Finding Web Writing Jobs

If you’ve decided that working as a Wahm writer is the best work at home job opportunity for you, then you’ll need to figure out how to get writing assignments. Fortunately, when you work as a web writer there is no shortage of job opportunities. It all depends on where you look and how much research you are willing to do.

Web writing can break down into several different categories. Before you begin looking for work, you’ll have to decide whether or not you want to get credit for your writing. If you insist on byline, you may have difficulty finding a lot of paying jobs. Byline jobs are out there if you look. However, the most money to be made is from working as a web ghostwriter.

Many Wahms find success with ghostwriting. When you work as a freelance ghostwriter you provide writing services for clients who will then use the work as their own. Ghostwriting as a Wahm is a lucrative opportunity, especially when you focus on web writing. For the most part, the Internet is a text and image based platform. Companies and individuals who run websites constantly need text to make their websites attractive to visitors. Since writing is something that a lot of people would rather not do, this leaves plenty of opportunities for people who love to write.

Web writing Wahms need only an Internet connection, e-mail address and word processing program to get started. Your own website is not necessary, but it adds a touch of professionalism to your writing business. However, when you are first starting out you can get plenty of work without having a website.

 

There are several different categories of web writing. When you see the term “content writing” you will normally be providing text for an existing or new website. Your writing will have to be engaging and clear for website visitors. Article writers concentrate on providing articles for websites, newsletters and blogs. Generally, articles for the web are between 400 and 800 words each. Any more than that is difficult for readers to sit through while looking at a computer screen. Copywriters are challenged with putting readers in the mood to buy. They write copy for Internet sales letters and marketing sites. EBook ghostwriters provide clients with full-length books on a variety of topics.

Wahms who write need to be professional in their online presence. This means spell-checking all writing, including e-mails to clients. It is also a good idea to get an e-mail address that is specifically used for your writing. A personal e-mail address with a goofy handle will make you appear unprofessional. Your first and last name or a combination thereof is a good choice for your web writing e-mail address.

Writing for the Internet has a few differences from writing essays in school or writing for print magazines. Readers online have short attention spans, and you’ll need to keep your sentences short and your paragraphs clear.

The other difference is the use of “keywords” in certain writing assignments. Keywords are words that have been selected by your client to be used in the article. These words have been selected because they are Internet search terms and your client wants their website to show up for those search terms. Keyword articles will require you to use the word or phrase a certain number of times in the article. Sometimes it can be difficult to use the words without making it sound forced. Experienced web writers have developed ways to make the keywords flow naturally into their articles.

Once you’ve gotten a few web writing assignments under your belt, you can decide what type of web writing suits you best. You can find work on writing message boards, freelance writing job sites and classified ad sites like craigslist. Whenever you apply for a job, make sure to include your contact information and a few well-selected writing samples.

Blogging for Wahms

Blogs are here to stay, and many Wahms are taking advantage of the trend. Making money with blogs is a popular choice for much work at home entrepreneurs. Blogs are simple to set up, and relatively easy to update. This is especially true when you compare blogs to other types of websites. Within just a few minutes, you can set up a professional looking blog for free and start your Wahm blogging business.

 

A blog is an easy to update website that looks sort of like a journal. Entries are made at a minimum of one each day, and the newest entries appear at the top. Entries are normally short articles of 200 to 500 words. Readers visit the blog or read the new blog entries through a blog reading program. Readers can also comment on entries and provide links between their own blogs and your blog.

 

With blogs, the opportunities are wide open. Choosing a blog topic is as easy as looking at your own life for inspiration. There are blogs about everything from celebrity news to bathroom cleaning tips. Before you start a blog, do some research on the Internet to see if people are interested in your possible blog topic. Your topic doesn’t have to be popular, but it does have to have a dedicated group of people who are interested in the topic.

 

When you pick a topic, make sure to stay within a fairly small “niche.” The term niche is used to describe a group of people who have a similar interest. There are big niches – like working at home – and small niches – like tips for training your cat to sit on the toilet. Try to find a happy medium between a popular topic and a niche interest so your blog has plenty of readers. Some topics like working at home or parenting are too broad and have too much competition for readers.

 

You can set up your blog through a free blogging platform, like http://www.blogger.com or http://www.wordpress.com. There are also a half dozen others to choose from. The blogging platform will walk you through making your first entry into your blog.

 

Once you’ve made a few entries into your blog, its time for you to actively monetize your blog. This means you’ll be making specific changes to your blog in order to make money. One of the most popular ways to gain income from a blog is by using a contextual advertising program, like Google AdSense or Chitika. Contextual advertising pays you for each time a reader clicks on one of the advertising links on your page. The advertising program will scan your blog entries for keywords, and then place advertising on your page that relates to your page content.

 

For example, if you have a blog on children’s television and write an article about Sesame Street, the ads appearing next to that article will have to do with that program. They might be links to shopping for Sesame Street items, or an ad for vintage Sesame Street collectables selling on eBay.

 

One thing to note with contextual advertising is that you won’t have to worry about placing the ads yourself each day. Once you enter the code on your blog, the program will automatically refresh the advertising when you make a new post. You will be paid several cents for each click. It doesn’t seem like a lot per click, but it sure does add up quickly.

 

Contextual advertising is just one way to make money from your Wahm blog. You can also make product recommendations and suggest information products (e-books) to your readers. Each time someone buys a product you recommend, you will get a commission. Many bloggers find that making gentle product recommendations throughout their blogs are a way to garner extra income.

 

Finally, some companies will pay bloggers to create posts that suggest certain products or services. These companies pay a few dollars per post, and are fairly easy to use.  The only drawback is that you’ll have advertising posts throughout your blog content. However, many bloggers have found a way around this by putting “And now a word from our sponsors” at the beginning of each of their required advertising posts. This helps the advertising appear less intrusive.

Initiation Phase Review

Initiation Phase Review

The last step in the Project Initiation phase is the completion of a Phase Review. This review is undertaken to determine whether all the planning activities and tasks have been successfully completed and to request approval to proceed to the Planning stage of the project. The following diagram depicts the steps involved in undertaking this review.

Phase Reviews are completed at the end of the Initiation, Planning and Execution phases, to review the progress of the project to date and to seek approval to proceed to the next phase. There is no Phase Review at the end of the Closure phase, because approval to close the project is covered in the Project Closure Report.

The Project Manager documents the results of each Phase Review by using a Phase Review Form. In order to obtain approval, he or she will usually present the project’s current status to the Project Board for consideration. The Project Board, which is chaired by the Project Sponsor, may then decide grant approval to begin the next phase of the project, undertake further work in the existing phase of the project, or cancel the project.

The following steps describe the procedures involved in undertaking a Phase Review for the Initiation phase of the project.

Identify Phase Review Criteria

The first step in performing a Phase Review is to identify the review criteria. The criteria provide the basis for assessing the overall performance of the project to date. Examples of Phase Review criteria for the Initiation phase are provided in the following table:

Activities	Has the business problem or opportunity been adequately defined? Did the team research the environment that contains the problem or opportunity? Were the key business drivers listed? Do team members have a complete understanding of the business requirements? Were a detailed set of alternative solutions identified? Were the benefits and costs of each solution documented? Was the feasibility of each solution assessed? Were the risks and issues associated with each solution described? Were the alternative solutions compared and rated fairly? Was a recommended solution identified? Is there a clear implementation approach for the recommended solution? Has the team documented the project vision, objectives and scope? Is there a clear set of project deliverables? Have the project customers and stakeholders been identified? Are all the roles and responsibilities within the project clear? Is there a well-defined project structure? Was a generic project schedule created? Have the key milestones and dependencies been listed? Is there a clear process for the recruitment of staff? Have all project roles been fulfilled with appropriately skilled staff? Was the role of the Project Office clearly defined? Does the Project Office have all of the required resources? Has the Project Office been established in a suitable location? Have all the required Project Office tools been procured?
Deliverables	Was a Business Case documented and approved? Was a detailed Feasibility Study undertaken? Has the Project Team been appointed? Is the Project Office complete?
Summary	Use the following performance criteria to identify the overall status of the project: Is the project currently on schedule? Is the project currently within budget? Are there any critical project risks? Are there any high priority issues? Have there been any substantial changes?

Undertake Phase Review

You are now ready to conduct the Phase Review, to determine whether the above criteria have been adequately satisfied. The Project Manager leads the completion of the Phase Review, to ensure that the assessment is completed fairly and the result is accurately documented.

Complete Phase Review Form

The results of the Phase Review are collated by the Project Administrator and bound into a single documentation set. The Project Manager will then summarize the results of the review, by completing a Phase Review Form. Once completed, this form should be forwarded to the Project Sponsor for consideration by the Project Board.

Seek Approval to Proceed

The Project Manager will present the Phase Review Form at a board meeting held specifically to discuss the current status of the project and decide on its continuation. At this meeting, the Project Manager will present:

	The original project vision, objectives, scope and deliverables
	The deliverables completed by the project to date
	The progress of the project against the delivery dates
	Any areas of slippage, in terms of time, cost and quality
	Any key issues and risks that require attention

The Project Board will assess this information and reach one of the following conclusions:

	Approve the project to proceed to the next phase of the project: Project Planning
	Request that additional activities are undertaken within the existing project phase
	Delay, transfer or close the project

Completing a Phase Review is a critical step in delivering a successful project. If Phase Reviews are not undertaken formally within the Project Lifecycle, then the Project Board will have reduced control over the progress of the project, thereby increasing the level of risk to the overall project delivery.

Choosing the right Wahm Business

When you are considering working from home, there is a set of decisions that must be made. First, you must decide whether or not working at home is right for you. Next, you need to consider what type of work at home job you will be doing. There are many opportunities for Wahms out there, both online and off. Owning a successful Wahm career must start with evaluating your own skills and requirements in a job and then finding the right match.

Sometimes the best place to start with your Wahm career is where you’re out of the home career ended. Many entrepreneurs find that they can become independent contractors in the field that they previously worked in or trained for or even that they interned in. You can use your previous work experience as a launching pad for your Wahm career. Some of the ways to use your experience to your advantage are: finding a company that hires people in your field to work from home, using your previous experience to become an “expert” writer in your field or starting a business related to your previous field.

However, some entrepreneurs look at their Wahm careers as a way to break out of their old job. If you’d like to try something completely different, there are plenty of opportunities for entry-level work as an independent contractor. Many of these jobs deal with telephone or online customer service. When you work as a customer service agent from your home, you just need a reliable Internet connection and a working phone. Companies also hire medical transcriptionists, data entry professionals and virtual personal assistants to telecommute.

If you want to start your own business, the opportunities are very vast. You can start with a direct sales company and sell products from an established brand to friends and neighbors. You’ll make commissions through your sales and also off of recruiting other people to sell the products. There are hundreds of direct sales companies that offer everything from aromatherapy products to candles to cooking supplies.

Another option for starting your own business is offering a service in your community. Day care center operators, florists, professional organizers and hairdressers all have the option of working at home, among many other professions. Of course, starting a business in your community normally means that you’ve had some experience in that field. However, there are some small business ideas that can be started without much experience at all.

Many entrepreneurs turn to the Internet for a source of at home income. The World Wide Web offers a plethora of job opportunities. You can offer your services online as a freelance web designer, writer or virtual assistant. You can also start an online store that sells products that you make yourself or have the rights to resell. Many Wahms establish their businesses online by using one of the popular auction sites, like eBay. Still others find a home in internet marketing, by directing web traffic to a website and then recommending certain products and services.

Decide first what type of job you’d like to do and then work from there. If you are truly a people person and need to get out each day, direct sales or a local service business might be right for you. If you are the type of entrepreneur who is comfortable with the Internet, you may want to try finding a job or starting your own business on the web. If you like the comfort of having a weekly paycheck, look into telecommuting positions.

