As mentioned in the Risks section

Programme and Project Structure

Roles and Responsibilities

In addition to the above Programme roles there are a number of other roles in Nu Quantum who are critical for delivery success. Please refer to the roles and responsibilities table below:

PMO Reporting Structure

The PMO maintain a set of key documents which enable communication of project progress to the Engineering team and the Management team.

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Project RAID (Risk, Assumptions, Issues, Dependencies) Register

Nu Quantum utilise a RAID (Risk, Assumptions, Issues, Dependencies) register at both programme and project level.

• Risks
  • All project and technical risks are tracked. These are potential events that, if they occur, could impact the projects deliverables. Each risk is assessed and it’s mitigation activity included in the project plan and prioritised appropriately.
• Assumptions
  • A core set of project assumptions are used to enable planning and execution of the project. These are factors that can be considered stable or predictable; and are reviewed regularly.
• Issues
  • An accurate and live list of current issues is tracked alongside other factors in the RAID. Unlike risks these are current/existing challenges that are being addressed.
• Dependencies
  • Within a programme (and within Nu Quantum’s technical roadmap) many projects have relationships between tasks and milestones which create dependencies between projects. These are tracked in the RAID and may also include external factors imposed by non-Nu Quantum stakeholders.

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Project Resourcing

Resource estimation is completed at the start of a programme and regularly assesses during project governance. Nu Quantum staff commonly work on multiple projects, therefore the PMO create a detailed 3 months resource allocation table, which provides the expected time commitment for each member of staff per project.

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Project Gantt, Milestones and Deliverable Tracking

A top level project schedule is maintained as a Gannt chart which provides clear timelines and work breakdown for each project deliverable.

Technical deliverables are managed via the technical lead for the project; who works closely with the PM to proactively plan the work for each deliverable in detail.

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Budget and Purchase Tracker

Costs incurred by Nu Quantum projects are a mixture of labour, materials, sub-contractor fees and CAPEX purchases. As such, to ensure delivery of project outcomes to budget, Nu Quantum project managers and technical leads maintain a project purchasing tracker which ensures transparent communication of project spend. It also acts as a repository for research into CAPEX purchases.