Stage 0: Feasibility

Strategic Actions associated with this stage.. Through this step the following activities, would be addressed: a literature review, alternative option investigation, determination of possible impacts and effects on the current network, data collection issues, and outline cost benefit considerations. This step requires that the PT1 form be completed and approved before progressing any further. At the completion of Stage 0 consideration must be given to the ongoing feasibility of piloting the innovation. This will be summarised within the preliminary business case confirming the overall strategic fit and its business need. The extent and depth of this review will be appropriate for the scale of the innovation under consideration. For larger pilots this may involve an OGC Gateway 1 – Business Justification Review. For smaller pilots this may not be appropriate but the review should demonstrate that options have been identified and appraised and also affordability, achievability and value for money established. Typical outputs that might be expected from this stage. Stage 5 Stage 1

Strategic Actions

An outline programme for delivery should be produced. It is important that the programme covers all key activities and shows their inter-dependencies. In addition to the programme for delivery consideration should also be given to the size and skills of the team needed to deliver the pilot.

The stakeholder management strategy should be outlined. In particular internal stakeholders within the Agency and government should be kept engaged during the feasibility stage through regular updates and briefing. Whatever the outcomes of the feasibility study, there is a benefit in sharing the results.

It is unlikely that the procurement options will be finalised at this stage but available options should be identified for taking forward should a pilot be progressed.

The levels of risk associated with the delivery of pilots, because of the nature of innovation, can be higher than more traditional projects. It is therefore important that a framework for the management of risk across all aspects of the pilot is developed. This will assist in identifying and controlling the exposure to any type of risk, positive or negative, which may have an impact on the achievement of the objectives and also the overall probability of success.

The development of the risk register is a key element in this and must be produced at an early stage and with the associated contingency built into the budgetary estimates. The risk register should be populated with the key risks classified according to likelihood and impact. Mitigation measures as appropriate should also be identified.

The register should be updated and reviewed regularly throughout the feasibility stage and be in a form where it can be handed on should the pilot be progressed by another team.

Further information on the strategic activities can be obtained by clicking the links below