network

  

Definitions (2)
1. Computers: A group of interconnected (via cable and/or wireless) computers and
peripherals that is capable of sharing software and hardware resources between
manyusers. The Internet is a global network of networks. See also local area
network and wide area network.
2. Communications: A system that enables users oftelephones or data
communications lines to exchangeinformation over long distances by connecting with
each other through a system of routers, servers, switches, and the like.

Project Definition
 

Why, What, How?

How does a project get started?

How do you know what it is supposed to achieve?

How do you know what approach is required?

How do you know that it is a good idea in the first place?

How will you know if you succeeded?

 Business needs Project definition Project execution

Before you can effectively manage a project, there needs to be a shared understanding of that
project - its purpose, objectives, scope, sponsorship, funding and mandate. Some people would
define the project as not existing until it has an adequate definition. In the real world, projects
often need to get moving while at least some of these questions remain imperfectly answered.

That is particularly true for eProjects. The pace of eBusiness development means that no one will
be thanked for slowing the process down by demanding answers to difficult questions such as
"what benefit will you get?" That does not invalidate the issue - just the response. In an eProject
we need to allow for rapid project definition and approval, often with little more than a gut
feeling about the benefit or the way the project will evolve. The Project Manager still needs to
consider the issues and ensure there is the necessary degree of sponsorship and authorisation.
Much more responsibility will fall upon the Project Manager to keep track of the evolving
initiative and to report back on its potential benefits, successes, failures and risks.

Many organisations have specific processes and standards for requesting and evaluating a
project. There will often be norms for assessing the financial benefits, eg payback period,
internal rate of return, discounted cash flow etc. There may also be standard procedures for
presenting a business case and obtaining approval for the capital investment. Make sure you are
aware of any defined standards that apply to you.

Project sponsor

All projects have sponsors - people who see a need for change and have the authority to make
something happen. Without them, the project would not have been proposed. Make sure that you
understand who the real sponsors are and check that they do have the authority to propose the
project and the commitment to make it succeed. If they are not the right people, you probably
need to identify further sponsors who have that authority and commitment.

You need to ensure that the sponsors have enough authority or influence to undertake the work
and bring about the proposed change in affected parts of the organisation. For example, a new
business solution may not succeed if it is only sponsored by the IT Department and does not
have the support of the operational business units. Most often, the best sponsors are from the
business - leaders who want to change the way the business operates. As well as the original
sponsors, you may need to build supporting sponsorship across the organisation and at multiple
management levels. A significant project will normally require sponsorship from the
organisation's executive level. Such sponsorship is an important tool in Organisational Change
Management.

The sponsors may have already constructed a good definition of the project and have a clear
view of what is required. More often, they have an incomplete concept and no real feeling for
how it should be addressed or to what extent it would be beneficial.

The Project Manager needs to guide the sponsors throughout the project - they cannot be
expected necessarily to have a deep understanding of the issues. In particular, the project needs
to be clearly defined before the Project Manager accepts personal responsibility for its success.

Project Definition at project start-up

Here are the fundamental things that should be clearly agreed at the commencement of a project.
They form the basis upon which the project will be defined and measured. That means they also
form the basis upon which the Project Manager will be judged!

Mandate Is there a clear, reliable mandate for this project, ie:

 Do the sponsors have the power to initiate this project?

 Can the sponsors provide all the resources that may be
required (funding, people, time, etc)?
 Are there other people or bodies (internally or externally)
who need to agree?

Purpose and Is it clear what is the purpose of the project?

objectives
 Are we able to define clear, measurable objectives that
identify what is to be achieved?
 Are the objectives reasonable, achievable and
measurable?
 Do the sponsors and other stakeholders all understand
and agree?

Scope What is the scope of the project, for example:

 Is the project addressing the overall business change (ie

people, process and technology elements), or just the
technology?
 Which locations, divisions, departments?
 Will there be organisational change - restructuring,
revised responsibilities, new staff capability requirements,
 retraining, recruiting, redundancy, etc? Is that
organisational change to be seen as a driver for the
project or just a consequence to deal with?
 Which business processes? Do we wish to change those
processes or try to leave them the same? Is that process
change to be seen as a driver for the project or just a
consequence to deal with?
 Which existing processes and systems will be replaced?
Which existing processes and systems will be retained?
Which existing processes and systems will need to
interact with the new ones? Is the technology change to
be seen as a driver for the project or just a consequence
to deal with?
 Should the results be delivered as a single "big bang", or
could there be stages or phases of delivery?
 Is it clear what other projects or initiatives are in planned
or in progress that could impact upon this project? Will
they compete for resources? Will they make our business
solution a moving target? Will we require interim
solutions?

