The planned way of working – step by step
KI’s project model provides support for managing projects in a clear and structured way – from idea to follow‑up and benefits realisation.
This page describes how the project model is used when working in a planned way, with clearly defined phases, decision points and deliverables.
The planned way of working is particularly suitable when objectives, scope and the way forward are largely known, and when it is possible to describe scope, deliverables and schedule at an early stage.
The model provides support in order to:
- divide the work into clear phases
- take decisions at the right time
- create a shared understanding of objectives, responsibilities and results
It is often used, for example, for:
- implementations and upgrades
- established types of development work
- projects with clear requirements for follow‑up
In a planned way of working, the project model is used with distinct phases, from idea to follow‑up and benefits realisation. Each phase has a clear purpose, decision points and deliverables.
You may use the entire model, or only the parts that provide support in your specific context.
The project phases – overview
When the project model is applied in a planned manner, the work is divided into four phases. Each phase has a clear purpose and leads to a decision on how the work should continue.
The project phases are:
- Preparation
- Implementation
- Closure
- Follow‑up
The project model provides shared support throughout the entire project life cycle – from preparation to follow‑up. The scope and level of detail are adapted to the needs of the project.
Documentation and decisions
Documentation and decision‑making take place continuously across all phases. The purpose is to ensure traceability, transparency and opportunities for follow‑up – not to produce documents unnecessarily.
Projects can be documented at different levels. At a basic level, a limited number of documents is often sufficient. Projects that require more coordination, follow‑up or funding use an enhanced level of documentation.
Basic level documentation
Basic level documentation is used in smaller or more clearly delimited projects and:
- includes a limited number of documents
- focuses on purpose, objectives, decisions and follow‑up
Enhanced level documentation
Enhanced level documentation is used in larger or more complex projects and:
- includes more extensive analysis and clearer governance
- is often applied in KI‑wide development projects
You do not need to use all documents – choose the level that provides appropriate support for your project.
Different contexts – different documentation requirements
The extent of documentation required depends on the context.
- In smaller projects carried out within a department and funded through ordinary resources, the basic level is often sufficient; this means a limited number of shorter documents, supplemented when needed.
- In larger, KI‑wide projects – for example, development projects funded through development grants – higher requirements apply for documentation, decisions and follow‑up. In these contexts, the enhanced documentation level is used.
The Project Management Office provides support in determining what level is reasonable for your project. You can also find templates supporting the different project phases on the SharePoint page Documents related to the planned way of working.
The project phases – in detail
1. Preparation
The preparation phase lays the groundwork for implementing the right project. It encompasses concept development, a feasibility study and overall planning.
Purpose
To ensure that the project is the right initiative, has a clear focus and is ready to be implemented.
This is done in the phase:
- Identify and describe needs or problems
- Develop and define a project idea
- Conduct a feasibility study to confirm needs, objectives and possible solutions
- Develop a basis for decision-making, a budget framework and a focus
- Establish the project’s framework and organisation
Questions to consider:
- What is the project intended to achieve and why?
- What alternatives are available and what benefits can be achieved?
- What will the project cost overall?
- Is the project ready to start?
Decision
Decision to launch the project and proceed to implementation.
Support from the Project Management Office
Advice, methodological support and quality assurance of decision-making documentation.
During the preparation phase, different documents are used depending on your needs and the nature of the project. Not all projects require every document or every section – choose the ones that are relevant to your specific context.
- Idea Card – Used as a first step to test an idea. Can be checked with the Development Office to see how the idea relates to other initiatives.
- Idea + Feasibility Study Guidelines – Contains more information than the Idea Card and describes why a feasibility study should be carried out. Can be used when applying for development funding.
- Preliminary study report – Presents the results of the preliminary study and is used as a basis for decision-making regarding further work or when applying for development funding.
These documents are designed to help you think things through beforehand and make well-informed decisions – they are not checklists that must be followed in all circumstances.
You can find template documents on the page containing documents related to the planning approach.(länk)
2. Implementation
In the implementation phase, the project work is planned in detail and carried out in practice.
Purpose
To implement the project in line with the approved direction and achieve the defined objectives.
This phase includes:
- Developing a detailed project plan
- Carrying out planned activities
- Monitoring time, cost, quality and risks
- Reporting status and managing decisions on an ongoing basis
Key questions:
- How will the objectives be achieved in practice?
- How will progress be monitored and reported?
- Which risks need to be managed?
Decision
Decisions on continued implementation as required.
Support from the Project Office
Support with planning, follow‑up and managing risks and key choices.
Examples of documents used during the implementation phase include:
- Project directive – An agreement between the commissioner and the project manager defining the project framework and serving as the governing document during implementation.
- Project plan – Prepared by the project manager and describing how the project will be implemented. It creates shared understanding and expectations.
- Decision log and decision‑making material – Decision‑making documents are circulated ahead of steering or reference group meetings. Decisions taken are recorded in a decision log. Smaller projects may only use the decision log.
- Status reports - Presented to and shared with steering and reference groups, usually on a monthly basis. Development projects also share status reports with the Development Office each month.
- Minutes and notes – Minutes are produced from steering group meetings, and notes from reference group meetings.
- Handover material – The project manager is responsible, in dialogue with the receiving function, for ensuring that all material required for handover to operations is prepared.
Templates are available on the SharePoint page with documents related to the planned way of working. (länk)
3. Closure
In the closure phase, the project work is finalised and the results are handed over to the receiving organisation.
Purpose
To ensure that the project results are taken into use, can be managed in operations, and that the project is formally closed in an orderly manner.
This phase includes:
- compiling the project’s results and deliverables
- evaluating project execution
- planning and carrying out handover
- documenting lessons learned and experiences
Key questions:
- What has the project delivered in relation to its objectives and direction?
- What is to be handed over, to whom and how?
- Are there remaining activities or responsibilities after project closure?
- Which lessons are important to take forward?
Decision
Decision to close the project.
Support from the Project Office
Support with closure, handover and documentation of lessons learned.
- Evaluation – Conducted prior to project closure to capture what worked well and what could be improved. The results may be included in the final report.
- Final report – Prepared by the project manager and describing the project’s implementation and key events. Submitted to the commissioner and the Development Office.
- Handover material – Documentation required for the receiving organisation or operational function to take over the project results.
Templates are available on the page with documents related to the planned way of working. (länk)
4. Follow-up
In the follow‑up phase, the project’s longer‑term outcomes and effects are monitored.
Purpose
To ensure that benefits are realised and that lessons learned are captured and used.
This phase includes
- monitoring outcomes and benefits over time
- identifying remaining or new needs
- compiling lessons learned and recommendations
Key questions
- What effects have been achieved?
- How has the operation been affected?
- What could be done better next time?
Decision
Decisions on any measures, continued follow‑up or closure of the follow‑up phase.
Support from the Project Office
Support with benefits realisation follow‑up and knowledge transfer.
- Benefits realisation follow‑up – Carried out by the receiving organisation to assess the extent to which target effects have been achieved. The follow‑up, supported by the Development Office, also identifies any issues or improvement potential and recommends actions.
A template is available on the SharePoint page with documents related to the planned way of working. (länk)
Summary of the project model
When KI’s project model is used in a planned way, it provides clear and flexible support throughout the entire project life cycle – from preparation to follow‑up.
The project model is a support tool, not a set of mandatory requirements. Adapt it to the context and needs of your project.