You wouldn't expect to hit a target if you couldn't see it. Similarly, you can't expect to meet project objectives if you don't have a clear definition of what these are. At the start of the project it is common for different people to have different ideas. The process of Project Definition is all about distilling the many views, opinions and perspectives into a common consensus that describes key information about the project. These are:
- the project's objectives and scope
- timescales, budget and functional requirements
- the expected benefits and the business case
- the demarcation of duties between all parties - including third part suppliers and the users!
- risks, constraints, external influences and contingencies for dealing with them
- assumptions made
- key success factors
- the approach to be adopted
- deliverables or products that must be produced
- project interdependencies
- communications policy
- criteria for project completion and acceptance
Unless the above has been documented, communicated and agreed by all relevant parties, the project risks being out of control from the very start. The following will almost certainly arise (not might):
- disputes concerning who does what - especially in the areas of delivery and testing
- disputes over whether the delivered system is what the client expected - and who pays to put it right
- key decision makers not finding the time to attend key meetings and delegating their responsibilities to more junior personnel - then overturning that decision some time later
- refusal to accept and to sign off key documents and deliverables
- disputes over whether a particular payment is due and how much that should be for
These can and must be avoided as they will cause conflict, add to the cost, reduce quality and take longer than necessary. Our services are designed to take a team through the necessary steps including facilitated workshops leading to Project Definition in the form of a Project Charter, Project Definition Document or Project Initiation Document etc
