scope:

This standard specifies the process to be adopted, as well as the roles and responsibilities of those associated, with the Peer Review process.

This standard is part of the P3M framework and relates to NR/L1/INI/P3M/100 and NR/L2/INI/P3M/105. It applies to all projects and programmes that require Investment Authority, as defined within IR01, Investment Regulations, and:

a) enhance or renew the operational railway; and / or

b) are carried out in a high street environment, e.g. car park developments.

This standard applies to all projects and major programmes that have been identified in the Peer Review schedule.

NOTE 1: IR01, Investment Regulations, is available on Connect (IR01 is an internal document available to staff within Network Rail only, it can be made available upon request to P3M@networkrail.co.uk ):

http://connectdocs/NetworkRail/Documents/CorporateServices/Finance/FinancialControl/Investment% 20Regulations.pdf

NOTE 2: See the following link for definitions of projects, programmes, and portfolios in Network Rail. This information is available externally on request to P3Massurance@networkrail.co.uk. http://oc.hiav.networkrail.co.uk/sites/GRIP/Core%20Documents/P3M%20Definitions.pdf

Purpose

The purpose of this standard is to describe where Peer Reviews fit into Network Rail's assurance activities as described in NR/L2/INI/P3M/105. The assurance activities provide Network Rail with an oversight and confidence in the progress of its portfolio.

Adherence to this standard will reduce reputational and financial risks resulting from unsuccessful delivery of Network Rail's most high profile Major Programmes and projects. The process provides assurance to the business and support to the Director, Route Sponsorship and Project/Programme Manager by:

a) informing the Stage Gate Review with recommendations to support the decision of whether the project can progress to the next stage of development or delivery within Governance for Railway Investment Projects (GRIP);

b) identifying if core project deliverables identified as part of the GRIP process (or other derogated alternative) have been produced and maintained;

c) identifying if the risks, associated mitigation, and contingencies are being managed;

d) identifying problems not currently identified by the project to allow early mitigation either immediately or before the Stage Gate Review;

e) ascertaining the overall health of a Major Programme and its confidence in the successful delivery of the benefits; and

f) utilising senior management support from within the business who can add the value of real life experience and knowledge to the review and provide an opportunity for cross functional learning.

There are no legal obligations associated with this standard.