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IDENTIFY STAFFING NEEDS AND PLAN FOR THE PROJECT TEAM
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At this point, you have a very clear picture of the project and the product or service you are creating. On a medium-sized or large project, you already have some members of your team. Now, it is time to de ne the team the project needs to succeed. Identify skills and abilities necessary to complete the project. Identify people (employees, consultants, or vendors) who can provide that expertise. Build an initial sta ng plan.
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PREPARE A DETAILED PLAN AND BUDGET FOR THE DESIGN STAGE
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In analysis, we still cannot prepare a detailed work plan for the entire project. That does not come until we are designing the product or service and the
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PART TWO A Project, Start to Finish
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work to be done, in the design stage. But we can, and must, prepare a detailed plan and budget for the design stage itself. We de ne who we will need and make sure they are on the team. We create a detailed work breakdown structure, and build accurate time and cost estimates.
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PRESENT ALL DOCUMENTS TO THE CUSTOMERS, REVIEW AND REVISE
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Now it is time to present all project documents to the customer in a proposed nal form. Each customer representative should review all documents relevant to the group he or she represents, as well as the general overview. Peripheral stakeholders should review only the documents relevant to the speci cation that a ects them. The project sponsor should review and approve the overall project plan, budget, and schedule. If any changes are requested, make them and con rm them with other stakeholders. During this review, some people will see the plan for the rst time. Make sure they understand it and know how to work with it. Others will be seeing it a second time, having seen it during the concept stage. For them, be sure to note any signi cant changes in plan that have happened since they approved the concept.
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OBTAIN FORMAL APPROVAL FOR THE END OF THE ANALYSIS AND THE BEGINNING OF THE DESIGN STAGE
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When all changes are made, return to the project sponsor to get approval to move ahead with the project in the design stage. However, if the business case has faltered, and the project does not show su cient value over cost, this is a good time to cancel the project.
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Outputs of the Analysis Stage
At the end of the analysis stage, you have prepared a thorough, but high-level plan for the project. You have a complete, detailed requirements speci cation for the product or service. And you have a large number of supporting documents. Here is the complete list:
CHAPTER 6 Analysis
 A complete business case, including the statement of value and scope statement, supported by a cost/bene t analysis or return on investment (ROI) calculation.  A complete project overview.  A schedule and budget for the design stage.  A stage and milestone plan for each project stage.  A list of architectural requirements including: a decision on, or a set of questions to be resolved in design that will determine the conceptual architecture; a decision on, or a set of questions to be resolved in design that will determine the speci c (brand name and physical) architecture.  A functional and technical requirements speci cation including the context diagram, speci cations appropriate to your project, and possibly a prototype.  A draft support plan, or notes towards one.  A draft training plan, or notes towards one.  An initial risk plan, or notes towards one, including a record of risk management activities already performed.  Notes towards a quality plan.  A list of current and potential team members and their roles.  A list of all stakeholders and contacts.  A well-organized le of working notes. We bring all of these for review by the sponsor, the customers or customer representatives, and the other stakeholders. When all is approved, and the sponsor allocates the budget and assigns the team members, we can begin the design stage.
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