THE PROJECT DOCUMENT ROADMAPPurpose. Permission. Progress.
Clear decisions.
Confident delivery.
The right documents, at the right time. Explore the project journey and use the editable templates at each step.
Three foundations
A practical baseline for multi-team delivery. Agree the document set and approval route with the sponsor at the outset.
Select a stage. Open a document card to preview its Word, PowerPoint or Excel template.
Use the client’s required approval route. The FBC gate comes at the appropriate commitment point; the five-stage roadmap is a delivery overview, not a procurement timetable.
01 / Start
What needs to change?
Agree the problem, the sponsor and the permission to explore it.
02 / Appraise
Is this the right investment?
Compare credible options and make the decision transparent.
03 / Mobilise
Are we ready to deliver?
Turn an approved direction into clear responsibilities, controls and a realistic plan.
04 / Deliver
Are we on track—and what needs a decision?
Use a small set of live controls to make progress visible and resolve issues early.
05 / Realise
Has the change landed—and is it making a difference?
Transfer ownership, confirm what has been achieved and keep benefits under review.
Keep the case alive. Revisit the justification, benefits, risks and stakeholder needs at every decision point. A gate can mean proceed, revise, pause or stop.
Alongside project governance
Agree the engagement.
Proposals, quotes and statements of work define the consultancy engagement. They support—and may be needed before—the project stages above.
Behind the engagement: consultancy operations
Internal controls for a well-run consultancy. Keep client data, pricing and completed records in your agreed secure workspace.
How to use this roadmap
This is TMPM’s recommended document pathway. The client’s governance, delegated authority and contract determine the actual approval route. The scale choices suggest a starting point; they do not set financial thresholds or remove required controls.
Focused assignment: combine the mandate and discovery brief where useful; use a short justification and a proportionate PID. Include stakeholder, financial or quality controls whenever the work needs them, even if not shown in the lighter view.
Managed project: retain distinct authorisation, investment and delivery decisions, with linked live controls. An OBC/FBC sequence is only needed where the investment route calls for it.
Major investment: use staged cases where required and agree finance, commercial, clinical, information governance, equality and other specialist reviews with the client. For a programme, add programme-level governance and a programme business case.
Every controlled document: record the project, owner, version, status, approval, decision date and next review. Link to a single agreed source of truth.
Business-case reference: HM Treasury guidance on developing business cases. Governance design and document descriptions are a TMPM toolkit recommendation. Reviewed September 2026.