Your statements about the management of the project may focus on the key methods of coordination and decision making. This approach could include the formation of a coordinating body that represents the many interests involved; it also helps shape the project, and guides it through the complex world of power, politics, and bureaucracy.

A project director must take responsibility for the project, manage the activities, and direct the staff. Your project director must be capable of implementing the project effectively, and be acceptable to all parties involved in the effort. The qualifications and responsibilities of the project director must be carefully described in the business case.

Pay special attention to the "people" components associated with your initiative. Explain how you will deal with the general shortage of IT professionals and the fierce competition for skilled people posed by the private sector.

Describe how existing staff in every specialty will be prepared for changes by orientation, training, peer consulting, or other methods. Identify functions that are likely to be outsourced or handled by consultants and how these will be managed. Pay attention to internal competing or shifting priorities for human resources.

Consider the management approach for the project in terms of project management and human resources implications. If this is a collaborative, interorganizational effort (as more and more government initiatives are), relationship development, joint decision making structures and rules, and a variety of communication methods will be needed. These needs, in turn, suggest the kinds of staff skills and management techniques you will require.