Introduction
For an assignment which feeds into the project we suggest that it is initially qualified against any business and organisational fits.
You can do this by using the assessment techniques such as Rummler Bache Critical Success Factors, BCG and Product Life Cycles, S WOT and PESTLE, MANDACT and the Business Activity Models.
Once done then you can scope the project to support the assignment. We consider that as Scoping is a key aspect of a full project definition it is better to deal scope as one of six elements. The ISEB syllabus, however just mentions
scope.
The six elements of Project Definition are the goals, objectives, scope, structure, organisation and responsibilities.
The purpose of Project Definition is to define the shape of the project, how it will be managed and the criteria by which the project can be judged successful.
Before formal Project Definition begins make sure that the following exist
- Sponsor
- Project Manager (Could be you as the Consultant or could be one of your staff)
- A project proposal,
- Business sanction.
The main items in the Project Definition are:
- G oals and
- O bjectives,
- S cope,
- S tructure of work,
- O rganisation and
- Responsibilities,
- R isks and
- A ctions,
- C ontrol
- S ystems
Definition will usually involve confirming and refining the outline definition and Business Case produced during Inception.
The Project Definition is documented and accompanied by a Business Case (normally including an Investment Appraisal), a Project Plan, giving a time schedule and resourcing information, and arrangements for filing of documentation and storage of other deliverables.
You need to develop a communication Plan showing communication required with all stakeholders. It will include the purpose, the objectives, the timing or frequency, the method of communication, and location where appropriate. The
sender/originator and recipients of the communication will also be identified.
Goals
2.1 Introduction to Goals and Objectives
Before we can hope to demonstrate success we must establish what the criteria for success are. Too often in project work this is left until the project is nearing its conclusion. Then we sometimes discover a gap between what the client wants and what we propose to deliver. This gap usually arises because the original requirements were too vague – they
allowed too much room for interpretation. The onus is on the Project Manager to identify exactly what it is he must achieve to be deemed successful – this we will call the project objectives. The criteria they are usually given are much more vague and relate to the relationship of the project to the business strategy. These we will call business goals. Of
course sometimes the Project Manager will be given some clear project objectives. He should still attempt to verify that the list is complete and ensure that they understand the business goals.
2.2 Defining Goals
Goals usually answer the question “Why are we doing it?” In other words they represent the purpose:
- Usually qualitative,
- Often associated with strategy and general benefits,
- Often shared with other projects,
- Give a sense of purpose,
- They are needed as a context for the definition of objectives,
- Should be given to the project, not normally devised by the project(though the project may be first to state them formally).
Objectives
Before any commitment can be made by the Project Manager in terms of timescale, budgets, resource requirements etc, they must establish clear project objectives. Of necessity these objectives must be agreed with the Sponsor and
some negotiation may be involved.
Objectives answer the question “What do we have to do ?”
- Must be measurable ie quantitative,
- Achievable by your project alone,
- Must be demonstrable, ie can be proven and judged at the conclusion of the project,
- Basis for judging success,
- Belong to the whole project; not to a sub-project (these will have their own objectives),
- Relate to end products.
Be “S.M.A.R.T.” when it comes to project objectives. Ensure they are:
- S pecific (to the project)
- M easurable
- A chievable (by your project alone)
- Relevant (to the business goals and objectives)
- Trackable
A list of objectives can be checked for completeness by ensuring it answers completely the following questions:
- What have we got to accomplish?
- How will we know when we have finished?
- How will we know whether we have succeeded?
Scope
It is essential that your clients aren’t led to believe they will be receiving more than you propose to deliver. It is also important where a number of projects are running together and/or in conjunction with Business As Usual that no essential work is missed and no work is duplicated.
The scoping statements:
- Define the extent of project activity.
- Help to describe the objectives more precisely.
- Describe what the project is doing but also what it is not doing.
- Define the boundaries between the project and other projects and Business As Usual activity.
The project scope is often a positioning statement, which may result in negotiation between the Sponsor and the Project Manager. The important thing is to ensure that, at the outset, no one expects the project to deliver more than the Project Manager intends to deliver. If you believe there is room for misunderstanding about what is going to be produced, use the scoping statements to eliminate it.
Structure
5.1 Introduction
Each project should be as independent as possible from other projects. Very large projects should be divided up in some way. It is often convenient to divide a project into stages eg a 90 mile stretch of motorway might be built in 3 thirty mile stages being brought into use oneafter the other. The construction of a building might go through such stages as Design, Construction and Fitting Out.
5.2 Sub-projects, defining sub-projects:
- Tasks demanding complementary or related skills (eg Architects and Builders together on building design),
- Tasks belonging to one functional area (eg Training),
- Team members in one geographic location,
- Team members belonging to the same department/”line” group,
- Normally carried out in parallel with other sub-projects,
- Possible for the Team Manager (see later) to give a firm commitment to success,
- Possible to define objectives unique to the sub-project,
- Not too much for one manager.
But not too many and not too small.
5.3 Stages, defining stages:
- A part or the whole of a project’s or sub-project’s work,
- Should be a logical step within the sub-project,
- Small enough to be planned in detail (1 to 4 weeks),
- Possible to define objectives unique to the stage,
- Must produce a significant deliverable.
Above all a stage must be manageable. Not too small nor too large.
5.4 Structuring
Sub-project and stage objectives usually define intermediate project deliverables and can only be defined once the overall project work structure has been determined. They are often closely dependent on the approach being used to tackle the work.
Sub-project and stage work must be scoped in a similar fashion to the overall project work scoping.
Organisation and Responsibilities
Sponsor (also known as Business Sponsor, Project Sponsor, Executive Sponsor)
A senior manager who assumes “ownership of the project” on behalf of the business. He must ensure that the project’s objectives are in accordance with the business strategy. The Sponsor may delegate part of his role to another individual, sometimes known as the Project Director or to a Project Board
Project Manager (Consultant?)
Responsible for managing the achievement of the project objectives. The Project Manager manages the project on a day-to-day basis.
Team Manager
On larger projects it may be necessary to appoint one or more Team Managers. Their role will be very similar to that of the Project Manager.
Financial Reviewer
Approves the original Business Case and reviews the cost/benefit analysis at each Management Decision Point, independently of the Project Manager.
Line Managers
Responsible for providing skilled resources.
Project Support
Assists the Project Manager and other team members with administration
Project Steering Committee
Chaired by the Sponsor, the Steering Committee is normally composed of representatives of those departments affected by the project. It is responsible for agreeing requirements, establishing priorities, and for allocating resources, but not for managing the project.
Risks, Actions and Control Systems
The remaining sections from GOSSORRACS acronym are dealt with in ore detail in relvant sections, but in summary highlights how you manage risks, take effective actions and how to maintain control.