Praxis Framework by Author

Author:Author
Language: eng
Format: epub
Publisher: The Stationery Office

During this formative period, information will be gathered for use in the brief and definition plan. This information will be diverse but it is too early to start building individual documents. It is useful for the manager to maintain a diary that is formally known as a daily log. This acts as a repository for information about assumptions, risks, issues, constraints etc., until more formal documentation is established.

Role descriptions for sponsorship and management should be assembled and agreed with the relevant individuals. It is important to confirm that they not only have the necessary competence but also are able to commit sufficient time to the identification process.

Review previous lessons

It is always important to learn from the past. The availability of documented lessons learned will depend upon the host organisation’s capability in knowledge management.

Where records of lessons learned are available, the initiation team should review them and identify those that are relevant to the new project or programme. These will be entered into a lessons log along with a description of how they affect the brief and definition plan.

If records are not available, it is still important for lessons to be gathered from previous projects or programmes. This may involve seeking out and interviewing sponsors and managers of previous projects and programmes or organising workshops.

External sources of lessons learned, such as other organisations or professional networks, should also be considered. If the host organisation has not done a project or programme like this one before this activity will rely on such external sources.

Prepare brief

Based on the confirmed mandate, the identification team will start work on the project or programme brief. The purpose of the brief is to provide sufficient information to justify investing in the definition process (the extent of which will be described in the definition plan). The exact content will vary in scope and detail according to circumstances and must be in proportion to the cost and risk of the proposed project or programme.

The key decision made during this process concerns how the work will be governed; i.e. will it be organised as a project or a programme? This is predominantly determined by the early stages of scope management, starting with the capture of requirements. The nature and complexity of the requirements, the scale and complexity of the solution, and the breadth of scope, will collectively indicate how the work should be managed. This decision will, in turn, influence the way that scope management, schedule management, risk management, etc. are covered in the brief.

The brief contains outline information about all of the components of the delivery function. The identification team will:

● work with stakeholders to establish their requirements

● develop a solution and scope of work

● determine whether to manage the work as a project or programme, or a hybrid of the two

● estimate high-level timescales

● identify sources of funding and estimate budgets

● identify and assess the main risks that could affect successful completion

● outline the type and quantity of resource that will be needed and whether it can be

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