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Project Selection Scope

& Objective

IT Planning Process

0. Methods for Selecting Projects^ 

There are usually more projects than available timeand resources to implement them

^

Therefore: It is important to follow a logical process forselecting IT projects to work on



Methods include– Focusing on broad needs– Categorizing projects– Financial methods– Weighted scoring models

Broad Organizational Needs



It is often difficult to provide strong justificationfor many IT projects, but everyone agrees theyhave a high value

^

“It is better to measure gold roughly than to countpennies precisely”



Three important criteria for projects:

• There is a

need

for the project

• There are

funds

available

• There’s a strong

will

to make the project succeed

1. Project Scope &

Objectives

Capture key project objectives inthe Project Overview Statement

(POS) / Vision/ Mission

Role of the POS



The POS captures key objectives of theproject, such as the Conditions ofSatisfaction (COS)

• It should be a short document (1-2 pp)– The COS should convey what the project is

expected to deliver and accomplish

• It should be reviewed and updated

throughout the project – it isn’t static

• It is negotiated with the customer

Generating the POS



Often the POS is developed through an iterativeprocess

• The customer makes a

request

for some major

aspect of the product (key set of features, forexample)

• The developer asks to

clarify

the request

• The customer provides a

response

• Customer and developer

agree

on the response

• Repeat the previous four steps until done

Non-traditional POS Uses



The POS can help understand a projecteven if not starting from scratch

• Inheriting a project from someone else– Using a POS as a suggestion to start an

unsolicited project

• Use a POS as a reference to guide your team

during development

Problem/opportunity



This section summarizes major problemsthe project will fix, and identify significantnew opportunities of which it will takeadvantage

• Like the INFO 503 analysis method of the

same name, this helps prove thereis significant motivation for the projectto occur

Goal



The goal gives direction and purpose tothe project, summarizing how theorganization will address the problems, oract on the opportunities



Don’t commit to specific time or cost goals– the scope of the project is too vague forthat

Success criteria



Imagine the project is done, and you wantto prove how much the organizationbenefited from it

• What specific measures could you make to

prove the project was worthwhile?

• These are your success criteria



Typical criteria are increased revenue,reduced costs, improved service, etc.

Assumptions, risks, obstacles



This is an executive summary of majorassumptions the project is based upon,key risks to manage, and foreseeableobstacles that will need to be overcome

• Particularly focus on areas you might need

help managing



More details will appear in the ProjectDefinition Statement (PDS)

POS Approval



The POS is submitted to middle or uppermanagement for approval



The expected outcome is to continue moredetailed planning and analysis for theproject

Expand POS into PDS



The Project Definition Statement (PDS)expands on the POS in twokey areas

• Objectives can be more specific, and use

more technical language to convey their exactintent

• Assumptions, risks, obstacles can cover more

details of interest to the development team