Once you’ve decided what category of job you’d like, do some research on what it takes to be successful at that type of business. If you feel like you are drawn to one particular business or company, then sit on your decision for a week and see how it feels. Imagine what your life will be like as you take on the duties of that job. Most importantly, be realistic with yourself about how much time you can devote to your business. Finding the right match isn’t hard when you thoroughly consider your options.

Set up the Project Office

Set up the Project Office

The Project Office is the physical premise where Project Administration staff (e.g. the Project Manager and support staff) reside. The Project Office also contains the communications infrastructure and information technologies required to support the project.

Every project team relies on the tools, guidance and processes provided by the Project Office to undertake its project tasks quickly and easily. So setting up and running an efficient Project Office environment is critical to the success of the project. The Project Manager also depends on the Project Office team to provide the information required to monitor and control the project effectively.

To establish a fully functional Project Office environment with all of the required tools and processes, you will need to undertake the four key steps depicted in the following diagram:

Project Offices can come with many different names: Project Management Office, Project Support Office, Program Office, Program Support Office, Program Management Office, Strategic Project Office, Strategic Program Office, and more. Large organizations, which run multiple projects simultaneously, often even have a permanent Project Office function within the business. Regardless of the name, organization and number of projects undertaken, the core responsibilities of the Project Office environment (as described below) are usually the same.

So what exactly is contained in a Project Office? The Project Office contains all the administrative staff (usually including the Project Manager, Project Office Manager, Quality Manager and Procurement Manager) as well as the tools, office equipment, communications equipment, documentation of project processes and standards required to support the project throughout its lifecycle.

While it’s common for the entire project team to be based in a single Project Office environment, in this modern age, project teams are often dispersed throughout the world. In this case, a “virtual” Project Office is formed, which relies heavily on technologies such as email, web access, remote dial-up software, mobile phones, laptops and hand-held devices to facilitate communication among members of the project teams. The following steps define the procedures involved in setting up a Project Office from scratch.

Define the Role of the Project Office

The first step taken when creating a new Project Office environment (whether it’s a physical or virtual environment) is to define the role of the Project Office function. You need to identify the purpose of the Project Office, the reasons why it must be established, the support services offered to project staff and the timeframes for establishing it. Most importantly, you need to define the responsibilities of the Project Office in detail. To help you to do this quickly and efficiently, we have listed the typical responsibilities of a Project Office environment below:

Time Management                        Monitoring the project progress by identifying time and effort spent vs. budgeted

Keeping the Project Plan up-to-date and identifying any delivery date slippage

Keeping the Timesheet Register up-to-date at all times

Cost Management                         Monitoring the project progress by identifying the budget spent vs. forecast

Keeping the Project Plan up-to-date and identifying any overspending

Keeping the Expense Register up-to-date at all times

Quality Management                    Performing Quality Assurance to improve the chances of delivering quality

Ensuring that Quality Control is implemented to measure the actual level of quality

Keeping the Quality Register up-to-date at all times

Change Management                   Receiving Change Requests and managing the change approval process

Scheduling Change Requests and measuring the impact of changes implemented

Keeping the Change Register up-to-date at all times

Risk Management                          Receiving Risk Forms and managing the risk review process

Scheduling actions to mitigate risks and measuring the impact of such actions

Keeping the Risk Register up-to-date at all times

Issue Management                        Receiving Issue Forms and managing the issue review process

Scheduling actions to resolve issues and measuring the impact of such actions

Keeping the Issue Register up-to-date at all times

Procurement Management                       Issuing Purchase Orders for the provision of goods and services from suppliers

Receiving and accepting procurement items ordered from suppliers

Keeping the Procurement Register up-to-date at all times

Making payment to suppliers for goods and services delivered

Managing the overall performance of suppliers to ensure that they complete their responsibilities as contracted

Acceptance Management                           Initiating Acceptance Reviews as scheduled in the Acceptance Plan

Documenting the results of each review by completing Acceptance Forms

Gaining final acceptance from the customer for each deliverable produced

Keeping the Acceptance Register up-to-date at all times

Communications Management                Undertaking the communications tasks and events as listed in the Communications Plan

Creating and releasing regular Project Status Reports

Distributing press releases and managing Public Relations

Keeping the Communications Register up-to-date at all times

Phase Reviews                 Identifying the point in time when a Phase Review must be undertaken

Organizing the Phase Review and recording the results on a Phase Review Form

Auditing and Compliance                             Ensuring that the project conforms to appropriate industry and business policies, processes, standards and guidelines

Informing the Project Manager of any deviations and monitoring the results of any actions taken to correct them

Supporting Staff                              Assisting the Project Manager with the recruitment of new staff

Supporting and advising staff, resolving staff issues and providing staff training

Paying staff in accordance with their contracts and administering leave

Providing Tools                Procuring a suitable Project Management methodology (e.g. MPMMTM)

Procuring tools for planning, monitoring, controlling and reporting

Training staff in the use of these tools and methodology

Filing Documents                            Keeping a library of all project documents, reports, job descriptions, correspondence, standards, processes, registers, forms and templates

Implementing an indexing method to ensure that project documentation may be easily accessed when required

Performing Administration                         Providing administration services such as the organization of travel bookings, room bookings, photocopying, secretarial, mail and correspondence

Purchasing all office equipment and materials needed by the project

Undertaking Closure Reviews                   Organizing the completion of a Post Implementation Review after Project Closure

Communicating the results of the review to the appropriate project stakeholders

Resource and Locate the Project Office

Now that you have a clear understanding of the role and responsibilities of the Project Office, it is time to assign Project Office resources and build the Project Office environment.

Resource the Project Office

The size of your Project Office environment really depends on the size and complexity of your project. If you have fewer than 10 project team members who all currently reside in the same city, then your physical Project Office environment will likely involve just one Project Administrator and one small Project Office premise. For larger, more complex projects, you might need a number of people on your Project Office staff in a number of countries around the world. Regardless of the size of project, you will need to assign the following roles to your project staff:

Role       Responsibilities as listed above

Project Administrator                   Administration

Time Management

Cost Management

Documentation

Monitoring

Staff

Quality Manager                             Quality Management

Phase Review

Auditing and Compliance

Closure Reviews

Tools

Risk Manager                    Risk Management

Issue Management

Change Manager                            Change Management

Assumptions

Constraints

Procurement Manager                 Procurement Management

Acceptance Management

Communications Manager                          Communications Management and Reporting

Locate the Project Office

After you have defined the roles and responsibilities of Project Office staff, you will need to locate staff members in a physical Project Office premise. For small projects, locating your staff in one physical premise means better team communication. Larger projects often must be located across multiple premises and in some cases even in multiple countries. Whether you are planning to locate your Project Office in one or more premises, completing the following steps will help you create your Project Office environment:

Create a detailed list of your Project Office requirements

Gain approval for the budget required to establish your Project Office

Identify the physical premise and complete a rental / leasing contract

Fit-out the premise to meet your requirements and install the telecommunications

Implement the IT infrastructure (e.g. Local Area Network and PCs)

Procure the office equipment needed (e.g. desks, chairs, photocopiers, faxes, telephones)

Purchase office materials (e.g. photocopy paper, fax paper and stationery)

Relocate staff to the Project Office premise

At this point, you have successfully built a physical Project Office environment and located your project staff where they have the space, facilities and equipment needed to undertake the project. The next step in setting up a Project Office is the creation of a suite of tools to empower your team to undertake the project successfully.

Create the Tools to Run the Project Office

To build a complete Project Office environment, not only do you need to create the physical environment with necessary office equipment and materials, but you also need to purchase and build the suite of tools required to ensure that the project is completed to time, to cost and to specification.

The following list provides examples of the types of tools to consider when establishing a Project Office environment:

Standards            Projects and their deliverables often must meet industry and business standards. Only with copies of all relevant standards, can the Project Office measure conformance against them. Method123 suggests that you implement the worldwide standard for project management called the: Project Management Body of Knowledge (PMBOK®Guide) as provided by the Project Management Institute (PMI®).

Methodology    To ensure the success of your projects, you need to implement a best practice Project Management methodology, such as MPMM. By using this tool as a framework for undertaking projects, you will be empowered with a clear outline of phases, activities and tasks required to quickly, efficiently and successfully undertake all your projects.

Project Planning               To maintain a clear view of the progress of the project, you really need to use a proper Project Planning tool. The most popular tool used in the marketplace is Microsoft Project. By installing and utilizing project planning software, you will be able to more accurately track the progress of your project and identify slippage early in the Project Lifecycle.

Resource Planning           Smaller project teams can use Microsoft Project for resource utilization; however, if you are managing large projects with multiple teams you will benefit by using specialist resource planning software to help you to forecast resource utilization accurately.

Financial Planning            Most projects track expenses against a budget, by using the business General Ledger held within a Financial Management package, such as SAP or Oracle Financials. However for larger projects, you may wish to use specialist financial planning software to help you forecast financial expenditures in more detail.

Processes            The Project Office should also adopt a suite of processes used to monitor and control the project. The following processes, as provided by MPMM, should be held within the Project Office:

Time Management Process

Cost Management Process

Quality Management Process

Change Management Process

Risk Management Process

Issue Management Process

Procurement Management Process

Acceptance Management Process

Communications Management Process

Templates           To enable the project team to quickly and efficiently complete project deliverables, the Project Office should retain a complete set of project management templates, such as those provide by MPMM.

Databases           To help you to monitor and control the project, you should use a suite of registers, as provided by MPMM, such as a:

Change Register

Risk Register

Issue Register

Expense Register

Procurement Register

Communications Register

Quality Register

Acceptance Register

Selection Register

Timesheet Register

By now, you will have a clear understanding of the roles required to undertake the project, and the responsibilities, skills and experience required to fulfill them. The next step is to specify the process for recruiting staff into the roles that need to be filled. Most companies already have specific processes for recruiting staff for project roles, so there is no need to cover the recruitment process in detail here. However to complete the picture, we have listed below the generic steps typically undertaken to recruit staff to a project:

Review the list of positions available and the Job Descriptions for each position

Identify the target market from which to source applicants for each role (i.e. inside or outside the business)

Decide on the method of recruitment (i.e. via a recruitment agency or through the internal HR department)

Advertise the roles to the target market (e.g. within the business or to the external job market)

Review job applications and perform interviewing and testing processes

Undertake final interviews with short-listed applicants

Agree on formal contracts with successful applicants

Operate the Project Office

Congratulations! You will now have established a fully functional Project Office environment, which is ready to support the team throughout the remainder of the Project Lifecycle. To operate this Project Office, you need to undertake each of the stated responsibilities to support staff, monitor and control progress and provide the Project Manager with complete and accurate information to ensure the success of the project delivery.

Appoint the Project Team

Appoint the Project Team

At this point, you will have created a Business Case, undertaken a Feasibility Study and defined the Project Charter for your project. You will have a sound understanding of the project vision, structure, activities and general timeframes for delivery. You’re now ready to take the first step to formally establishing the project environment by recruiting the project team. While the recruitment activity is a standard business function and does not need to be covered here in detail, we have described the general steps involved in recruiting a team of skilled professionals for a typical project.

The following diagram depicts the steps involved in appointing the project team:

Regardless of company size or industry, most projects will undertake the above steps in order to recruit a team of skilled and qualified staff. The first step involves identifying the roles involved in undertaking the project, as well as the number of staff required to fill each role. The responsibilities of each role are then listed and a formal recruitment process implemented to appoint people to the project.

The actual processes and procedures described here may be slightly different in your organization; however, they will give you an insight into the tasks required to recruit a successful team for your project. If you believe in the philosophy that “Great teams deliver great projects,” then the activity of recruiting the project team is a critical step towards delivering a successful project.

