Stage 0: Feasibility
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