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CHAPTER 5 Concept
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The Process of the Concept Stage
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The work to be done in the concept stage can be broken down into these steps: 1. 2. 3. 4. 5. 6. 7. 8. 9. Write down the idea. Create a context diagram. Identify stakeholders and modify the context diagram (iterative). Hold brainstorming sessions to re ne or rede ne the idea and modify the context diagram (iterative). Revise the context diagram and draft the scope statement and project overview. Hold brainstorming and decision meetings to evaluate the idea (iterative). Prepare the end-of-stage scope statement, project overview, and context diagram. Prepare the end-of-stage proposal. If the proposal is for continuing the project, prepare a budget for the analysis and design stages. 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 stage.
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Any step marked iterative may be repeated more than once in a cyclical fashion. Let us look at each of these steps in greater detail.
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WRITE DOWN THE IDEA
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It has been said that any idea that will sell can be explained on a cocktail napkin. Another way of thinking of this is that, if you want to sell an idea, you had better be able to explain it on a cocktail napkin and make it exciting. Entrepreneurial executives and investors want to know what it is, and why it will make a di erence. The focus should be on customers and value. If the initial idea is technical, it will take a good deal of work to de ne the business value of the idea. If the initial idea is from the business or marketing side, it may take quite a bit of work to determine technical feasibility. In either case, the project overview will help a great deal in this process, and the brainstorming processes will have everyone helping you improve the idea before it is evaluated. We can create shorter documents, including a one-page executive summary, from the project overview. The project overview is the core of all the
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PART TWO A Project, Start to Finish
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other documents, such as task lists, budgets, schedules, and risk plans, that we will create if the project goes ahead.
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CREATE A CONTEXT DIAGRAM
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The context diagram, described below, is the most important tool of the concept stage. It shows how this idea ts into your company and into the systems used by your customers. In creating the rst draft of the context diagram, your own best idea is good enough. That picture will identify potential stakeholders. You can contact them, and have them correct the diagram and help you identify other stakeholders. The context diagram will also begin to de ne the inclusions and exclusions for the product or service you are proposing.
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IDENTIFY STAKEHOLDERS AND MODIFY THE CONTEXT DIAGRAM (ITERATIVE)
The context diagram will contain the names of customers, systems, and organizations that will use or be a ected by the new product or service. Looking at those customers, systems, and organizations, ask who is responsible for them and who knows most about them. Explain to each of them the idea on which you are working. Ask if they are the right person. If they are, then have them help you re ne and improve the idea. Whether the person you are speaking to is the right person or not, ask who else you should talk to. Find and talk to all the right people. As you do this, revise the context diagram and build a list of stakeholders.
HOLD BRAINSTORMING SESSIONS TO REFINE OR REDEFINE THE IDEA AND MODIFY THE CONTEXT DIAGRAM (ITERATIVE)
As you talk to people, you may nd that the idea is good and workable, or that it does not seem to be. Or you may nd that it is not clearly de ned yet. In any case, prepare and hold a brainstorming session. During the session, the idea may change, perhaps almost beyond recognition, or give birth to other ideas. That is exactly what should happen. In brainstorming, the goal is not to accept or reject the idea, but to improve or transform the idea, so that
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