Note: At this stage, you need to recruit the key roles to the project, such as the Project Manager, Project Sponsor and Board (if not already defined). You may also wish to recruit other staff to the project to help you to undertake the remaining steps within the initiation and planning phases, however you may not need “all staff on deck” at this point in the Project Lifecycle. Make sure you appoint staff to the project, in accordance with the schedule provided in the Resource Plan.

List the Project Roles

The first step in appointing the project team is to define the generic roles within the project. The size of the project will determine the number and types of roles to be appointed. For instance, large projects may require the following full-time roles (as specified within the Project Charter):

Project Sponsor, Project Board, Project Manager

Project Administrator, Quality Manager, Procurement Manager

Communications Manager, Project Office Manager, Team Member

Small projects may combine several roles into one. For instance, the Project Manager may also be the Quality Manager, Procurement Manager and Communications Manager.

Once you have a clear list of the roles to be filled, you need to specify the number of people to be appointed to each role within the project. For example, most projects will required one Project Manager and a number of Team Members.

Define the Responsibilities of each Role

With a clear understanding of the types of roles required and the number of staff required to fill each role, you then need to summarize the key responsibilities of each role. An example is provided below:

Role       Responsibilities

Project Sponsor                The Project Sponsor is responsible for:

Defining the vision and high level objectives for the project

Approving the requirements, timetable, resources and budget

Authorizing the provision of funds and resources

Approving the Project Plan and Quality Plan

Chairing Project Board meetings

Project Board    The Project Board is responsible for:

Assisting the Project Sponsor to define the project vision and objectives

Regularly reviewing the overall status of the project

Ensuring that key risks and issues are managed

Resolving key issues raised by the Project Manager

Approving any major changes in scope

Project Manager              The Project Manager is responsible for:

Ensuring that project is undertaken in accordance with the planning documentation

Producing deliverables on time, within budget and to specification

Implementing management processes: time, cost, quality, change, risk, issue, procurement, communication, and acceptance

Monitoring and reporting project performance: schedule, cost, quality and risk

Team Member  The Project Team is responsible for:

Undertaking all tasks necessary to produce the required deliverables

Keeping the Project Manager informed of the progress of the project

Raising all risks and issues as they become apparent

Maintaining all change, risk, issue, procurement, acceptance and communications registers throughout the Project Lifecycle

Initiation: Completion Criteria Table

For each of the roles listed in the above table, you need to create a detailed Job Description. A Job Description is a document that describes the specific responsibilities for a project role. The purpose of a Job Description is to clarify the scope of work that a particular role is responsible for undertaking, as well as the skills, experience and qualifications needed to undertake the role effectively. It describes the:

General purpose of the role

Detailed responsibilities associated with the role

How the role fits into the project organization structure

The skills, experience and qualifications required

The performance criteria

The general work environment

The salary package being offered

A Job Description may also be referred to as a “Position Description.”

Identify the Recruitment Process

By now, you will have a clear understanding of the roles required to undertake the project, and the responsibilities, skills and experience required to fulfill them. The next step is to specify the process for recruiting staff into the roles that need to be filled. Most companies already have specific processes for recruiting staff for project roles, so there is no need to cover the recruitment process in detail here. However to complete the picture, we have listed below the generic steps typically undertaken to recruit staff to a project:

Review the list of positions available and the Job Descriptions for each position

Identify the target market from which to source applicants for each role (i.e. inside or outside the business)

Decide on the method of recruitment (i.e. via a recruitment agency or through the internal HR department)

Advertise the roles to the target market (e.g. within the business or to the external job market)

Review job applications and perform interviewing and testing processes

Undertake final interviews with short-listed applicants

Agree on formal contracts with successful applicants

Recruit the Project Staff

Once you have gained approval from the Project Sponsor to appoint new team members, it’s time to undertake each of the steps listed above to recruit suitably skilled applicants for each role in your project. Make sure that you only recruit the staff needed to complete the immediate project steps. You may not need to recruit all the staff required to complete the entire Project Lifecycle at this stage. Finally, make sure that you comply with your company policies and procedures for recruitment of contract, part-time and full-time staff to the project.

Establish the Project Charter

Establish the Project Charter

After you have completed the Business Case and Feasibility Study to select your preferred solution, you’re now ready to define the project that will deliver that solution to your customer. To formally define a new project, you need to document its Project Charter. The Project Charter states the boundaries for undertaking the project by describing its scope, organization and proposed implementation approach. Specifically, it defines the:

	Project vision, objectives, scope and deliverables (i.e. what you have to achieve)
	Project stakeholders, roles and responsibilities (i.e. who will take part in it)
	Proposed approach towards implementing the project (i.e. how it will be undertaken)

The following diagram depicts the steps involved in creating a TOR:

In some organizations, a Project Charter may also be referred to as a “Project Charter” or “Project Definition Report” (PDR). Once the Project Charter has been documented, it is presented to an identified Business Sponsor for approval.

Identify the Project Vision

The first step in establishing the project’s Project Charter is to define the project vision. The vision encapsulates the purpose of the project in a brief sentence and is the defined end goal for the project team. In addition to the vision, you should also describe the objectives, scope and key deliverables, to provide the stakeholders with a clear and unanimous view of the project direction. The following sections explain in more detail how to set a clear project direction.
Vision

To ensure that all stakeholders are working towards a common goal, you will define a short, concise and achievable project vision. Some examples of vision statements include:

	“To procure and relocate to new work premises with capacity for 50 additional staff”
	“To implement a robust, reliable financial management system within the business”
	“To install a new telecommunications infrastructure between customer locations”

Objectives

Based on the vision, list three to five objectives to be achieved by the project. Each objective should be Specific, Measurable, Achievable, Realistic and Time-bound (SMART). For example:

	“To deliver new financial accounts payable and receivable processes, reducing processing timescales by at least 30%”
	“To build and relocate to brand new work premises with 50% more space, 30 more parking spaces and 20% fewer operational costs than the existing premises”
	“To relocate the existing technology infrastructure at the new building premises within two days elapsed time and with no impact on customer service delivery”
	“To provide a new customer complaints service to enable customers to issue complaints online and receive a direct response from the company within 24 hours”
	“To install new accounts payable and receivable and payroll system modules within the existing accounting system, thereby achieving 99.5% system up-time”

Scope

With a clear view of the Vision and Objectives of the project, it’s time to create a comprehensive description of the project scope. The scope defines the formal boundaries of the project by describing the elements of the outcome – how the business will be changed or altered by project delivery.

For instance, if the purpose of the project was to deliver a new Financial Management System, then the project would likely result in new roles and responsibilities, system functionality, data, financial processes and reporting procedures. These changes within the business define the true scope of the project. Don’t fall into the trap many Project Managers fall into, using this section to define the scope of the internal workings of the project (such as the phases, activities and tasks). Scope actually describes the project outcome.

To ensure that all of the stakeholders have a clear understanding of the intended project outcome, you need to identify the elements of the business that will be / will not be affected by the delivery of the project. For instance, projects may result in changes to the following aspects of the business:

	Structure (i.e. the functions of departments and reporting lines between departments)
	Roles (i.e. the roles and responsibilities of departments and staff)
	Competencies (i.e. the skills required to undertake the changed roles)
	Processes (i.e. the operational processes and procedures within the company)
	Products (i.e. the products and services which are offered to customers)
	Systems (i.e. the technology platform and system applications used within the business)
	Data (i.e. the information and data stored within and used by the business)

In addition to defining the scope of the changes within the business, you also need to define the scope of the actual solution delivered by the project. You can achieve this by describing the makeup, purpose and features of each of the components of the solution. Whether the project results in the delivery of a new business process, a new product or service, a building, telecommunications infrastructure or other asset, you need to provide a detailed description of the project outcome.

Creating an accurate and robust definition of the project’s scope is a key step in delivering a successful project. It helps you to manage requests for change throughout the Project Lifecycle. It also ensures that the project team and the customer share a common understanding of what the project will deliver.
Deliverables

Now that you have defined the project scope, you need to describe each of the deliverables that the project will produce. Create a list of project deliverables within the following table by itemizing and describing their components:

Deliverable Components Description List each of the key deliverables to be produced by the project. For each deliverable, itemize the major components to provide a complete view of the deliverable’s composition. Create a detailed description of each deliverable and its components.

Initiation: Project Charter Deliverables Table

Describe the Project Organization

By defining the vision, objectives, scope and deliverables, you now have a solid view of the purpose of the project and the outcome to be achieved. The next step is to identify the inner workings of the project by listing the customers, stakeholders, roles, responsibilities and structure.
Customers

Identify the project customer(s). A customer is a person or entity that is responsible for accepting the deliverables when the project is complete. Whether your project is delivering to one customer in one organization or multiple customers across multiple organizations, you need to explicitly list the customer entity (i.e. the organization, department or team) and name customer representatives, using the following table:

Customer Entity Customer Representative List the customer entities here, such as organizations, departments or teams. Identify the customer representative who will act as the contact point for the customer group.

Initiation: Project Charter Organization Table

The success of the project will be primarily based on whether or not the deliverables produced match the requirements of the customers identified in this table.
Stakeholders

Next, you need to identify the project stakeholders. A stakeholder is a person or entity outside the project with a specific key interest or stake in the project. For example, a Financial Controller will be interested in the financial implications of the project, and a CEO will be interested in whether the project helps achieve the company vision. Examples of other project stakeholders include: company executives, legislative and regulatory bodies and team members. Use the following table to list the key stakeholders for the project:

Stakeholder / Group Stakeholder Interest List each of the stakeholder groups, roles and individuals to describe those entities with a key interest in the project. Describe the specific interest each stakeholder has in the success of the project.

Initiation: Project Charter Stakeholders Table
Roles

Now that you have identified who has a vested stake in the success of the project, you need to list the key roles involved in delivering the project. Examples of key roles include the Project Sponsor, Project Board and Project Manager. Once you have identified these roles, describe the resource likely to fill them by listing their names, organizations, and details of their assignment where possible.

Role Resource Name Organization Assignment Status Assignment Date List each of the key roles involved in delivering the project. Where possible, list the names of the people who will these roles. Identify the Company in which the person works. State whether the person is assigned or unassigned to the project at this point. List the date on which the person was assigned or will be assigned to the project.

Initiation: Project Charter Roles Table

Note. At this stage, you only need to list the key roles that will carry the majority of responsibility within the project. You do not need to define all the resources involved in the project. This step comes later when you create a Resource Plan.
Responsibilities

It is critical that responsibilities for each of the key roles are agreed upon early in the Project Lifecycle. Summarize each of the primary responsibilities of each role listed in the table above. Note. You only need to provide a summarized list of the responsibilities at this stage; you will define a detailed list when you create project Job Descriptions.
Structure

Once you have a clear view of the key roles involved in undertaking the project, you can depict the reporting lines between each of those roles with a Project Organization Chart, like the following example:

Initiation: Project Charter Project Organization Chart

Plan the Approach to Implementation

You’re almost there! You now have a complete understanding of what the project will need to achieve and how it will be organized to achieve it. The final step in creating a Project Charter is to describe the overall approach towards implementing the project.
Approach

Summarize the approach required to initiate, plan, execute and close the project, using the following table:

Phase Overall Approach Initiation Describe how the project will be further defined, the project team appointed and the Project Office established. Planning Define the project planning process to ensure that the phases, activities and tasks are undertaken in a coordinated way. Execution List the generic activities required to construct and implement each of the project deliverables. Closure Identify the steps required to release the deliverables to the business, close the Project Office, reallocate project staff, terminate supplier contracts and perform a Post Implementation Review (PIR).

