivering project outputs. They may be called on to support the project steering committee by providing reports or information at the discretion of the project manager.

Project assurance and probity

The project sponsor and the project steering committee have responsibility for project assurance. The project assurance role, if required, is nominated by the project steering committee. This role is to provide the project sponsor and the project steering committee with an independent perspective on the progress of the project and if there are any risks and issues not identified or being effectively managed. The person undertaking the project assurance role also monitors the adherence to standards and the level of quality of documentation that responds to those standards. Project assurance will occasionally support the project steering committee by their attendance or report on activities depending on the requirements of the project.

For HVHR projects Gateway reviews can also contribute to project assurance.

Consistent with government policy a Probity Practitioner (an auditor and/or advisor) should be engaged to ensure a transparent and robust process where appropriate. The Probity Practitioner must be capable of bringing an objective viewpoint to the project and is required to endorse a probity plan and monitor the bid process throughout.

Text Box: Use of probity practitioners
The appointment of probity services is at the discretion of the department officer responsible for the procurement activity and/or major project. Where the risk and complexity associated with the activity is considered medium to high, the following needs to occur:  
•	High risk – The project team are required to enlist the services of both a probity auditor and probity advisor. 
•	Medium risk – The project team are required to enlist the services of a probity auditor and/or probity advisor. 
The designated probity auditor and/or probity adviser provide one or more of the following:
a.	independent assessment and/or advice throughout the procurement process and/or major project lifecycle as to whether processes are:
o	developed according to relevant government policies (including this policy) and State and Commonwealth legislation; 
o	managed according to the procurement process, the procurement conduct plan and or project management methodology; and 
o	completed according to the tender requirements.
b.	provide ongoing independent advice on probity matters and issues, including: 
o	reviewing the proposed documentation applying to the tender from a probity perspective; 
o	attending meetings where necessary; 
o	providing report(s) as required by the Secretary or their delegate.
c.	provide an independent and appropriate signoff on probity requirements, at designated milestones in the process, including whether the processes concluded: 
o	actually fulfilled the requirements of the procurement process, the procurement conduct plan and project milestones; 
o	acted within the limitations of prescribed tendering and contracting policies, rules and guidelines. 
o	to provide report(s) as required by the Secretary or their delegate. 
The selection of probity practitioner(s) should be based on the experience and the extent of involvement required for the particular nature of the risks in the procurement process. As a minimum, all public officials or non-government personnel nominated as probity practitioners should have completed government-accredited procurement training or have a level of competency and professional standing acceptable to the responsible departmental officer.
Where the procurement process is very large and/or involves highly complex risks, the responsible departmental officer may consider it necessary to engage more than one probity practitioner to either ensure an adequate breadth of probity experience or to undertake different roles.

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