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Category Administration and Management
Type Policy
Approved by Vice-Chancellor
Date Policy Took Effect 8 December 2021
Last approved revision 
Sponsor Chief Operating Officer
Responsible officer Director of Transformation and Improvement


To clarify the governance and management of projects delivered by the Operations Division at the University of Otago.

Organisational scope

The scope of this policy is limited to the governance of projects and programmes of projects under the Project Governance Framework, and managed within the Operations Division by ITS , Campus Development and Transformation and Improvement.


A temporary organisational structure that is created for the purpose of delivering one or more outputs according to a specified business case. A Project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. A Project is unique; in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.
A temporary flexible organisational structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to an organisation's strategic objectives. A programme is likely to have a life that spans several years, and is managed in a coordinated way, to obtain benefits and control not otherwise available from managing projects individually.


  1. Governance and management of projects at the University is reflected in a number of key frameworks, with the most applicable being the Project Governance Framework, approved by the University of Otago Council.
    Project Governance Framework (PDF)
  2. The Project Governance Framework:
    1. outlines the structures for project governance at the University and clarifies corporate governance and project governance, and
    2. ensures that project roles and responsibilities are well understood.
  3. All project participants (internal or external) are to govern or contribute to the governance and management of University projects in a manner consistent with the Project Governance Framework.
  4. The following additional frameworks are relevant to the governance and management of projects at the University:
    1. The Benefits Realisation Management Framework, which provides a standard benefits management approach for identifying, planning, measuring and tracking benefits on University projects.
      Benefits Realisation Management Framework (PDF)
    2. The Business Case Framework, which provides a framework for understanding business cases and business case development and a “how to” user guide for developing University business cases.
      Business Case Framework (PDF)
    3. The Project Stakeholder Engagement Framework, which provides good practice principles, a standardised stakeholder engagement process and methods for both planning to engage and engaging with stakeholders on University projects.
      Project Stakeholder Engagement Framework (PDF)
  5. Other frameworks and documents also have relevance to University project management, as listed under the Related Policies, Procedures and Forms section for this policy.

Related policies, procedures and forms

Contact for further information

If you have any queries regarding the content of this Policy, or need further clarification, contact:

Andy Jenkins
Director of Transformation and Improvement

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