Initiation: Project Charter Approach Table
Implementation Plan

To provide the Customer and Project Stakeholders with confidence that the project implementation has been well thought through, create a generic Implementation Plan listing the phases, activities and timeframes involved in undertaking the project. An example of an Implementation Plan is provided below:

Initiation: Project Charter Project Plan Table
Milestones

In addition to the Implementation Plan, List any important project milestones and describe why they are critical to the project. A milestone is defined as an important event within the project, such as the achievement of a key project deliverable, or an external event that impacts the project. Milestones are typically used to inform Project Stakeholders of the key project delivery dates. For instance, the key milestones for a construction project might be:

1.	Foundations laid and framing complete
2.	Roof built and external structure complete
3.	Electrical and plumbing finished
4.	Internal fit-out and landscaping complete
5.	Customer acceptance gained and keys handed over

Milestone Date Description List each of the key project milestones. Identify the dates within which each milestone must be completed. Describe each project milestone and explain why the milestone date is critical to the project

Initiation: Project Charter Project Milestones Table
Dependencies

List any external dependencies and their criticality to the project. An external dependency is defined as an internal project activity that is likely to impact or be impacted by an activity or event external to the project. List and describe the key external dependencies within the following table:

Project Activity Impacts On Impacted by Criticality Date Identify the project activity or event that has an external dependency. List the external activity or event which will “impact on” the project List the external activity or event which will be “impacted by” the project Rate the criticality level of the external dependency as Low, Medium or High. Specify any relevant dates of the dependency, such as the start and end dates.

Initiation: Project Charter Project Dependencies Table

Note: A detailed Project Plan will be completed during the Planning phase of the project.
Resource Plan

Summarize the resources involved in undertaking the project, by listing the roles, start dates, end dates and effort required.

Role Start Date End Date % Effort List each of the key roles within the project. Specify the date by which each role is required. Specify the date until which each role is required. Specify the % of total project time that each role will be needed.

Initiation: Project Charter Resource Plan Table

Note: A detailed Resource Plan will be completed during the Planning phase of the project.
Financial Plan

Summarize the financial resources required to undertake the project by completing the following table:

Expenditure Category Expenditure Item Expenditure Value List the categories of financial expenditure, such as suppliers, equipment and materials expense. For each category, list the major items of expenditure such as salaries, training and contractor costs. For each item listed, estimate the approximate amount of financial expenditure required.

Initiation: Project Charter Financial Plan Table

Note: A detailed Financial Plan will be completed during the Planning phase of the project.
Quality Plan

Using the following table, briefly describe the management processes required to ensure project success.

Process Description Time Management Outline how Time Management will be undertaken on this project. Cost Management Outline how Cost Management will be undertaken on this project. Quality Management Outline how Quality Management will be undertaken on this project. Change Management Outline how Change Management will be undertaken on this project. Risk Management Outline how Risk Management will be undertaken on this project. Issue Management Outline how Issue Management will be undertaken on this project. Procurement Management Outline how Procurement Management will be undertaken on this project. Acceptance Management Outline how Acceptance Management will be undertaken on this project. Communications Management Outline how Communications Management will be undertaken on this project.

Initiation: Project Charter Quality Plan Table

Note: A detailed Quality Plan will be completed during the Planning phase of the project.
Completion Criteria

Next, list the criteria for project completion. Once these criteria have been met, the project will be considered complete and ready for closure.

Completion Category Completion Criteria List the categories of completion criteria, such as Objectives, Benefits and Deliverables. List the criteria, to be used at the end of the Project Lifecycle, to determine whether the project is complete and ready for closure. Examples of completion criteria include: The project vision must have been achieved All of the project objectives must have been met The project must have resulted in the stated benefits All the deliverables specified must have been produced

Initiation: Completion Criteria Table

List the Risks and Issues

The final step to complete your Project Charter is to identify any project risks, issues, assumptions and constraints related to the project.
Risks

Risks are defined as events that may adversely affect the ability of the solution to produce the required deliverables. List any apparent risks associated with the project by completing the following table.

Risk Description Risk Likelihood Risk Impact Action to be Taken to Mitigate Risk List the apparent project risks, and for each risk describe the potential effect on the project. Rate the likelihood of each risk as Low, Medium or High. Rate the impact of the risk on the project if it were to eventuate as Low, Medium or High. List the actions needed to reduce the likelihood of the risk, and the impact to the project should it eventuate.

Initiation: Project Charter Risks Table

Note: A detailed Risk Plan will be completed during the Planning phase of the project.
Issues

Issues are defined as events that currently adversely affect the ability of the solution to produce the required deliverables. Summarize the highest priority issues associated with the project by completing the following table.

Issue Description Issue Priority Action to be Taken to Resolve Issue List and describe any current issues associated with the project, such as a lack of project funding or skilled resources to manage it. Prioritize the list of issues, based on their effect on the project. Assign Low, Medium and High to depict priority. List each of the actions required to resolve the issue as quickly as possible.

Initiation: Project Charter Issues Table
Assumptions

Identify any key assumptions made about the project up to this point. For instance, it may be assumed that you will be able to find appropriately skilled staff as required, or that additional funding will be available if required.
Constraints

Take note of any major project constraints identified to date, such as limited budget, time or financial resources.

And there you have it. By completing each of the steps above, you will have collated all of the necessary materials required to document a comprehensive Project Charter.

Hello world!

Welcome to WordPress.com. After you read this, you should delete and write your own post, with a new title above. Or hit Add New on the left (of the admin dashboard) to start a fresh post.

Here are some suggestions for your first post.

1. You can find new ideas for what to blog about by reading the Daily Post.
2. Add PressThis to your browser. It creates a new blog post for you about any interesting  page you read on the web.
3. Make some changes to this page, and then hit preview on the right. You can always preview any post or edit it before you share it to the world.

Hello World, About US

This blog is designed for leaders of men (i.e. human beings) who have longed to be worthwhile leaders.

A leader of men must be first of all practical, even minded, sure footed and mindful of the led peoples’ circumstances and needs. He or she must secondly, be aware of their aspirations, how they see themselves in the future and help them to chart their way there!

This blog strives to be both practical and aspirational. This is designed to blend the current demands of servant leadership with the visionary aspect of leading from the front.

This blog will discuss business and politics and religion and all things close to your heart, it will aspire to put forth solutions and ways forward without being preachy. And the solutions will be put forward by our contributors as well as our posters and you will get to vote for the most practical and likely solutions.

We will provide a deal with each post, a giveaway to make your life better and just that much easier. We will provide further ways for you to take action on each post. We will allow you to share the posts on your social media platforms and invite other Africans and human beings as a whole to become part of the solution.

We need to develop home grown and home bred solutions. We can start at this level by creating home grown content. There are less than 300000 pages on the web with Kenyan content. Most of these are created by foreigners looking in. This blog aims to be a first strike in terms of creating home grown content online.

We cannot depend on big government or the almighty donor to solve all our issues. Some issues we must sort out in house first before looking out for aid.

Let us make our voices heard, let us create our own self aid solutions, who knows, we might just stumble upon some nuggets of truth and find a fulfilling life along the way.

Anywhere you see a successful business making money you will not see all the blood, sweat and tears that went into the business. Unless you inherit or buy such a business, you have to go through the stages of starting a business.

My favourite approach is the [project approach to business, I will share my initial business set up processes so that you can think about them, feel free to copy and paste(I did that too, full credit to my mentors) and post about them

Business Project Initiation stage:

1. Making the case for Business  part 1
2. Making the case for Business  part 2
3. Feasibility study of the business part 1
4. Feasibility study of the business part 2
5. Creating the Business Charter
6. Business office Checklist
7. Defining Business Job Descriptions
8. Initiation Phase Business summary

These posts will walk you through the vetting process I put all money making ideas through, if at this point you are still not convinced, put it on the shelf and go for something you can put all your passion and belief into.

Happy hunting.

Welcome, and May the portal be good to you!

Undertake a Feasibility Study

Undertake a Feasibility Study

During the creation of a Business Case for your project, you may decide that you need to undertake a Feasibility Study to determine the likelihood of the alternative solutions actually meeting the customer’s requirements. A Feasibility Study adds depth to a Business Case by researching the business problem in more detail, identifying the requirements for a solution, and determining whether the alternative solutions are likely to meet the requirements stated. The steps involved in undertaking a Feasibility Study are shown in the following diagram:

You should always start a Feasibility Study by researching the business problem or opportunity that the project addresses. You should then document the customer’s requirements for a solution and complete a Feasibility Assessment to measure the likelihood of each alternative solution actually meeting those requirements. By ranking the results of the Feasibility Study, you can then recommend a preferred solution for implementation, based on the overall feasibility rating.

Although you may conduct a Feasibility Study exercise before, during or after you complete the Business Case for your project, it is usual to complete it as part of the Business Case process to add rigor to the alternative solutions identified. Once the Feasibility Study is complete, it is presented to an identified Project Sponsor for approval.

Research the Business Problem

Research the Problem

Add depth to the Business Case by researching the root cause of the problem which the project hopes to address by implementing a suitable solution. Complete a “Root Cause Analysis” exercise to identify the underlying cause of the problem by performing the following steps:

1.	Data Collection. Gather all of the information required to gain a thorough understanding of the problem
2.	Data Analysis. Analyze the information gathered and identify any gaps and deficiencies in knowledge
3.	Identify Contributing Factors. Then identify the events which led to the problem, and identify the possible contributing factors for those events
4.	Identify the Root Cause. After all of the contributing factors have been identified, describe the reasons for them occurring. These reasons form the “root cause” of the problem.

Examples of common business problem areas include:

	Business Direction (e.g. a lack of a vision may cause inefficiencies in the business)
	Business Structure (e.g. the existing structure may not be appropriate for new business processes)
	Business Growth (e.g. rapid growth may mean that premises are no longer sufficient to hold staff)
	Business Competencies (e.g. a change in business direction may lead to a mismatch in staff skills)
	Business Performance (e.g. the business may not be achieving the objectives set)
	Business Processes (e.g. some areas of the business may have inefficient processes)
	Business Location (e.g. the existing premise may not match the new corporate image)
	Business Technology (e.g. the existing technology does not support changes in the business)

Research the Opportunity

Although projects are often initiated to solve a business problem, you may also initiate a project to “realize” (i.e. take up on) a business opportunity. Complete the following research to identify the underlying basis for the opportunity, by performing the following steps:

1.	Data Collection. Gather all of the information required to gain a thorough understanding of the opportunity
2.	Data Analysis. Analyze the information gathered and identify any gaps and deficiencies in knowledge
3.	Identify Contributing Factors. Then identify the events which led to the opportunity and identify the possible contributing factors for those events
4.	Identify the Underlying Reason. After all of the contributing factors have been identified, describe the reasons for them occurring. These reasons form the “underlying basis” for the opportunity

Examples of business opportunities include:

	A new market demand which is identified for a specific product or service offering
	A competing company closes or changes in business direction
	You identify new ideas for products or services within your market segment
	You identify new potential premises for your business
	New technologies are identified which will give you a competitive edge
	You have identified a new target market for sourcing skilled workers
	There have been changes in legislation or regulation

Identify the Requirements

Now that you have a detailed understanding of the root cause of the problem or the underlying basis of the opportunity, you should identify the business drivers and requirements for a solution to that problem or opportunity.
List the Key Business Drivers

List any key business drivers, which require the solution to be delivered within a specified timeframe, such as:

	Legislative or regulatory changes which come into effect on a certain date
	A competitive advantage that is likely to remain valid for a limited period of time
	A milestone listed on the Business Plan that must be achieved by a certain date
	A specified period of time that the business can cater to a loss in revenue or efficiency

Business drivers are often difficult to identify, however they are critical to the overall success of the project as they define the timeframes within which the project must deliver the required result.
Define the Business Requirements

The next step is to list the requirements for a solution to the business problem or opportunity. For example, it may be required that a project delivers:

	A new technology for the business with a central source of data
	A set of new processes and procedures for staff to implement
	A suite of new products and services to release to the market place
	A new business premise with greater staff capacity and improved facilities
	A physical asset for a customer, such as a construction, infrastructure or telecommunications asset

Use the following table to list the requirements for a solution to each business problem or opportunity identified.

