ࡱ> TVSa %(bjbj 8HF\F\\X X 8<XD%%%%%%%%'@*%%%%%r;$T;%0!WGF$o%%0%$*^*;%*;%4%%%*X > : Project management - an overview Project start-up / project initiation document - template Information To get the project under way and get agreement from all concerned about how to proceed, a document that's generally known as a project initiation document should be written. This document provides a clear, accurate definition of what the project is, how it will be carried out, who will do the work and other details. It is the result of your initial planning and discussions, and should reflect what has been agreed at those earlier stages. This document is the essential reference for the project work and has a near-contractual status, whether the project is internal, whether you are working with an external supplier, or whether you are doing the project for a client. It should be signed by all stakeholders to show agreement that the project is to go ahead on the understanding shown in this document. Any divergence from this document is often dealt with by formal procedures often referred to as change control or change management - an acknowledgement and agreement (including agreement to any additional costs) that the project requirements or deliverables have been changed compared to what was originally specified in this document. Information from a project scope document (see separate template) can also be included in this document. The section headings in this template are the most commonly used for any type of project. Depending on the nature of your project you may need to have additional sections. For example, a project to upgrade a business' website should contain information on technical requirements, a suggested minimum specification for users' computers, the programming language that will be used, a testing strategy, etc. It is important to note that all projects are different and require different amounts of detail according to their complexity. Many formal project management processes were originally developed for use with very large and multi-strand projects such as those in construction and technology. Always limit your documentation and management to a level that's appropriate for your particular project. The project management sector has developed processes, tasks and terminology that you may not be familiar with. If you're new to working with a project manager who follows a formalised project management system, make sure you ask them to explain any unfamiliar terms or even to avoid using such jargon from the outset. Template document begins on next page  Project initiation document [Project name] [Date] Insert table of contents if required Project background / introduction Give a brief overview of the background to the project and why it is being carried out. You dont need to go into detail here. Business case / Benefits of doing this project Describe why you are doing the project and list the benefits to the business. Objectives and scope [or include / link to the project scope document] What are the objectives for this project? This can be a single statement or may be more detailed, eg listing each specific objective to be achieved. You should try to keep to no more than five objectives. Deliverables / outcomes What the results or output of the project are, or the end result. Try to describe a tangible output such as the creation of new marketing information, product photography completed, new software uploaded to relevant computers, etc. Constraints Constraints are the factors that will affect how and when a project will be done, such as a delivery date, the budget, etc. You may not always be able to specify the cost - for example, if you are refitting premises, you may not have a final cost from all contractors because a certain amount of uncertainty is inevitable until work commences - for example, the need to install new lighting might reveal the need to replace some or all of the existing electrical cabling to meet current requirements. For situations such as this, you could indicate a likely cost range or your total maximum budget, including any contingency sum. Time: for example does it have to be completed by a certain date, eg to meet a delivery deadline? Costs: for example the total maximum budget Resources: the people required to complete the work on time Assumptions List here any assumptions you have made about the project and which have influenced the approach you're taking, such as: "We expect most customers will access the new website through a broadband connection, so high-resolution graphic images we'll use in the product catalogue will load/display quickly" "The schedule assumes that the fit-out of the new premises will have been completed by 15 August 2011 to enable the full move to take place week commencing 21 August" Time and cost estimates In this section, you should list initial estimates for key tasks or parts of the project (or known prices, eg from an external supplier who has already quoted for their part of the project). Key dates / milestones Particularly on larger projects, there may be a number of key dates by which certain tasks or parts of the project must be completed - either as part of a phased delivery or because something must be completed in order for something else to happen. In the example of a move to new premises, machinery, equipment or computers must be installed before staff can be moved. In a project to launch a new retail website, all product photography, descriptions, price details and other content creation has to be completed before the upload and test stages can begin. Schedule and project plan It is enough here to refer to more detailed documents that are likely to be held separately and in more detail (see separate example of a project plan and schedule). Key success criteria This section should show how you will measure the success of the project - eg "Launching the new website will result in sales increase of 15% in the first year". Risks - analysis, prevention, management and monitoring In this section, you should show that you have considered what risks might arise, what you can do to prevent risks or reduce their effect on the project and how you will monitor them. Describe any risks you feel could affect the project, whether internal or external. There will always be risks but not all risks will have an impact that would be detrimental. It is important to consider the risks so that you can also plan how you can reduce or remove them and help to ensure the project's success. Describe any plans you have for what you would do if a risk materialised. You can also link to any risk control or monitoring documents, such as the risk register or risk log (see separate template). Reporting Describe here any progress reporting that's planned as part of the project - for example you may ask a supplier to report weekly or monthly so that you can assess their progress or team members might be asked to report on individual progress. Project manager / project lead If there is a project manager - whether someone in this role full time or someone acting in this position for the purposes of this project, state who this is and their responsibilities. The project manager is responsible for the day to day running of the project. Project sponsor State who this is and their responsibilities. Project board / steering group On larger projects, there may be a number of people involved at a higher level who are not directly involved in running the project but who have an interest or need to authorise some high-level decisions, such as additional expenditure. Delete this section if it isn't relevant to your project. Project team and roles List here all those working on the project, with brief details of their roles and responsibilities and their contact details. 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