Benefit At the earliest stages of a project it will be very difficult to

establish a solid benefit case for the project. It is still possible to
identify the types of benefit that are expected. During the project
startup, the Project Manager will work with the sponsors to
define and agree a full model of anticipated benefits. These
benefits would not normally be limited to the financial bottom
line. They would include all types of benefit that are sought -
measurable / unquantifiable, financial / non-financial, internally
focused / externally focused.

The benefit model would normally be used to justify

commencement of the work. Beyond that, it forms an
important yardstick against which the project can be
assessed. It may form:

 the basis for change decisions during the project,

 a way of measuring the anticipated success of the project,
 the final assessment of the success of the completed
project, and
 a way to monitor the continuing performance of the
business function.

Timescales In what timescale should the benefit be delivered?

  Are there specific external requirements for timing, eg
new legislation, contracts with third parties?
 When do we expect to be able to commence?
 What is the initial expectation for the duration of the
project (and any intermediate stages or phases)?
 Over what period of time should benefit be assessed for
the purposes of prioritisation and the benefit case?

Control How will the project be managed and controlled?

 Who has ultimate responsibility, accountability and

authority for the project?
 Who handles day-to-day Project Management?
 Which people form the executive control body (eg
steering committee) such that they can deliver the full
stewardship, decision making, resourcing, and funding
that is required for or on behalf of the sponsors?
 How do these participants expect to participate, eg
frequency of meetings, format, formality, reports,
minutes etc?

Prioritisation, Do we definitely agree to start this project?

sanity check
and permission  Is it truly achievable? Can we get the people, resources,
to proceed funding, and technology that it will take?
 Are the main risks in doing this understood and
acceptable?
 Is it a good use of the organisation's limited resources
when compared to other potential investments?
 Is there an absolute commitment from the organisation's
leadership that this project should be initiated and that it
will get the degree of support it needs to succeed?

It is important that the Project Definition is fully understood and agreed by all persons
concerned. The details should be incorporated into a document which should be formally agreed
by the project sponsors and communicated to all interested parties. This document should also
provide a good source for communicating the project's definition, purpose and intended approach
to future participants and other stakeholders.

Many organisations have a standard name for such a document. You may hear it referred to as a
"Project Initiation Document" or "Project Charter". In the ePMbook we will refer to it as the
"Project Definition".
 

Project Definition at phase start

The Project Definition forms the project's definitive definition and mandate. It is used as a major
input to the detailed planning and resourcing that takes place as each phase of work is planned,
initiated and mobilised.

It is also important that the project's purpose and goals are communicated to the team members
and other participants. They need to understand the value and importance of their work. In most
cases it also improves their ability to deliver if they understand the "big picture".

Project Definition during the project

Remember that things change. The business changes; customers' needs move on; departments are
restructured; there may be mergers and acquisitions; there may be demands to cut costs or drive
change faster. At any time when the project's purpose might be challenged or the anticipated
outcome is significantly changed, the Project Definition should be re-examined to see in what
ways it has changed or should be changed to reflect the new circumstances. Where this has an
impact on the benefit case, approach, planning, timing, resourcing, or expected outcome, the
Project Manager will need to review and re-calculate the detailed changes and present a revised
definition for agreement by the project's sponsors and executive leaders.

Project Definition at phase end

Phase end is a good time to measure the success of the project to date. See how well the project's
original ambitions are being adhered to and how the anticipated benefit matches up to the
original definition. Report back successes, failures and revised expectations to the project
sponsors and executive. Give that feedback to the team as well so that they understand how well
they are performing and how valuable their work has been.

Where there has been some significant departure from the original intentions, the Project
Manager should investigate, review, analyse and report these conclusions to the project sponsors
and executive team, along with any specific recommendations or planning revisions. As ever, the
guiding principle should be to obtain the optimum benefit for the organisation.

Project Definition at project end

In all good projects, the leadership and participants take time to reflect upon successes and
failures. In particular, it is important to determine whether the defined project was successfully
completed - both in terms of the most recent definition and against the original intentions. There
are several reasons for this:

 to determine whether the work is really finished or whether further action is required
 to consider whether further initiatives should be defined to build upon the success of the
project
 to show that benefit has been achieved and that the project will generate value
 so that the success can be communicated both within the organisation and to external parties
such as customers, investors, suppliers etc
 for the organisation to learn lessons about this type of business initiative
 for the individuals to learn lessons about their strengths and weaknesses, and to identify
successful approaches to their work.