Internal Peer Review

Introduction

Internal Peer Reviews (IPR) are carried out by programmes and projects at key stages in the delivery lifecycle. They are specifically for programmes and projects that are low or medium risk and therefore do not require a full Gateway review.

Starting the IPR Process

All Programme and Projects must complete a Risk Potential Assessment (RPA) at the initial stages of the delivery lifecycle. This RPA must then be forwarded to the relevant Departmental Portfolio, Programme, and Project Office (P3O) before it is forwarded to the RPA to Commercial Delivery Group (CDG) for verification and assessment.

The RPA will determine the risk level for the programme or project. If the risk level is low or medium risk, then the programme or project does not require a Gateway review.

Once the RPA is approved by CDG, a letter will be issued confirming the low/medium risk to the SRO and recommending an IPR is undertaken.

The IPR Review Team

IPRs must be conducted in line with Gateway principles, by an independent team appointed by the Department.

The team must be composed of expert peers with practical experience in programme and project management with knowledge of the area and subject with which the programme or project is concerned. One member of the IPR team will be the Review Team Leader, who will lead the planning meeting and lead the review team throughout the review.

Conducting an IPR

The IPR process mirrors the Gateway review process. The review itself will be short, focused and forward looking, delivering a report to the SRO on the final day.

CDG offer training in carrying out Internal Peer Reviews. More information on this training is available at Commercial Delivery Group: Training & Support

The IPR Report

The IPR report will provide a list of recommendations to the SRO, aimed at helping the programme or project meet its objectives and deliver on time and to budget. IPR Recommendations will be candid & practical, evidence based and may be prioritized for urgency of implementation.

The Final Report will give the Programme/Project a Stage Gate Assessment which will range from green to red, defined as:

• GREEN - successful delivery of the programme or project to time, cost and quality appears highly likely and there are no major outstanding issues that, at this stage, appear to threaten delivery significantly.
• AMBER - successful delivery of the programme or project to time, cost and quality appears feasible but significant issues already exist requiring management attention; these appear resolvable at this stage and, if addressed promptly, should not present a cost or schedule overrun.
• RED - successful delivery of the programme or project to time, cost and quality appears to be unachievable; there are major issues which, at this stage, do not appear to be manageable or resolvable, the programme or project may need re-baselining and/or its overall viability to be re-assessed.