Business Problem or Opportunity Requirement List each of the business problems or opportunities to be addressed by the project Itemize the requirements for a solution to each business problem / opportunity.

Initiation: Feasibility Study Requirements Table

Assess the Feasibility

You have now completed all the background research required to gain a detailed understanding of the business problem, drivers and requirements. You are now ready to undertake a feasibility assessment, by identifying the alternative solutions available and rating the likelihood of each solution meeting the requirements of the customer. You will also list the risks, issues and assumptions associated with each alternative solution.
Identify the Potential Solutions

By analyzing the information gathered to date, list all of the potential solutions available and for each solution identified, describe in detail its core components.
Undertake the Assessment

Then assess the likelihood (or feasibility) of each alternative solution meeting the requirements of the project. To determine the level of feasibility of each solution, you need to identify a range of appropriate assessment methods. For instance, you may wish to:

	Complete a Staff Survey. For example, staff surveys provide a great method for determining whether changes to business processes will likely be adopted by staff.
	Run a Customer Survey. Customer surveys are useful for gauging the potential demand for new products and services, but they may also be used to determine the feasibility of new customer processes for example.
	Build a Prototype. A prototype is a subset of the full solution that is constructed to show that the overall solution is achievable. Most companies build prototypes to prove feasibility in the highest risk areas of the solution. For example, a project which involves constructing a new computer system may create a prototype to show that the system’s most complex elements can be integrated with other computer systems within the business.

Once you have completed the feasibility assessment, you should document the results by specifying the level to which the solution addresses the requirements of the customer. If you don’t have the time, or it is not possible to complete a formal assessment of the feasibility of each solution, then a “best guess” based on the research of other similar projects undertaken may be the only method available to you.
Score the Results

Now that the assessment has been completed, you will score the actual result using the following table:

Solution Feasibility Score Assessment Method List each alternative solution here. Score the feasibility of each alternative solution by rating it from 1-10, with 1 being the lowest rating and 10 being the highest rating. Describe the methods used to determine the level of feasibility. Examples include using prototypes to test the solution, completing surveys to get feedback on a solution and reviewing the implementation of similar solutions in similar organizations.

Initiation: Feasibility Study Scoring Table

Identify the Risks

Keep a record of any risks identified during the feasibility assessment. A risk is defined here as an event that may adversely affect the solution’s ability to deliver the requirements of the project. Describe the risks in the following table:

Potential Solution Risk Description Risk Likelihood Risk Impact Actions Required to Mitigate Risk List the solution to which the risk applies. Describe the risk and the effect it would have on the solution if it was to eventuate. Rate the likelihood of the risk eventuating by assigning Low, Medium or High. Rate the impact on the solution if the risk was to occur, by assigning Low, Medium or High. List the actions required to avoid, transfer or mitigate the risk.

Initiation: Feasibility Study Risks Table

Identify any Issues

Keep a record of any issues identified during the feasibility assessment. An issue is defined here as an event that will adversely affect the solution’s ability to deliver the requirements of the project. Describe the issues in the following table:

Potential Solution Issue Description Issue Priority Actions Required to Resolve Issue List the solution to which the issue applies. Describe the issue and the effect it will have on the project if this solution is chosen for implementation. Rate the priority of the issue, based on the amount of its adverse effect on the project, by assigning Low, Medium or High. List the actions required to resolve the issue.

Initiation: Feasibility Study Issues Table

List any Assumptions

Identify any assumptions made when assessing the feasibility of each alternative solution. For instance, it may be assumed that there will be no changes in business direction whilst undertaking this project.

Rank the Feasibility Results

Using the Feasibility Scores you’ve identified above, fill in the following table to determine the overall feasibility result. You may also wish to assign a Weight to certain criteria to increase or decrease its importance.

For example, the Score can be a number from 1 (low feasibility) to 10 (high feasibility), and the Weight might be a number from 0.5 (criteria is unimportant) to 1.5 (criteria is very important). The Total score equals the Score * Weight. Then collate the Total scores for each alternative solution to calculate the Overall Score.

Solution 1 Solution 2 Solution 3 Criteria Score Weight Total Score Weight Total Score Weight Total List the criteria used to assigna feasibility score for each solution. Overall Score

Initiation: Feasibility Study Rankings Table

Identify the Feasibility Outcome

Based on the table above, identify the solution with the highest overall score, as this is the solution most likely to satisfy the stated requirements of the customer. The result of this Feasibility Study should be seriously considered when selecting a preferred solution for implementation. Other factors described in the Business Case, such as costs and benefits involved in delivering the solution, must also be taken into account.

And there you have it! By completing the steps above, you will have undertaken a comprehensive Feasibility Study. As a result, you have identified the solution with the highest likelihood of success.

Identify the Business Problem

Projects are typically undertaken to solve a business problem or realize a business opportunity. It is therefore imperative that you spend the time upfront to investigate the business problem or opportunity before you attempt to find a solution to solve it. Note: To complete this section thoroughly, you may need to complete a Feasibility Study.

Identify the Root Cause

First, you need to determine the root cause of the problem or opportunity by analyzing the environment within which it has arisen. For instance, the root cause of a problem or opportunity may be related to:

	Changes to the business vision, strategy or objectives
	Newly identified competing products or processes
	Opportunities resulting from newly introduced technologies
	Commercial or operational trends that are driving business changes
	Changes to statutory, legislative or other environmental requirements

Describe the Problem

Next, document the problem in detail by listing the:

	Reasons why the problem has arisen
	Elements that have created the problem (e.g. human, process, technology)
	Impact the problem is having on the business (e.g. financial, cultural, operational)
	Timeframes within which the problem must be resolved

Examples of business problems that require projects to solve them include: inefficient business processes, outdated technology, poor customer satisfaction, low profitability and increases in competitor market share.

 

Describe the Opportunity

If the project is being formed to realize a business opportunity (rather than solve a business problem), then you will need to:

	Describe the business opportunity in detail
	Identify why and how the opportunity has come about
	List the timeframes within which the opportunity will exist
	Define the impact that realizing the opportunity will have on the business

Whether the project is being formed to solve a problem or realize a business opportunity, you will need to collate all supporting evidence possible to prove to the Project Sponsor that it is real and that it must be resolved within the timeframes specified.

Identify the Alternative Solutions

Now that you have a detailed understanding of the business problem or opportunity, it is time to identify a preferred solution. For every business problem identified, there will likely be a range of alternative solutions available for implementation. Choosing the right solution for the right problem or opportunity is always a challenge. To ensure that you select the best solution available for your project, complete the following steps.

Identify the Alternatives

Take the time to identify at least three solid alternative solutions. State each alternative solution by describing its core elements (e.g. people, process, organization, technology) and the function of each element in the solution. Then complete the following steps for each alternative solution.

	Quantify the Benefits
	Forecast the Costs
	Assess the Feasibility
	Identify any Risks
	Document the Issues
	List any Assumptions

Quantify the Benefits

List the financial and non-financial business benefits to be gained from implementing each alternative solution, by completing the following table:

Benefit Category Benefit Description Benefit Value Examples of categories include: Financial, Operational, Market, Customer and Staff benefits. Examples of benefits include: increased sales revenue, improved profit margins, gains in market share and increased customer satisfaction. The tangible value of each benefit may be quantified in terms of the currency gained ($ / / / other) or the % increase gained. Intangible benefits should also be described in full.

Initiation: Business Case Benefits Table

Collate any materials to support the benefits stated in the table above.

Forecast the Costs

Describe the tangible and intangible costs involved in implementing the solution. In addition to the actual cost of the project, you may also wish to quantify the cost of any impact to the business resulting from the delivery of the project (e.g. operational downtime). In large organizations, you may need to identify whether the cost is a Capital Expense or an Operational Expense item. You may need to attach a separate spreadsheet with financial analysis of the project as an Appendix to the Business Case, if detailed financial information is required for approval. Complete the following table:

Expense Category Expense Description Expense Value Expense Type Examples include: People, Equipment, Materials, Marketing, Supplier and Organizational expenses. Examples include: the cost of staff salaries, contractors, training, premises, tools, advertising, temporary loss in productivity and organizational downtime. Tangible expenses are usually quantified in terms of their monetary cost ($ / / / other). Intangible expenses (such as cultural changes) can not be quantified in terns of their monetary cost, so instead, describe them in full. Identify whether each expense is a Capital Expense (CAPEX) or an Operational Expense (OPEX) item.

Initiation: Business Case Costs Table

Assess the Feasibility

Rate the overall feasibility of each solution by determining whether it is likely to resolve the problem or realize the opportunity. You may need to undertake a formal Feasibility Study to determine the overall feasibility result. Use the following table to rank the level of feasibility for each solution identified:

Solution Feasibility Rating Assessment Method List each alternative solution here. Rate the level of feasibility of each alternative solution from 1 to 10, with 1 being the lowest rating and 10 being the highest rating. Describe the methods used to determine the level of feasibility. Examples include: using prototypes to test the solution, completing surveys to get feedback on a solution, and reviewing the implementation of similar solutions in similar organizations.

Initiation: Business Case Feasibility Table

Identify any Risks

A project risk is defined as any event that may adversely affect the ability of the solution to produce the required deliverables. For each alternative solution, list the most apparent risks associated with the implementation of the solution. Then for each risk, list the mitigating actions required to reduce the likelihood of that risk occurring and the impact on the project should it eventuate. Use the following table to describe and rate each risk.

Risk Description Risk Likelihood Risk Impact Risk Mitigating Actions Describe the risks associated with each alternative solution. Examples of risks may include: an inability to recruit skilled staff, a lack of project sponsorship, and the extent of change within the current business. Rate the likelihood of each risk eventuating, as Low, Medium or High. Rate the impact on the project if the risk were to eventuate, as Low, Medium or High. List the actions needed to mitigate the risk, such as outsourcing elements of the project to an external supplier or making additional funding available upfront, should it be required.

Initiation: Business Case Risks Table

Document the Issues

Identify any key issues related to each alternative solution and prioritize the issues based on their effect on the project. An Issue is defined as any event that currently adversely affects the ability of the solution to produce the required deliverables. For each alternative solution, complete the following table:

Issue Description Issue Priority Action Required to Resolve Issue List and describe the issues associated with each alternative solution. Examples of issues include: The solution requires a greater level of funding than that currently available The solution has not been tried and proven in the marketplace The solution requires highly skilled resource that are in short supply Prioritize the issue based on the level of impact on the project. List the actions necessary to resolve each issue, and thereby improve the chances of project success.

Initiation: Business Case Issues Table

 

List any Assumptions

Also list any assumptions made while describing each alternative solution. For example, it may be assumed that:

	“There will be no legislative, business strategy or policy changes during the project
	The prices of raw materials will not increase during the course of the project
	Additional resource will be available from the business as required”

Recommend a Preferred Solution

You have assessed the benefits, costs, feasibility, risks and issues associated with each alternative solution. Now you can complete the following steps to rank the alternative solutions and recommend a preferred solution.

Rate the Alternative Solutions

List the assessment criteria required to rate your alternative solutions and identify a rating mechanism to calculate a total score. You may wish to either apply a simple rating mechanism by assigning a score from 1-10 or a more complicated mechanism whereby you weight certain criteria that are more important in making the final decision. You can use the following table to help you summarize the ratings given to each alternative solution.

