The pre-implementation and implementation phases are both important in readying a project for delivery.
In theory the business case phases are now over. The endorsed business case informs the steps and decisions you will make as you progress through the pre-implementation and implementation phases.
However, in practice you will be confronted with new information during these phases that will challenge the assumptions and decisions of the endorsed business case. Using the skills and principles of the Business Case Approach (BCA) will help you navigate these issues during these phases. In the most extreme situations, projects might go back to an earlier business case phase to revisit the business case.
Note that gateway reviews are coming soon for Waka Kotahi projects and, once implemented, are likely to affect this content.
Both phases are to ensure that the project is successfully delivered and meets the standards and strategic objectives outlined in the approved business case. Pre-implementation readies the project for implementation, and implementation ensures the project is delivered.
The following diagram shows where the pre-implementation and implementation phases typically fit in the framework of business case development pathways.
The pre-implementation phase is when everything is set up for successful implementation, including the consenting, property and detailed design phases of a project.
If the solution includes construction, this takes place during the implementation, along with the associated management and surveillance of the project.
For Waka Kotahi projects, guidance on the pre-implementation and implementation phases and related technical standards is available on our website and in the State highway professional services contract proforma manual (SM030).
During these phases you need to ensure that:
When developing projects through the pre-implementation and implementation phases, you may identify additional risks that impact the cost, timeframes, outcomes or significance of a project. When this happens, it is important to get in contact with your investment advisor to ensure that the proposed scope is still the best way forward.
Even if you don’t trigger the thresholds to require formal price-level adjustments (PLAs) or cost-scope adjustments (CSAs), it is important to keep the governing body of the project (as described in the management case) informed of developing and resolving risks and uncertainties. The investment logic map contained in the business case will guide you when navigating through issues as they arise – Is the solution still addressing the problem statements? Will the outcomes still meet the investment objectives? Is this still a value-for-money solution?
For more information about the price-level adjustment (PLA) or a cost-scope adjustment (CSA) process for Wakai Kotahi process, download the variation guidance below.
For some projects funded outside of the National Land Transport Fund, you may choose to follow the Treasury Better Business Cases process.
This approach includes an implementation business case. This phase recommends a preferred supplier (for implementation) and seeks approval from decision-makers to enter commercial contracts for the provision of the endorsed option. The implementation business case forms the basis of the project management plan or similar management/control document for the delivery phase of the project.
During the pre-implementation phase, engagement is to:
During the pre-implementation phase, engagement mainly relates to construction plans and mitigation.
Find out more about engagement in the BCA on our webpage.
For business case-related queries during pre-implementation or implementation phases, contact your Waka Kotahi investment advisor or email the Business Case Process team at email@example.com