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Key concepts in the project overview
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In this section, we de ne key terms in the project overview, and identify best practices for gathering this information for those items that need to be complete in the concept stage. Purpose The purpose of a project is the reason why the organization should invest money and resources in the project and commit to it. Hard dollar value refers to a value that can be calculated as a change to net revenue, that is, either an increase in revenue, or a decrease in costs. Other Hard value, especially for not-for-pro t and governmental organizations, includes the ability to continue operations and ful ll key mission objectives.
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Table 5-3
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PART TWO A Project, Start to Finish
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Project overview with eld de nitions.
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page 1 Project name A short descriptive name recognizable to all stakeholders. Project sponsor (customer, executive level) The highest executive involved on the customer side. Project lead (customer, managerial level) The manager of the customer group primarily responsible for the project. Date created For this document. Date revised Most recent change.
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Project manager The person who manages the project team on a daily basis.
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Short purpose The primary nancial and other bene t to the organization, in 80 characters or less.
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Purpose The hard-dollar value and a description of all the types of hard-dollar values on this project. A description of the soft-dollar bene ts of this project.
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Goal and inclusions A high-level description of what the system will be, who will use it, and what they will accomplish. A description, either conceptual or brand name, of any architectural, platform, and programming language decisions. A list of features and functions. A list of user classes, and what each user class will do. Any other information regarding scope inclusions is added as it is determined. Where appropriate, split stages of delivery, and describe what will be included in each stage.
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Key exclusions In each area where there are inclusions, also list exclusions, items that will not be included in the project. De ning these out-of-scope items clearly de nes the context boundary very clearly. Add any items requested by users that are out of scope.
CHAPTER 5 Concept
Table 5-3 Project overview with eld de nitions (Continued).
page 2 Project name: Initial environment Problem to be solved. What problem exists now which will be solved by implementing the new system What work cannot be done, or cannot be done well, until the new system is in place Business processes. All current business systems that will be changed or replaced by the new system. The current form (manual or electronic, and in what formats) of information that the new system will hold. Customer description. If the customer is a separate company or companies, or a set of consumers, write a description of the customer as user, and buyer/decision-maker, and a description of any relevant elements of their business environment or life situation. Computer systems and other equipment or facilities. All systems that will be replaced by, or interact with, the new system. Include hardware platforms, operating systems, and data management systems. Also include user interfaces and systems that will receive or send data through import/export functions. If the existing systems are documented, a reference to those documents should be included here. Risk evaluation. What elements of the initial environment are undocumented or unknown What things might we nd that would create problems for the project Desired delivery date (imposed) From the customer. Required delivery date (imposed) From the customer, and a xed requirement. Estimated delivery date Calculated for this project. Desired budget maximum (imposed) $ from the customer. Required budget maximum (imposed) $ from the customer, and a xed requirement. Estimated budget maximum $ calculated for this project.
Assigned account code(s) or other accounting approval information Any information you need in order to be able to assign time, money, and purchase requisitions to the project. Other constraints (operational limitations which cannot be changed by the PM) Any rules of the game for the project, such as accounting and purchasing rules, or external regulatory requirements, or safety requirements, or management procedures, which must be followed during the project. Key assumptions (operating procedures set by the PM, which the PM could change, but which team members should follow unless the PM changes them) Any decisions made by the project manager that will guide the work of the team. This might include choice of project life cycle, status report methods, weekly and other meetings, choice of tools, and documentation standards.
Table 5-3
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