Assessment Criteria Solution 1 Rating Solution 2 Rating Solution 3 Rating List the criteria used to rate each of the alternative solutions. Examples include: benefits gained, cost of the solution, level of feasibility, inherent risks and size of issues. Assign your rating score here. Assign your rating score here. Assign your rating score here.                         Total Score

Initiation: Business Case Solution Options Table

Identify the Recommended Solution

The solution with the highest score in the table above becomes your preferred solution for implementation. Identify your preferred solution in your Business Case document, and state the primary reasons why this solution was chosen over the other alternatives available.

Describe the Implementation Approach

Now that you have chosen a preferred solution, you need to provide the Project Sponsors with confidence that the implementation of the solution has been well thought through. You can do this by describing in detail how the project will be initiated, planned, executed and closed effectively.

Initiation	List the steps involved in initiating the project, such as defining the Project Charter, recruiting the team and establishing a Project Office.
Planning	Describe the steps you will take to plan the project in detail. This not only addresses the creation of a Project Plan, but it also lists the plans required to monitor and control project resources, finances, quality, risks, suppliers and communications.
Execution	Outline the approach to be taken to build the physical project deliverables and gain the customer’s acceptance for each deliverable produced.
Closure	Identify the activities required to hand over the final solution to the customer, release staff, close the Project Office and perform a Post Implementation Review of the project.
Management	Briefly describe how the following aspects of the project will be implemented: Time Management Cost Management Quality Management Change Management Risk Management Issue Management Procurement Management Communications Management Acceptance Management.

Next Steps

And that’s it. If you have completed all of the steps above then you will be ready to create a comprehensive Business Case document for your project. Now you can:

Defining Business Job Descriptions

Defining Business Job Descriptions

Appoint the Project Team

At this point, you will have created a Business Case, undertaken a Feasibility Study and defined the Project Charter for your project. You will have a sound understanding of the project vision, structure, activities and general timeframes for delivery. You’re now ready to take the first step to formally establishing the project environment by recruiting the project team. While the recruitment activity is a standard business function and does not need to be covered here in detail, we have described the general steps involved in recruiting a team of skilled professionals for a typical project.

List the Project Roles

The first step in appointing the project team is to define the generic roles within the project. The size of the project will determine the number and types of roles to be appointed. For instance, large projects may require the following full-time roles (as specified within the Project Charter):

Project Sponsor, Project Board, Project Manager

Project Administrator, Quality Manager, Procurement Manager

Communications Manager, Project Office Manager, Team Member

Once you have a clear list of the roles to be filled, you need to specify the number of people to be appointed to each role within the project. For example, most projects will require one Project Manager and a number of Team Members.

Define the Responsibilities of each Role

With a clear understanding of the types of roles required and the number of staff required to fill each role, you then need to summarize the key responsibilities of each role. An example is provided below:

For each of the roles listed in the above table, you need to create a detailed Job Description. A Job Description is a document that describes the specific responsibilities for a project role. The purpose of a Job Description is to clarify the scope of work that a particular role is responsible for undertaking, as well as the skills, experience and qualifications needed to undertake the role effectively. It describes the:

General purpose of the role

Detailed responsibilities associated with the role

How the role fits into the project organization structure

The skills, experience and qualifications required

The performance criteria

The general work environment

The salary package being offered

Identify the Recruitment Process

By now, you will have a clear understanding of the roles required to undertake the project, and the responsibilities, skills and experience required to fulfill them. The next step is to specify the process for recruiting staff into the roles that need to be filled. Most companies already have specific processes for recruiting staff for project roles, so there is no need to cover the recruitment process in detail here. However to complete the picture, we have listed below the generic steps typically undertaken to recruit staff to a project:

Recruit the Project Staff

Once you have gained approval from the Project Sponsor to appoint new team members, it’s time to undertake each of the steps listed above to recruit suitably skilled applicants for each role in your project. Make sure that you only recruit the staff needed to complete the immediate project steps. You may not need to recruit all the staff required to complete the entire Project Lifecycle at this stage. Finally, make sure that you comply with your company policies and procedures for recruitment of contract, part-time and full-time staff to the project.

Initiation Phase Review

Initiation Phase Review

The last step in the Project Initiation phase is the completion of a Phase Review. This review is undertaken to determine whether all the planning activities and tasks have been successfully completed and to request approval to proceed to the Planning stage of the project. The following diagram depicts the steps involved in undertaking this review.

Phase Reviews are completed at the end of the Initiation, Planning and Execution phases, to review the progress of the project to date and to seek approval to proceed to the next phase. There is no Phase Review at the end of the Closure phase, because approval to close the project is covered in the Project Closure Report.

The Project Manager documents the results of each Phase Review by using a Phase Review Form. In order to obtain approval, he or she will usually present the project’s current status to the Project Board for consideration. The Project Board, which is chaired by the Project Sponsor, may then decide grant approval to begin the next phase of the project, undertake further work in the existing phase of the project, or cancel the project.

The following steps describe the procedures involved in undertaking a Phase Review for the Initiation phase of the project.

Identify Phase Review Criteria

The first step in performing a Phase Review is to identify the review criteria. The criteria provide the basis for assessing the overall performance of the project to date. Examples of Phase Review criteria for the Initiation phase are provided in the following table:

Activities	Has the business problem or opportunity been adequately defined? Did the team research the environment that contains the problem or opportunity? Were the key business drivers listed? Do team members have a complete understanding of the business requirements? Were a detailed set of alternative solutions identified? Were the benefits and costs of each solution documented? Was the feasibility of each solution assessed? Were the risks and issues associated with each solution described? Were the alternative solutions compared and rated fairly? Was a recommended solution identified? Is there a clear implementation approach for the recommended solution? Has the team documented the project vision, objectives and scope? Is there a clear set of project deliverables? Have the project customers and stakeholders been identified? Are all the roles and responsibilities within the project clear? Is there a well-defined project structure? Was a generic project schedule created? Have the key milestones and dependencies been listed? Is there a clear process for the recruitment of staff? Have all project roles been fulfilled with appropriately skilled staff? Was the role of the Project Office clearly defined? Does the Project Office have all of the required resources? Has the Project Office been established in a suitable location? Have all the required Project Office tools been procured?
Deliverables	Was a Business Case documented and approved? Was a detailed Feasibility Study undertaken? Has the Project Team been appointed? Is the Project Office complete?
Summary	Use the following performance criteria to identify the overall status of the project: Is the project currently on schedule? Is the project currently within budget? Are there any critical project risks? Are there any high priority issues? Have there been any substantial changes?

Undertake Phase Review

You are now ready to conduct the Phase Review, to determine whether the above criteria have been adequately satisfied. The Project Manager leads the completion of the Phase Review, to ensure that the assessment is completed fairly and the result is accurately documented.

Complete Phase Review Form

The results of the Phase Review are collated by the Project Administrator and bound into a single documentation set. The Project Manager will then summarize the results of the review, by completing a Phase Review Form. Once completed, this form should be forwarded to the Project Sponsor for consideration by the Project Board.

Seek Approval to Proceed

The Project Manager will present the Phase Review Form at a board meeting held specifically to discuss the current status of the project and decide on its continuation. At this meeting, the Project Manager will present:

	The original project vision, objectives, scope and deliverables
	The deliverables completed by the project to date
	The progress of the project against the delivery dates
	Any areas of slippage, in terms of time, cost and quality
	Any key issues and risks that require attention

The Project Board will assess this information and reach one of the following conclusions:

	Approve the project to proceed to the next phase of the project: Project Planning
	Request that additional activities are undertaken within the existing project phase
	Delay, transfer or close the project

Completing a Phase Review is a critical step in delivering a successful project. If Phase Reviews are not undertaken formally within the Project Lifecycle, then the Project Board will have reduced control over the progress of the project, thereby increasing the level of risk to the overall project delivery.

Defining Business Job Descriptions

Defining Business Job Descriptions

Appoint the Project Team

At this point, you will have created a Business Case, undertaken a Feasibility Study and defined the Project Charter for your project. You will have a sound understanding of the project vision, structure, activities and general timeframes for delivery. You’re now ready to take the first step to formally establishing the project environment by recruiting the project team. While the recruitment activity is a standard business function and does not need to be covered here in detail, we have described the general steps involved in recruiting a team of skilled professionals for a typical project.

List the Project Roles

The first step in appointing the project team is to define the generic roles within the project. The size of the project will determine the number and types of roles to be appointed. For instance, large projects may require the following full-time roles (as specified within the Project Charter):

Project Sponsor, Project Board, Project Manager

Project Administrator, Quality Manager, Procurement Manager

Communications Manager, Project Office Manager, Team Member

Once you have a clear list of the roles to be filled, you need to specify the number of people to be appointed to each role within the project. For example, most projects will require one Project Manager and a number of Team Members.

Define the Responsibilities of each Role

With a clear understanding of the types of roles required and the number of staff required to fill each role, you then need to summarize the key responsibilities of each role. An example is provided below:

For each of the roles listed in the above table, you need to create a detailed Job Description. A Job Description is a document that describes the specific responsibilities for a project role. The purpose of a Job Description is to clarify the scope of work that a particular role is responsible for undertaking, as well as the skills, experience and qualifications needed to undertake the role effectively. It describes the:

General purpose of the role

Detailed responsibilities associated with the role

How the role fits into the project organization structure

The skills, experience and qualifications required

The performance criteria

The general work environment

The salary package being offered

Identify the Recruitment Process

By now, you will have a clear understanding of the roles required to undertake the project, and the responsibilities, skills and experience required to fulfill them. The next step is to specify the process for recruiting staff into the roles that need to be filled. Most companies already have specific processes for recruiting staff for project roles, so there is no need to cover the recruitment process in detail here. However to complete the picture, we have listed below the generic steps typically undertaken to recruit staff to a project:

Recruit the Project Staff

Once you have gained approval from the Project Sponsor to appoint new team members, it’s time to undertake each of the steps listed above to recruit suitably skilled applicants for each role in your project. Make sure that you only recruit the staff needed to complete the immediate project steps. You may not need to recruit all the staff required to complete the entire Project Lifecycle at this stage. Finally, make sure that you comply with your company policies and procedures for recruitment of contract, part-time and full-time staff to the project.

Making the case for Business part 1

Making the case for Business part 1

Identify the Business Problem

Projects are typically undertaken to solve a business problem or realize a business opportunity. It is therefore imperative that you spend the time upfront to investigate the business problem or opportunity before you attempt to find a solution to solve it. Note: To complete this section thoroughly, you may need to complete a Feasibility Study.

Identify the Root Cause

First, you need to determine the root cause of the problem or opportunity by analyzing the environment within which it has arisen. For instance, the root cause of a problem or opportunity may be related to:

	Changes to the business vision, strategy or objectives
	Newly identified competing products or processes
	Opportunities resulting from newly introduced technologies
	Commercial or operational trends that are driving business changes
	Changes to statutory, legislative or other environmental requirements

Describe the Problem

Next, document the problem in detail by listing the:

	Reasons why the problem has arisen
	Elements that have created the problem (e.g. human, process, technology)
	Impact the problem is having on the business (e.g. financial, cultural, operational)
	Timeframes within which the problem must be resolved

Examples of business problems that require projects to solve them include: inefficient business processes, outdated technology, poor customer satisfaction, low profitability and increases in competitor market share.

Describe the Opportunity

If the project is being formed to realize a business opportunity (rather than solve a business problem), then you will need to:

	Describe the business opportunity in detail
	Identify why and how the opportunity has come about
	List the timeframes within which the opportunity will exist
	Define the impact that realizing the opportunity will have on the business

Whether the project is being formed to solve a problem or realize a business opportunity, you will need to collate all supporting evidence possible to prove to the Project Sponsor that it is real and that it must be resolved within the timeframes specified.

Identify the Alternative Solutions

Now that you have a detailed understanding of the business problem or opportunity, it is time to identify a preferred solution. For every business problem identified, there will likely be a range of alternative solutions available for implementation. Choosing the right solution for the right problem or opportunity is always a challenge. To ensure that you select the best solution available for your project, complete the following steps.

