Preparation of project
| Preparation of project |
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| See also |
Preparation of project - assumptions
The preparation of the project assumptions is, according to Prince2, the first process in the project. There are basics created in it to support the decisions made. Main features of preparation of project assumptions:
1. Establishing a project management team - designing a project management team should be designed and, where possible, appointing its members
2. Determination of project objectives - Costs, time, labor intensity and any restrictions on resources should be determined and taken into account.
3. Determining the method of providing a solution - a procedure to be followed in the short, medium and long term. The result will be the basis for the project plan.
4. Minimizing risk - the benefits that the project's result will bring along with the probable risks should be considered as early as possible.
5. Planning the work needed to prepare the project plan and control elements - you must get management's permission to initiate the project. If the proposed project is approved, a detailed plan of action will be needed, as well as details of deadlines, labor intensity and costs.
Stages
The method of starting the project is a matter considered by many managers who are asked by clients to prepare preparation plans. "Designing project assumptions" consists of a series of smaller processes:
1.Appointment of the chairman of the steering committee and the project manager
The decision-maker (chairman of the steering committee) and the planner (project manager) are required to carry out the project. These two people will jointly organize the project, creating appropriate documentation supporting the decisions made, which consists of: "Basic project assumptions", "Project management team", "Implementation formula", "Plan of project initiation stage".
2.Designing a project management team
The project management team is a group of people who is responsible for planning, managing and controlling the project. Define the roles and responsibilities of each team member (including the steering committee). The management team is created by the chair and project manager.
3.Appointment of project management team members
Appointment of members is the responsibility of the chairman. Then the responsibilities of the members are finally agreed.
4.Preparation of the basic assumptions of the project
The basic assumptions of the project include requirements for the project - goals, scope, limitations, points of contact with the environment, etc. along with business justification. The basis is the information contained in the document "Order to prepare project assumptions". The order takes various forms: from the informal request of the manager to the formal request directed by the client to the potential supplier. The basic assumptions of the project are needed to obtain permission to initiate the project.
5.Determining the implementation formula
Identify the best approach to the project, discuss it and agree with the chairman of the steering committee. The formal permission to start the project from the "technical" side is the adoption by the steering committee of the document initiating the project. The implementation formula will be part of the "Project plan description" in the document and will be the entry to the "Project initiation" process.
6.Planning the project initiation stage
An appropriate plan is needed to allow the Steering Committee to authorize the development of an appropriate project initiating document (Project Baseline). In this process, a short-term plan for a specific product group should be developed along with the necessary activities. The processes "Planning" and "Stage planning" and "Product-based planning technique" will be used here.
"Preparation of the project assumptions" and "Project initiation" are of great importance in the success of projects according to the Prince2 methodology, which incorporates experience from many years of good project management practice and offers a flexible and adaptable approach to management.
References
- Ballard, G. (2006, July). Rethinking project definition in terms of target costing. In Proceedings of the 14th annual Congress (pp. 77-90).
- Whelton, M., Ballard, G., & Tommelein, I. D. (2003). A knowledge management framework for project definition. Journal of Information Technology in Construction (ITcon), 7(13), 197-212.
- Morris, P. W. (2005, May). Managing the Front End: how project managers shape business strategy and manage project definition. Project Management Institute.
