lecture 4 initiation

8/16/2019 LECTURE 4 Initiation

1/25

PROJECT MANAGEMENT

Project Initiation

23/02/2016


2/25

Initiation

Awareness of the need for change (situation,

context and recognition !" sta#eho$ders that on$" a%roject can !ring a!out the desired resu$t

&onsideration of %roject %ossi!$e o%tions

&o$$ection of !asic infor'ation to %erfor' a

%re$i'inar" %roject feasi!i$it" assess'ent anddeter'ine %ossi!$e %roject costs and outco'es(%ositive and negative

Pre%aration of a for'a$ %roject %ro%osa$ for

consideration !" the %roject s%onsorsnderta#e a detai$ed %roject feasi!i$it" stud", ifre)uired

*ecide whether %roject shou$d !e %ursued, %ut on+

ho$d for a future ti'e or rejected


3/25

e n a s ages o a%roject

Project &once%tProject Pro%osa$ .e)uestProject Pro%osa$Project reen ightProject *enitionProject A%%rova$Project ic#+o Project P$anProject A%%roach

-he rst ste% to an" we$$ 'anaged %roject isassessing the overa$$ !usiness need4


4/25

Project &once%t

-he idea or the reason -he initia$ conce%t

It 'a" contain the fo$$owing

5usiness case5enets*escri%tion of a %ro!$e' or so$utions to a

%ro!$e'Initia$ esti'ation (genera$$" tentative

-he %roject conce%t can !e the resu$t of a

thought, a stud", a s%ecia$ 'eeting or an


5/25

Pro%osa$s are the we$$ dened docu'ents,

usua$$" directed toward a %otentia$ s%onsor, suchas "our future !oss, a funding agenc", etc4 to!rie" out$ine7

1. the specifc objectives o project,

2. technical approach to be used in solving the problem or developing the product and3. the anticipated results o the project

and shou$d answer the fo$$owing )uestions71. Is the problem suciently important to justiymoney, company time, and your eort!2. Is the project "ell defned and realistic!

3. #ave you outlined a sound approach,includin our abilit to erorm the tas$s!

Project Pro%osa$


6/25

Project Pro%osa$

.89 (.e)uest for 9uotation.e)uest for an exact )uote for a

s%ecic service or ite'

.8I (.e)uest for Infor'ation -o garner infor'ation !efore sending a.8P

:erif" assu'%tions and certain

re)uire'ents;o$icit resu'es and tea' co'%ositions

($ega$ issuesOther !asic co''unications

.8P (.e)uest for Pro%osa$


7/25

.e)uest for Pro%osa$ (.8P

It consists of the fo$$owing7IntroductionExecutive Summaryinc$udes a su''ar" of the re)uester


8/25

.e)uest for Pro%osa$ (.8P

%ua"ity Assurance Re#uirementsinc$ude an" and a$$ )ua$it" assurance

re)uire'ents inc$uding %rocesses,%rocedures, and 'ethodo$ogies4

ud&etdetai$ the !udget that has !een esta!$ished

to co'%$ete the %roject4 4Sc!edu"e o' Events

inc$ude a schedu$e of events with ti'e$inesfor the %ro%osa$ through awarding ofcontract to vendor

Proposa" Temp"ateindicate whether a %ro%osa$ docu'ent

te'%$ate is inc$uded and an" instructions for


9/25

An =x%ression of Interest (=OI is a 'u$ti+staged%rocess4 An =OI is used to short$ist %otentia$su%%$iers !efore then see#ing detai$ed !ids fro'

the short$isted tenderers4 An =OI is genera$$"used when the infor'ation re)uired fro'tenderers is s%ecic !ut the agenc" is unsure ofthe ca%a!i$it" of su%%$iers to %rovide the

re)uired goods and services4A .e)uest for Pro%osa$ (.8P, on the other hand,can !e a sing$e or a 'u$ti+staged %rocess and isusua$$" used when the %roject or re)uire'ent

has !een dened, !ut where an innovative or

>hat is the dierence !etween

=OI ? .8P@


10/25

-he Initiation Phase of a Project(Awareness of the eed

A$$ %rojects are conceived and underta#en inres%onse to so'e need (%ro!$e', o%%ortunit" Binterna$, externa$, $ega$ and other4%he need can be commercial in nature & ore'ample, an automobile company see$s to bring

out a ne" ()* as it perceives a large mar$et ocustomers "ho "ould be "illing to purchase it, or asot"are company is as$ed by one o its clients todevelop an accounting sot"are or its organi+ation.

n the other hand, the need can be non-commercial & or e'ample, a municipal oce "antsto introduce a modern se"age system to reducehealth ha+ards or the ederal government "ants toconstruct a high"ay lin$ing major urban localities.

n /0 may initiate a project to provide basic


11/25

-he Initiation Phase of a Project(Project Outco'es

A$$ %rojects have outco'es that are rea$iCedsu!se)uent to their co'%$etion4 ;o'eoutco'es can !e eas" to )uantif" whi$e others'a" not4

roject outcomes may be positive andor negativeand multiaceted. or e'ample, the 4envisaged5outcomes or benefts o a provincial roadconstruction project connecting t"o urban localities

could be that transport bet"een these localitiesbecomes easier, 6uic$er and cheaper and leads toa increase in the volume o trade and investmentand economic prosperity. negative outcomecould be the project7s adverse environmentalimpact 4chopping-o trees, disrupting ecological