Identify the Alternatives

Take the time to identify at least three solid alternative solutions. State each alternative solution by describing its core elements (e.g. people, process, organization, technology) and the function of each element in the solution. Then complete the following steps for each alternative solution.

	Quantify the Benefits
	Forecast the Costs
	Assess the Feasibility
	Identify any Risks
	Document the Issues
	List any Assumptions

Quantify the Benefits

List the financial and non-financial business benefits to be gained from implementing each alternative solution, by completing the following table:

Benefit Category Benefit Description Benefit Value Examples of categories include: Financial, Operational, Market, Customer and Staff benefits. Examples of benefits include: increased sales revenue, improved profit margins, gains in market share and increased customer satisfaction. The tangible value of each benefit may be quantified in terms of the currency gained ($ / / / other) or the % increase gained. Intangible benefits should also be described in full.

Initiation: Business Case Benefits Table

Collate any materials to support the benefits stated in the table above.

Forecast the Costs

Describe the tangible and intangible costs involved in implementing the solution. In addition to the actual cost of the project, you may also wish to quantify the cost of any impact to the business resulting from the delivery of the project (e.g. operational downtime). In large organizations, you may need to identify whether the cost is a Capital Expense or an Operational Expense item. You may need to attach a separate spreadsheet with financial analysis of the project as an Appendix to the Business Case, if detailed financial information is required for approval. Complete the following table:

Expense Category Expense Description Expense Value Expense Type Examples include: People, Equipment, Materials, and Marketing, Supplier and Organizational expenses. Examples include: the cost of staff salaries, contractors, training, premises, tools, advertising, temporary loss in productivity and organizational downtime. Tangible expenses are usually quantified in terms of their monetary cost ($ / / / other). Intangible expenses (such as cultural changes) cannot be quantified in terms of their monetary cost, so instead, describe them in full. Identify whether each expense is a Capital Expense (CAPEX) or an Operational Expense (OPEX) item.

Initiation: Business Case Costs Table

Creating the Business Charter

Creating the Business Charter

Establish the Project Charter

After you have completed the Business Case and Feasibility Study to select your preferred solution, you’re now ready to define the project that will deliver that solution to your customer. To formally define a new project, you need to document its Project Charter. The Project Charter states the boundaries for undertaking the project by describing its scope, organization and proposed implementation approach. Specifically, it defines the:

	Project vision, objectives, scope and deliverables (i.e. what you have to achieve)
	Project stakeholders, roles and responsibilities (i.e. who will take part in it)
	Proposed approach towards implementing the project (i.e. how it will be undertaken)

The following diagram depicts the steps involved in creating a TOR:

In some organizations, a Project Charter may also be referred to as a “Project Charter” or “Project Definition Report” (PDR). Once the Project Charter has been documented, it is presented to an identified Business Sponsor for approval.

Making the case for Business part 2

1. Making the case for Business part 2

Assess the Feasibility

Rate the overall feasibility of each solution by determining whether it is likely to resolve the problem or realize the opportunity. You may need to undertake a formal Feasibility Study to determine the overall feasibility result. Use the following table to rank the level of feasibility for each solution identified:

Solution Feasibility Rating Assessment Method List each alternative solution here. Rate the level of feasibility of each alternative solution from 1 to 10, with 1 being the lowest rating and 10 being the highest rating. Describe the methods used to determine the level of feasibility. Examples include: using prototypes to test the solution, completing surveys to get feedback on a solution, and reviewing the implementation of similar solutions in similar organizations.

Initiation: Business Case Feasibility Table

Identify any Risks

A project risk is defined as any event that may adversely affect the ability of the solution to produce the required deliverables. For each alternative solution, list the most apparent risks associated with the implementation of the solution. Then for each risk, list the mitigating actions required to reduce the likelihood of that risk occurring and the impact on the project should it eventuate. Use the following table to describe and rate each risk.

Risk Description Risk Likelihood Risk Impact Risk Mitigating Actions Describe the risks associated with each alternative solution. Examples of risks may include: an inability to recruit skilled staff, a lack of project sponsorship, and the extent of change within the current business. Rate the likelihood of each risk eventuating, as Low, Medium or High. Rate the impact on the project if the risk were to eventuate, as Low, Medium or High. List the actions needed to mitigate the risk, such as outsourcing elements of the project to an external supplier or making additional funding available upfront, should it be required.

Initiation: Business Case Risks Table

Document the Issues

Identify any key issues related to each alternative solution and prioritize the issues based on their effect on the project. An Issue is defined as any event that currently adversely affects the ability of the solution to produce the required deliverables. For each alternative solution, complete the following table:

Issue Description Issue Priority Action Required to Resolve Issue List and describe the issues associated with each alternative solution. Examples of issues include: The solution requires a greater level of funding than that currently available The solution has not been tried and proven in the marketplace The solution requires highly skilled resource that are in short supply Prioritize the issue based on the level of impact on the project. List the actions necessary to resolve each issue, and thereby improve the chances of project success.

Initiation: Business Case Issues Table

List any Assumptions

Also list any assumptions made while describing each alternative solution. For example, it may be assumed that:

	“There will be no legislative, business strategy or policy changes during the project
	The prices of raw materials will not increase during the course of the project
	Additional resource will be available from the business as required”

Recommend a Preferred Solution

Rate the Alternative Solutions

Assessment Criteria Solution 1 Rating Solution 2 Rating Solution 3 Rating List the criteria used to rate each of the alternative solutions. Examples include: benefits gained, cost of the solution, level of feasibility, inherent risks and size of issues. Assign your rating score here. Assign your rating score here. Assign your rating score here. Total Score

Initiation: Business Case Solution Options Table

Identify the Recommended Solution

The solution with the highest score in the table above becomes your preferred solution for implementation. Identify your preferred solution in your Business Case document, and state the primary reasons why this solution was chosen over the other alternatives available.

Describe the Implementation Approach

Initiation
Planning
Execution
Closure

Initiation Phase Business summary

Initiation Phase Business summary

Initiation Phase Review

The last step in the Project Initiation phase is the completion of a Phase Review. This review is undertaken to determine whether all the planning activities and tasks have been successfully completed and to request approval to proceed to the Planning stage of the project. The following diagram depicts the steps involved in undertaking this review.

The following steps describe the procedures involved in undertaking a Phase Review for the Initiation phase of the project.

Identify Phase Review Criteria

The first step in performing a Phase Review is to identify the review criteria. The criteria provide the basis for assessing the overall performance of the project to date. Examples of Phase Review criteria for the Initiation phase are provided in the following table:

Activities	Has the business problem or opportunity been adequately defined? Did the team research the environment that contains the problem or opportunity? Were the key business drivers listed? Do team members have a complete understanding of the business requirements? Were a detailed set of alternative solutions identified? Were the benefits and costs of each solution documented? Was the feasibility of each solution assessed? Were the risks and issues associated with each solution described? Were the alternative solutions compared and rated fairly? Was a recommended solution identified? Is there a clear implementation approach for the recommended solution? Has the team documented the project vision, objectives and scope? Is there a clear set of project deliverables? Have the project customers and stakeholders been identified? Are all the roles and responsibilities within the project clear? Is there a well-defined project structure? Was a generic project schedule created? Have the key milestones and dependencies been listed? Is there a clear process for the recruitment of staff? Have all project roles been fulfilled with appropriately skilled staff? Was the role of the Project Office clearly defined? Does the Project Office have all of the required resources? Has the Project Office been established in a suitable location? Have all the required Project Office tools been procured?
Deliverables	Was a Business Case documented and approved? Was a detailed Feasibility Study undertaken? Has the Project Team been appointed? Is the Project Office complete?
Summary	Use the following performance criteria to identify the overall status of the project: Is the project currently on schedule? Is the project currently within budget? Are there any critical project risks? Are there any high priority issues? Have there been any substantial changes?

Undertake Phase Review

You are now ready to conduct the Phase Review, to determine whether the above criteria have been adequately satisfied. The Project Manager leads the completion of the Phase Review, to ensure that the assessment is completed fairly and the result is accurately documented.

Complete Phase Review Form

The results of the Phase Review are collated by the Project Administrator and bound into a single documentation set. The Project Manager will then summarize the results of the review, by completing a Phase Review Form. Once completed, this form should be forwarded to the Project Sponsor for consideration by the Project Board.

Seek Approval to Proceed

The Project Manager will present the Phase Review Form at a board meeting held specifically to discuss the current status of the project and decide on its continuation. At this meeting, the Project Manager will present:

	The original project vision, objectives, scope and deliverables
	The deliverables completed by the project to date
	The progress of the project against the delivery dates
	Any areas of slippage, in terms of time, cost and quality
	Any key issues and risks that require attention

The Project Board will assess this information and reach one of the following conclusions:

	Approve the project to proceed to the next phase of the project: Project Planning
	Request that additional activities are undertaken within the existing project phase
	Delay, transfer or close the project

Completing a Phase Review is a critical step in delivering a successful project. If Phase Reviews are not undertaken formally within the Project Lifecycle, then the Project Board will have reduced control over the progress of the project, thereby increasing the level of risk to the overall project delivery.

Making the case for Business part 1

Making the case for Business part 1

Identify the Business Problem

Projects are typically undertaken to solve a business problem or realize a business opportunity. It is therefore imperative that you spend the time upfront to investigate the business problem or opportunity before you attempt to find a solution to solve it. Note: To complete this section thoroughly, you may need to complete a Feasibility Study.

Identify the Root Cause

First, you need to determine the root cause of the problem or opportunity by analyzing the environment within which it has arisen. For instance, the root cause of a problem or opportunity may be related to:

	Changes to the business vision, strategy or objectives
	Newly identified competing products or processes
	Opportunities resulting from newly introduced technologies
	Commercial or operational trends that are driving business changes
	Changes to statutory, legislative or other environmental requirements

Describe the Problem

Next, document the problem in detail by listing the:

	Reasons why the problem has arisen
	Elements that have created the problem (e.g. human, process, technology)
	Impact the problem is having on the business (e.g. financial, cultural, operational)
	Timeframes within which the problem must be resolved

Examples of business problems that require projects to solve them include: inefficient business processes, outdated technology, poor customer satisfaction, low profitability and increases in competitor market share.

Describe the Opportunity

If the project is being formed to realize a business opportunity (rather than solve a business problem), then you will need to:

	Describe the business opportunity in detail
	Identify why and how the opportunity has come about
	List the timeframes within which the opportunity will exist
	Define the impact that realizing the opportunity will have on the business

Whether the project is being formed to solve a problem or realize a business opportunity, you will need to collate all supporting evidence possible to prove to the Project Sponsor that it is real and that it must be resolved within the timeframes specified.

Identify the Alternative Solutions

Now that you have a detailed understanding of the business problem or opportunity, it is time to identify a preferred solution. For every business problem identified, there will likely be a range of alternative solutions available for implementation. Choosing the right solution for the right problem or opportunity is always a challenge. To ensure that you select the best solution available for your project, complete the following steps.

Identify the Alternatives

Take the time to identify at least three solid alternative solutions. State each alternative solution by describing its core elements (e.g. people, process, organization, technology) and the function of each element in the solution. Then complete the following steps for each alternative solution.

	Quantify the Benefits
	Forecast the Costs
	Assess the Feasibility
	Identify any Risks
	Document the Issues
	List any Assumptions

Quantify the Benefits

List the financial and non-financial business benefits to be gained from implementing each alternative solution, by completing the following table:

Benefit Category Benefit Description Benefit Value Examples of categories include: Financial, Operational, Market, Customer and Staff benefits. Examples of benefits include: increased sales revenue, improved profit margins, gains in market share and increased customer satisfaction. The tangible value of each benefit may be quantified in terms of the currency gained ($ / / / other) or the % increase gained. Intangible benefits should also be described in full.

