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the best idea the team can come up with can be de ned and evaluated in the following steps.
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REVISE THE CONTEXT DIAGRAM AND DRAFT THE SCOPE STATEMENT AND PROJECT OVERVIEW
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I hope you took good notes during the brainstorming session. Now is the time to incorporate all of those notes into a revised and more detailed context diagram. You will also draft a scope statement and begin creating the project overview. All of these tools are described below.
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HOLD BRAINSTORMING AND DECISION MEETINGS TO EVALUATE THE IDEA (ITERATIVE)
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At the next set of meetings, you will present the ideas for improvement, but also for evaluation. Early in the session(s), get feedback as to whether people think the ideas are as good as they can be. When they are, begin to address the question of whether the idea is valuable enough to develop into a fullblown project. Methods for early cost and time estimation are given in 10.
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PREPARE THE END-OF-STAGE SCOPE STATEMENT, PROJECT OVERVIEW, AND CONCEPT DIAGRAM
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Write up the results of the set of meetings you just nished. If you are going to propose that the project move ahead, then take the time to do this carefully. Every hour of good work now goes a long way to preventing project disaster later. On the other hand, if you are going to propose shelving the project for later or canceling it, then a clear write-up without excessive detail is su cient. It is important that your write-up be clear because this idea may be reconsidered or a similar idea may be proposed in the future, and you will want people to be able to draw on your work when performing future evaluations. If a vendor s product, system, or service is part of your proposal, include their materials in your package. However, keep the focus on the value to your company and your customers.
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PART TWO A Project, Start to Finish PREPARE THE END-OF-STAGE PROPOSAL. IF THE PROPOSAL IS FOR CONTINUING THE PROJECT, PREPARE A BUDGET FOR THE ANALYSIS AND DESIGN STAGES
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At this point, as project manager, you are ready to present your company with one of the following four recommendations:    Go ahead with the project, approving a schedule and budget for the analysis stage, and perhaps also the design stage and the entire project. Continue further research in the concept stage. Shelve the project until a future date, or until a particular future event, when it should be re-evaluated. (For example, you might recommend waiting until another project is complete, and specialists on your sta have more time, and have the company re-evaluate it at that time.) Cancel the project, either because it will not work, because it will not add value to the company, or because it cannot be completed within a reasonable time and cost.
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If you are proposing that the project move ahead, then it is best to prepare all the documentation necessary for an e ective project launch. A thorough scope statement and initial project overview, accompanied by a clear context diagram, are invaluable. You will probably also need to prepare a presentation including a brief statement of goal and purpose (small enough to t on a cocktail napkin), and a business case demonstrating the nancial value of the project. Discussions of tools for demonstrating nancial value, such as Return on Investment (ROI), can be found in 10.
THE GATE AT THE END OF THE CONCEPT STAGE: HOLD FORMAL MEETINGS TO DECIDE IF THE PROJECT SHOULD BE DROPPED, OR SHOULD MOVE AHEAD INTO THE ANALYSIS PHASE
During the process of de ning the stakeholders, you probably have identi ed all of the key players essential to project success. For the project to move ahead, you will need clear commitment from a project sponsor at the executive level who has the authority and nancial resources to back the team and
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