Building The Process A Proposal ( Business Case )

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DESIGN A decision has been reached by individual(s) with responsibility to effect change in order for an organisation to remain competitive and flourish. Plan. In order to start the process a proposal (business case) needs to be produced. This would identify the issues that need to be addressed, cost implications, who should be directly involved with the project and the potential outcome and benefits. This process defines the framework of the project What is possible / realistic? Investigate potential solutions and the ramifications of choosing different routes to achieve the same or slightly modified outcomes. If outcomes differ from the original plan, is this a more effective solution to the change process. Stakeholders and opinion formers need to be kept informed of relevant details relating to the project. A communications plan with a schedule of events, meetings or newsletters. Define the ‘terms of reference’. Outline the objectives of the project and the confines in which it will operate. For instance – the goal, how it will be organised, who will be involved and how it will be implemented. When the framework of the project has been agreed the individuals taking responsibility for the project need to be identified and recruited (these could be internal or external candidates). At this point it would be the project manager’s responsibility to review the plans and business case and gain the approval of stakeholders in order to take the project to the next stage. DEVELOP At this stage the framework of the project needs to be documented in order for all individuals to follow the process and be clear about their responsibilities within the project. The plan covering all elements of the project needs to be produced. A timeline of the phases and tasks needs to be put in place. Clarity about who is dependent on what, in order for each individual to complete their part of the project. Resources need to be defined and realistic expectations of access to resources and cost implications. All the financial projections need to be documented, in terms of the project itself and the long term impact on the business/organisation. The documentation also needs to define quality targets and guidelines to ensure a consistent standard throughout the project and at the point of delivery. Potential risks need to be identified and an assessment of the likelihood of any risks effecting the progress of the project or impact on the business/organisation in the longer term. If there are risks a contingency plan needs to be in place to minimise the impact. At this point another review needs to take place and findings need to be communicated to individuals with a vested interest in the project including stakeholders and opinion formers. During the implementation of the project outcomes start to take shape and customers (both internal and external) are in a position to feedback. The project manager continues to monitor progress and ensure delivery is within the criteria of the original plan. This could be with a system of batching components of the project together in packets. Once a package of tasks are completed then move to the next. If the project is not running to the original plan new guidelines/terms of reference should be redefined and agreed by all interested parties before proceeding to the next phase. ANALYSE When a project is nearing its

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