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           Key points for the concept stage Resources for the concept stage Roles in the concept stage Inputs for the concept stage The process of the concept stage Outputs of the concept stage Key tools for the concept stage Key concepts for the concept stage Our case study: Is it time for home theater Your project for learning Questions for learning
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Key Points for the Concept Stage
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The key points we want to look at for the concept stage are:      Project work vs. project management Brainstorming to improve ideas as a team Winnowing to select the best ideas Evaluation by stakeholders De ning project scope
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PROJECT WORK VS. PROJECT MANAGEMENT
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In project management, we are planning and managing the work of the project. What exactly are we managing Stage by stage, what work is done
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CHAPTER 5 Concept
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on a project, excluding project management Table 5-1 answers that question. Table 5-1 illustrates several key points about requirements gathering and project management:  The deliverable of each step is the starting point for the next step. Therefore, if each step is done well, the next step can succeed.  Good work on a later step cannot always nd and x problems due to poor work on an earlier step. For example, it is possible to design a system exactly to the customer requirements without ever discovering that the customer requirements are wrong to begin with. Then we build and test the design. When we deliver, we have got a working system that does not do what the customer wants and needs. In fact, this happens all too often.
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Table 5-1
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The work of the project, by stage, with deliverables.
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Stage
Task (job to be done)
Deliverable (document or result) Goal and purpose
Concept
Get an idea of what the customer wants and why Learn exactly what the customer wants Make a picture of a solution that will give the customers what they want Make the product or service the customer wants and test it Give the product to the customer and make sure it works Formal close of nancial and legal issues, reassignment of team
Analysis
Requirements speci cation Design speci cation
Design
Development
Product or service
Transition to production Project close
Working supported product or service Project lessons learned
The project ends here Production A product or service providing value greater than its cost operating in the production environment Value each year of operation
PART TWO A Project, Start to Finish
When the work is done well, there is a logical progression. The customers de ne value in general, and then tell us what features will be valuable. We design a product or service with those features. We build the product or service, and test it to make sure the features work. We give it to the customers and make sure it works as planned. The customers use it, and receive the value they asked for in the rst place. Although there is a logical progression, each step is a creative response to the inputs, and is not directly derived from them. A custom-designed house for a family of four does not have four rooms. It has the rooms necessary to give the owners of the house what they want, whether that is six rooms, or ten, or more. On every project, the design must provide all of the functions the user has speci ed, and also meet other requirements, but the design is its own creative product as well. Project management guides this entire process, ensures quality, manages time and cost, and clears the way by reducing risk. Within project management speci c areas of knowledge have speci c functions. Each one applies in every stage.       Scope management de nes the big picture, creating the space in which this detailed speci cation can be created and, if necessary, modi ed through change control. Quality management ensures that the speci cation is accurate, and then ensures that the system meets or exceeds the speci cation. Communications management helps ensure that the speci cation is complete and accurate, and also keeps customer and stakeholder expectations in line with speci cations. Human resources management supports the team in doing the work. Procurement management helps with cost control, reduces risk, and extends the team outside the borders of the company. Project integration management ties all of this together by ensuring that we do all the work of project management appropriately, so that the project will succeed.
In the concept stage, it can be hard to separate project work from project management. As we de ne the goal and value, we are both de ning the product or service itself, and also de ning project scope. In analysis, there is some division of the work of the project, requirements speci cation, from the work of project management, communications and scope speci cation.
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