lecture 4 initiation
TRANSCRIPT
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PROJECT MANAGEMENT
Project Initiation
23/02/2016
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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$$ection of !asic infor'ation to %erfor' a
%re$i'inar" %roject feasi!i$it" assess'ent anddeter'ine %ossi!$e %roject costs and outco'es(%ositive and negative
Pre%aration of a for'a$ %roject %ro%osa$ for
consideration !" the %roject s%onsorsnderta#e a detai$ed %roject feasi!i$it" stud", ifre)uired
*ecide whether %roject shou$d !e %ursued, %ut on+
ho$d for a future ti'e or rejected
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e n a s ages o a%roject
Project &once%tProject Pro%osa$ .e)uestProject Pro%osa$Project reen ightProject *enitionProject A%%rova$Project ic#+o Project P$anProject A%%roach
-he rst ste% to an" we$$ 'anaged %roject isassessing the overa$$ !usiness need4
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Project &once%t
-he idea or the reason -he initia$ conce%t
It 'a" contain the fo$$owing
5usiness case5enets*escri%tion of a %ro!$e' or so$utions to a
%ro!$e'Initia$ esti'ation (genera$$" tentative
-he %roject conce%t can !e the resu$t of a
thought, a stud", a s%ecia$ 'eeting or an
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Pro%osa$s are the we$$ 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$s!
Project Pro%osa$
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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$
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.e)uest for Pro%osa$ (.8P
It consists of the fo$$owing7IntroductionExecutive Summaryinc$udes a su''ar" of the re)uester
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.e)uest for Pro%osa$ (.8P
%ua"ity Assurance Re#uirementsinc$ude an" and a$$ )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
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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@
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-he Initiation Phase of a Project(Awareness of the eed
A$$ %rojects are conceived and underta#en inres%onse to so'e need (%ro!$e', o%%ortunit" Binterna$, externa$, $ega$ and other4%he need can be commercial in nature & ore'ample, an automobile company see$s to bring
out a ne" ()* as it perceives a large mar$et ocustomers "ho "ould be "illing to purchase it, or asot"are company is as$ed by one o its clients todevelop an accounting sot"are or its organi+ation.
n the other hand, the need can be non-commercial & or e'ample, a municipal oce "antsto introduce a modern se"age system to reducehealth ha+ards or the ederal government "ants toconstruct a high"ay lin$ing major urban localities.
n /0 may initiate a project to provide basic
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-he Initiation Phase of a Project(Project Outco'es
A$$ %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
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-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$$" needed for the%roject in )uestion are avai$a!$e4
or e'ample, a fnancially robust and rapidly
e'panding computer company may have come up"ith several good ideas or advanced sot"are programs catering to dierent mar$et segments. %hecompany7s ability to underta$e the projectsconcurrently "ould be determined in large measure
by its ability to mobili+e the needed number o
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-he Initiation Phase of a Project(Project ;ta#eho$ders
A$$ %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$$ions4 -heir interest in andattitude and !ehavior towards the %roject in)uestion 'a" a$so var" considera!$"4
>hen initiating an" %roject, it is essentia$ that#e" sta#eho$ders are identied and their sta#ein the %roject docu'ented4
;ta#eho$ders can !e a great source of he$% B
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-he Initiation Phase of a Project(Project .is#s
.is#s are a dening e$e'ent of %rojects4 &o'%$ex%rojects in %articu$ar har!or nu'erous anddiverse ris#s and if these ris#s turn into events,
the" 'a" endanger a %roject4>hen initiating an" %roject it is essentia$ tounder+ta#e an initia$ ana$"sis of the ris#s inherentto the %roject, see#ing in %articu$ar to identif"
those ris#s that 'a" have a !earing on the%roject in the course of its $ife+c"c$e4
(uppose, a project similar in nature "as underta$en previously, then lessons learned rom ris$management on that project may be used or the
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Project Pre+8easi!i$it" ;tudies
A Pre+8easi!i$it" ;tud" is done with the%ur%ose of deter'ining whether or not it isworthwhi$e to %roceed with a detai$ed
8easi!i$it" ;tud" of a %roject4
Pre+8easi!i$it" ;tudies have Dex%$orator"Dfra'ewor# character !ut so'eti'es the"
evo$ve into fu$$+edged 8easi!i$it" ;tudies4
Pre+8easi!i$it" .e%orts are usua$$" of a(co'%arative$" short $ength and duration
than 8easi!i$it" .e%orts which ana$"Ce a
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=xa'%$es of a Project Pre+8easi!i$it" ;tud"
-he ;'a$$ 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$$owingareas7 Agricu$ture, car%ets,cera'ics, che'ica$s,
construction, dair", education,e$ectronics, entertain'ent,sheries, food, furniture, ge's? jewe$r", I-, $eather, $ight
engineering, $ivestoc#, 'ar!$e
htt%7//www4s'eda4org4%#/
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Project 8easi!i$it" ;tudies
A 8easi!i$it" ;tud" exa'ines at diverse issues,inc$uding the %roject
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Project &harter
According to the Project anage'ent Institute,the Project &harter is the docu'ent thatEfor'a$$" 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
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Project &harter
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Project &harterInfor'ation contained in B or referred to inother %roject docu'ents B the Project &harter'a" s%an the fo$$owing7
– roject 8ac$ground
–
urpose or underta$ing the project – roject 9ustifcation
– :e6uirements
– (ta$eholder e'pectations
rom the project – ssumptions and ;onstraints
– roject rgani+ational goals
–
(ta$eholder :oles and :esponsibilities–
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;tate'ent
•
roject 0oal andbjectives
• roject
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(i)erence *et+een t!ese t+o documents,
Pro$ect C!arter,
OFcia$ docu'ent created and a%%roved !" #e"sta#eho$ders, after %roject idea has !een identied4*eve$o%ed !" the cor%orate executive or s%onsor4*enes the res%onsi!i$ities and !oundaries of the%roject 'anager and the %roject4
Scope Statement,After the %roject charter is a%%roved, the %roject'anager can %roceed with $aunching tea' !ui$dingactivities and dening the sco%e of the %roject4
*ocu'ent that for'a$iCes references the sco%e ofever"thing that the %roject 'ust %roduce that is usedfor future decision 'a#ing4 *eve$o%ed !" the %roject'anager with his/her %roject tea' 'e'!ersActs as a res%onse to the ;%onsor/Project &harter
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enera$ $i'itations of theProject Initiation Phase
In the %roject initiation %hase, a t"%ica$ andserious $i'itation is the $ac# of avai$a!i$it" ofE)ua$it" infor'ationD which exists a!out the%roject B es%ecia$$" for co'%$ex %rojects and
%rojects of a #ind which have not !eenatte'%ted !efore4
At initiation a %roject
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