Initiation: Business Case Benefits Table

Collate any materials to support the benefits stated in the table above.

Forecast the Costs

Describe the tangible and intangible costs involved in implementing the solution. In addition to the actual cost of the project, you may also wish to quantify the cost of any impact to the business resulting from the delivery of the project (e.g. operational downtime). In large organizations, you may need to identify whether the cost is a Capital Expense or an Operational Expense item. You may need to attach a separate spreadsheet with financial analysis of the project as an Appendix to the Business Case, if detailed financial information is required for approval. Complete the following table:

Expense Category Expense Description Expense Value Expense Type Examples include: People, Equipment, Materials, and Marketing, Supplier and Organizational expenses. Examples include: the cost of staff salaries, contractors, training, premises, tools, advertising, temporary loss in productivity and organizational downtime. Tangible expenses are usually quantified in terms of their monetary cost ($ / / / other). Intangible expenses (such as cultural changes) cannot be quantified in terms of their monetary cost, so instead, describe them in full. Identify whether each expense is a Capital Expense (CAPEX) or an Operational Expense (OPEX) item.

Initiation: Business Case Costs Table

Feasibility study of the business part 2

Feasibility study of the business part 2

Assess the Feasibility

You have now completed all the background research required to gain a detailed understanding of the business problem, drivers and requirements. You are now ready to undertake a feasibility assessment, by identifying the alternative solutions available and rating the likelihood of each solution meeting the requirements of the customer. You will also list the risks, issues and assumptions associated with each alternative solution.

Identify the Potential Solutions

By analyzing the information gathered to date, list all of the potential solutions available and for each solution identified, describe in detail its core components.

Undertake the Assessment

Then assess the likelihood (or feasibility) of each alternative solution meeting the requirements of the project. To determine the level of feasibility of each solution, you need to identify a range of appropriate assessment methods. For instance, you may wish to:

	Complete a Staff Survey.
	Run a Customer Survey.
	Build a Prototype.

Once you have completed the feasibility assessment, you should document the results by specifying the level to which the solution addresses the requirements of the customer. If you don’t have the time, or it is not possible to complete a formal assessment of the feasibility of each solution, then a “best guess” based on the research of other similar projects undertaken may be the only method available to you.

Score the Results

Now that the assessment has been completed, you will score the actual result using the following table:

Solution Feasibility Score Assessment Method List each alternative solution here. Score the feasibility of each alternative solution by rating it from 1-10, with 1 being the lowest rating and 10 being the highest rating. Describe the methods used to determine the level of feasibility. Examples include using prototypes to test the solution, completing surveys to get feedback on a solution and reviewing the implementation of similar solutions in similar organizations.

Initiation: Feasibility Study Scoring Table

Identify the Risks

Keep a record of any risks identified during the feasibility assessment. A risk is defined here as an event that may adversely affect the solution’s ability to deliver the requirements of the project. Describe the risks in the following table:

Potential Solution Risk Description Risk Likelihood Risk Impact Actions Required to Mitigate Risk List the solution to which the risk applies. Describe the risk and the effect it would have on the solution if it was to eventuate. Rate the likelihood of the risk eventuating by assigning Low, Medium or High. Rate the impact on the solution if the risk was to occur, by assigning Low, Medium or High. List the actions required to avoid, transfer or mitigate the risk.

Initiation: Feasibility Study Risks Table

Identify any Issues

Keep a record of any issues identified during the feasibility assessment. An issue is defined here as an event that will adversely affect the solution’s ability to deliver the requirements of the project. Describe the issues in the following table:

Potential Solution Issue Description Issue Priority Actions Required to Resolve Issue List the solution to which the issue applies. Describe the issue and the effect it will have on the project if this solution is chosen for implementation. Rate the priority of the issue, based on the amount of its adverse effect on the project, by assigning Low, Medium or High. List the actions required to resolve the issue.

Initiation: Feasibility Study Issues Table

List any Assumptions

Identify any assumptions made when assessing the feasibility of each alternative solution. For instance, it may be assumed that there will be no changes in business direction whilst undertaking this project.

Rank the Feasibility Results

Using the Feasibility Scores you’ve identified above, fill in the following table to determine the overall feasibility result. You may also wish to assign a Weight to certain criteria to increase or decrease its importance.

For example, the Score can be a number from 1 (low feasibility) to 10 (high feasibility), and the Weight might be a number from 0.5 (criteria is unimportant) to 1.5 (criteria is very important). The Total score equals the Score * Weight. Then collate the Total scores for each alternative solution to calculate the Overall Score.

Solution 1 Solution 2 Solution 3 Criteria Score Weight Total Score Weight Total Score Weight Total List the criteria used to assign feasibility score for each solution. Overall Score

Initiation: Feasibility Study Rankings Table

Identify the Feasibility Outcome

Based on the table above, identify the solution with the highest overall score, as this is the solution most likely to satisfy the stated requirements of the customer. The result of this Feasibility Study should be seriously considered when selecting a preferred solution for implementation. Other factors described in the Business Case, such as costs and benefits involved in delivering the solution, must also be taken into account.

And there you have it! By completing the steps above, you will have undertaken a comprehensive Feasibility Study. As a result, you

Feasibility study of the business part 1

Feasibility study of the business part 1

Undertake a Feasibility Study

A Feasibility Study adds depth to a Business Caseby researching the business problem in more detail, identifying the requirements for a solution, and determining whether the alternative solutions are likely to meet the requirements stated. The steps involved in undertaking a Feasibility Study are shown in the following diagram: image001 image002

Research the Business Problem

Research the Problem

Add depth to the Business Case by researching the root cause of the problem which the project hopes to address by implementing a suitable solution. Complete a “Root Cause Analysis” exercise to identify the underlying cause of the problem by performing the following steps:

1.	Data Collection. Gather all of the information required to gain a thorough understanding of the problem
2.	Data Analysis. Analyze the information gathered and identify any gaps and deficiencies in knowledge
3.	Identify Contributing Factors. Then identify the events which led to the problem, and identify the possible contributing factors for those events
4.	Identify the Root Cause. After all of the contributing factors have been identified, describe the reasons for them occurring. These reasons form the “root cause” of the problem.

Examples of common business problem areas include:

	Business Direction (e.g. a lack of a vision may cause inefficiencies in the business)
	Business Structure (e.g. the existing structure may not be appropriate for new business processes)
	Business Growth (e.g. rapid growth may mean that premises are no longer sufficient to hold staff)
	Business Competencies (e.g. a change in business direction may lead to a mismatch in staff skills)
	Business Performance (e.g. the business may not be achieving the objectives set)
	Business Processes (e.g. some areas of the business may have inefficient processes)
	Business Location (e.g. the existing premise may not match the new corporate image)
	Business Technology (e.g. the existing technology does not support changes in the business)

Research the Opportunity

Although projects are often initiated to solve a business problem, you may also initiate a project to “realize” (i.e. take up on) a business opportunity. Complete the following research to identify the underlying basis for the opportunity, by performing the following steps:

1.	Data Collection. Gather all of the information required to gain a thorough understanding of the opportunity
2.	Data Analysis. Analyze the information gathered and identify any gaps and deficiencies in knowledge
3.	Identify Contributing Factors. Then identify the events which led to the opportunity and identify the possible contributing factors for those events
4.	Identify the Underlying Reason. After all of the contributing factors have been identified, describe the reasons for them occurring. These reasons form the “underlying basis” for the opportunity

Examples of business opportunities include:

	A new market demand which is identified for a specific product or service offering
	A competing company closes or changes in business direction
	You identify new ideas for products or services within your market segment
	You identify new potential premises for your business
	New technologies are identified which will give you a competitive edge
	You have identified a new target market for sourcing skilled workers
	There have been changes in legislation or regulation

Identify the Requirements

Now that you have a detailed understanding of the root cause of the problem or the underlying basis of the opportunity, you should identify the business drivers and requirements for a solution to that problem or opportunity.

List the Key Business Drivers

List any key business drivers, which require the solution to be delivered within a specified timeframe, such as:

	Legislative or regulatory changes which come into effect on a certain date
	A competitive advantage that is likely to remain valid for a limited period of time
	A milestone listed on the Business Plan that must be achieved by a certain date
	A specified period of time that the business can cater to a loss in revenue or efficiency

Business drivers are often difficult to identify, however they are critical to the overall success of the project as they define the timeframes within which the project must deliver the required result.

Define the Business Requirements

The next step is to list the requirements for a solution to the business problem or opportunity. For example, it may be required that a project delivers:

	A new technology for the business with a central source of data
	A set of new processes and procedures for staff to implement
	A suite of new products and services to release to the market place
	A new business premise with greater staff capacity and improved facilities
	A physical asset for a customer, such as a construction, infrastructure or telecommunications asset

5 Steps to Hiring the Right Staff

To ensure you hire the right staff for the right roles, take these steps:

1. Define the Role
Sounds easy, but defining the role properly is the most important step to take when recruiting new staff. You need to create a Job Description document that describes the:
• Purpose and responsibilities of the role;
• Reporting and communication relationships;
• Skills, experience and qualifications needed;
• Team fit and performance criteria;
• Salary, rate, commission and benefits; and
• Work environment and special conditions.

2. Find Top Candidates
Next, advertise the role both internally and externally. Make your advert as specific as possible by listing the key responsibilities. Explain the challenges that they will face. List any special requirements. Make it sound enticing, but don’t oversell it.
Then while the adverts are running identify your selection criteria for interviews, based on the characteristics in the Job Description.
When the adverts close, review your list of applicants against the selection criteria and choose between 3 and 5 applicants to interview.

3. Interview Candidates
Next, interview the selected candidates. Make sure you prepare fully for each interview, so don’t just “wing it”. For every interview, you should:
• Prepare a list of questions before you start.
• Cover all areas of the Job Description during the interview.
• Address any strengths and weaknesses from their CV.
• Consider the quality of the questions they’ve posed to you.
• Be specific, direct and to the point at all times.
Don’t be afraid to take notes during the interview. You will find that if you’re interviewing more than 3 candidates, you will need to rely on the interview notes heavily when progressing to the next stage.

4. Test Candidates
Depending on the type of role you’re recruiting for, you may also want to formally test your candidates. Here are 10 ways that you can test candidates to determine their suitability against the Job Description:

1. Perform personality, competency and numerical testing.
2. Get them to send samples of work completed in the past.
3. Ask them to perform specific project tasks. For instance, if hiring a software developer, get them to write you an example program.
4. Perform a second interview with management.
5. Get them to meet the team and allow the team to ask questions.
6. Take them for lunch with your team and see how they socialize.
7. Get them to do a formal presentation to your team.
8. Seek 3 professional references, all from past employers.
9. Ask them for 2 personal references, for character checking.
10. Speak to their prior customers to confirm their competency.

5. Select Candidate
Based on the interview and test results, the next step is to select the right person for the job. If you have a number of people that you can’t decide between, then here are your options:
• Hire neither and start again. It’s difficult to do this as you’ve put in a lot of work to get to this point. But it may be better to start again than hire a candidate who will not meet your needs fully.
• Hire both and deliver earlier. In some cases you can split a Job Description in two and allocate the responsibilities to more than one person. It’s challenging and risky doing this, but in some cases you can deliver the project earlier and at the same cost by hiring 2 gifted candidates at the same time.
• Select the best candidate. In most cases you’re landed with this option. If both candidates are “on an even par”, then don’t pass the decision on to someone else, go with your gut feel. We could give you numerous statistical testing methods to choose the right person, but at the end of the day they have to be able to do the job and fit in with your team—and only you will know which candidate is best to do this.
Your ability to hire the right people will determine your success as a Project Manager. So take your time and use this recruitment process to choose wisely.