12/25

-he Initiation Phase of a Project(Project .esources

o %roject can !e atte'%ted un$ess the re)uisiteresources have !een 'ade avai$a!$e !" the%roject s%onsor and c$ient4 .esourceconsu'%tion u$ti'ate$" resu$ts in a nancia$ cost!ut even having a!undant funds does not 'eanthat the resources s%ecica$$" needed for the%roject in )uestion are avai$a!$e4

or e'ample, a fnancially robust and rapidly

e'panding computer company may have come up"ith several good ideas or advanced sot"are programs catering to dierent mar$et segments. %hecompany7s ability to underta$e the projectsconcurrently "ould be determined in large measure

by its ability to mobili+e the needed number o


13/25

-he Initiation Phase of a Project(Project ;ta#eho$ders

A$$ %rojects have sta#eho$ders4 It is not %ossi!$eto envision an" %roject without their direct andindirect invo$ve'ent4

Project ;ta#eho$ders 'a" range fro' ver" few innu'!er to 'an" 'i$$ions4 -heir interest in andattitude and !ehavior towards the %roject in)uestion 'a" a$so var" considera!$"4

>hen initiating an" %roject, it is essentia$ that#e" sta#eho$ders are identied and their sta#ein the %roject docu'ented4

;ta#eho$ders can !e a great source of he$% B


14/25

-he Initiation Phase of a Project(Project .is#s

.is#s are a dening e$e'ent of %rojects4 &o'%$ex%rojects in %articu$ar har!or nu'erous anddiverse ris#s and if these ris#s turn into events,

the" 'a" endanger a %roject4>hen initiating an" %roject it is essentia$ tounder+ta#e an initia$ ana$"sis of the ris#s inherentto the %roject, see#ing in %articu$ar to identif"

those ris#s that 'a" have a !earing on the%roject in the course of its $ife+c"c$e4

(uppose, a project similar in nature "as underta$en previously, then lessons learned rom ris$management on that project may be used or the


15/25

Project Pre+8easi!i$it" ;tudies

A Pre+8easi!i$it" ;tud" is done with the%ur%ose of deter'ining whether or not it isworthwhi$e to %roceed with a detai$ed

8easi!i$it" ;tud" of a %roject4

Pre+8easi!i$it" ;tudies have Dex%$orator"Dfra'ewor# character !ut so'eti'es the"

evo$ve into fu$$+edged 8easi!i$it" ;tudies4

Pre+8easi!i$it" .e%orts are usua$$" of a(co'%arative$" short $ength and duration

than 8easi!i$it" .e%orts which ana$"Ce a


16/25

=xa'%$es of a Project Pre+8easi!i$it" ;tud"

-he ;'a$$ and ediu'

=nter%rise *eve$o%'entAuthorit" has 'an" %re+feasi!i$it" re%orts re$ating to%rojects in Pa#istan which are

free$" down+$oada!$e fro' itswe!site4 -he re%orts s%an fo$$owingareas7 Agricu$ture, car%ets,cera'ics, che'ica$s,

construction, dair", education,e$ectronics, entertain'ent,sheries, food, furniture, ge's? jewe$r", I-, $eather, $ight

engineering, $ivestoc#, 'ar!$e

htt%7//www4s'eda4org4%#/


17/25


18/25

Project 8easi!i$it" ;tudies

A 8easi!i$it" ;tud" exa'ines at diverse issues,inc$uding the %roject


19/25

Project &harter

According to the Project anage'ent Institute,the Project &harter is the docu'ent thatEfor'a$$" authoriCes the %rojectD (so'eti'esca$$ed -he -er's of .eference

-he Project &harter %rovides the Projectanager and Project -ea' with the authorit" touse resources for the %ur%ose of underta#ing

the %roject4

-he Project &harter is usua$$" short and is issued!" the Project ;%onsor or a senior oFcia$

outside the $eve$ of the %roject organiCation4


20/25

Project &harter


21/25

Project &harterInfor'ation contained in B or referred to inother %roject docu'ents B the Project &harter'a" s%an the fo$$owing7

– roject 8ac$ground

–

urpose or underta$ing the project – roject 9ustifcation

– :e6uirements

– (ta$eholder e'pectations

rom the project – ssumptions and ;onstraints

– roject rgani+ational goals

–

(ta$eholder :oles and :esponsibilities–


22/25

;tate'ent

•

roject 0oal andbjectives

• roject


23/25

(i)erence *et+een t!ese t+o documents,

Pro$ect C!arter,

OFcia$ docu'ent created and a%%roved !" #e"sta#eho$ders, after %roject idea has !een identied4*eve$o%ed !" the cor%orate executive or s%onsor4*enes the res%onsi!i$ities and !oundaries of the%roject 'anager and the %roject4

Scope Statement,After the %roject charter is a%%roved, the %roject'anager can %roceed with $aunching tea' !ui$dingactivities and dening the sco%e of the %roject4

*ocu'ent that for'a$iCes references the sco%e ofever"thing that the %roject 'ust %roduce that is usedfor future decision 'a#ing4 *eve$o%ed !" the %roject'anager with his/her %roject tea' 'e'!ersActs as a res%onse to the ;%onsor/Project &harter


24/25

enera$ $i'itations of theProject Initiation Phase

In the %roject initiation %hase, a t"%ica$ andserious $i'itation is the $ac# of avai$a!i$it" ofE)ua$it" infor'ationD which exists a!out the%roject B es%ecia$$" for co'%$ex %rojects and

%rojects of a #ind which have not !eenatte'%ted !efore4

At initiation a %roject


25/25

-hat

lecture 4 initiation

Documents