Development phase of idea to project

A project could be described to be scheduled results-oriented multitask unity which includes certain amount of risks. For execution the project an organization has to be implented for the specific project. Each project has its own precisely defined objectives which are developed from the idea. In addition to the objectives the project has to be defined by project organization, time schedule and the resources which are available. Succesful projects are normally achieved by doing thorough groundwork of the idea.

This article focuses in the area where is critical that the start of planning process should be involved from the beginning of the idea so all relevant factors could be taken into account for success of the project. The planning is based on the one hand resolving the obstacles in the development process, on the other hand assessing the risk, opportunities and strengths that the project could meet. From the different options should be selected the most effective and durable option. In the article is given choices for working methods and tools.

Project Management

Every project has constraint that can be summed into Project Management Triangle also called the Triple Constraint. The diagram on the right demonstrates key attributes which has to be handled effectively for successful completion and closure of any kind of project. The key attributes are time, cost and scope.

Time- Refers to the actual time required to produce a deliverable. Which in this case, would be the end result of the project. Naturally, the amount of time required to produce the deliverable will be directly related to the amount of requirements that are part of the end result (scope) along with the amount of resources allocated to the project.

Cost – This is the estimation of the amount of money that will be required to complete the project. Cost itself encompasses various things, such as: resources, labor rates for contractors, risk estimates, bills of materials, et cetera. All aspects of the project that have a monetary component are made part of the overall cost structure.

Scope – These are the functional elements that, when completed, make up the end deliverable for the project. The scope itself is generally identified up front so as to give the project the best chance of success. (Although scope can potentially change during the project life-cycle, a concept known as ‘scope creep’) Note that the common success measure for the scope aspect of a project is its inherent quality upon delivery.

General of project development

There are many project phases associated with the project management process. The most common construct of the project management process includes 5 phases:

• 1. initiation
• 2. planning
• 3. execution
• 4. monitor/control
• 5. closing.

In general, anything prior to the Project Charter which begins the initiation phase is considered Preliminary Planning.The Project Charter is the document that identifies the formal start of a project. Preliminary Planning is any work done before the formal project start.

Planning

The most common shortcomings in the project planning are neglect of adequate preliminary studies as well as poor management of the structure concerning the plans. The project plan may not the work as effective as it should.

A closer examination of not so successful projects often also reveals that the projects are planned much of the project producer and experts viewpoint. Stakeholders and the target groups (customers) haven’t been adequately addressed about the project. The beneficiaries commitment has stayed weak because they haven’t had a sufficient enough impact on the project specially on the content or operating models.

Behind of successful project can be found generally thorough groundwork. The implementation model is tailored to the needs and opportunities of the project stakeholders. Planning has involved every branch of the stakeholder network instead that the plans would be drawn by experts who are not involved enough on the project. As early as in the design phase of the project the end of the project has been thought, what is the level needed for accomplishing the objectives and what is needed to be done in order to continue operate in a sustainable basis.

Preliminary planning

Planning is advisable to start with critical preliminary design stage on which basis the more precise planning design for the project is selected. In the preliminary planning is needed to do various backround studies for starting the project and for comparing these studies good method could be to use SWOT analysis.

Preliminary Planning can be a formal or informal process depending on the organization, the culture, and its procedures. Either way, it is a good practice to gather some key information before you begin a project. This process can begin by answering these common Preliminay Planning questions:

• 1. What is the goal of the project?
• 2. Who are the known stakeholders?
• 3. What is the business case for this project?
• 4. What are the alternatives to providing the deliverables?
• 5. What is the budget?
• 6. What is the Scope?
• 7. What is the project schedule?
• 8. What are the known deliverables of the project?
• 9. What is the priority of the project?
• 10.What are the potential risks?

SWOT analysis

The SWOT analysis is simple tool for identifying not only weaknesses and threats of the plan, but also the strengths and opportunities it makes possible. Using the SWOT puts the plan problems and choices more structured and systematic way. This helps just not to notice the areas where action and decision is needed but also make better choices in the start. SWOT is popular tool among companies because it fast and easy to use. But it can also cause problems being very subjective depending of the person doing the analysis. SWOT analysis should be used more as a guide instead as strict tool.

SWOT is presented by 2x2 matrix, strength/ weaknesses for internal factors and opportunities/threats for external factors.

Decision making phase

“Decision making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker. Making a decision implies that there are alternative choices to be considered, and in such a case we want not only to identify as many of these alternatives as possible but to choose the one that best fits with our goals, objectives, desires, values, and so on“

Between preplanning and actual project planning should always be decision making phase on which is determined should the idea be continued or rejected because the risks are too great. Reasons can be various for example that the project wouldn’t be sustainable in the long run or results of the project are not sufficient enough. When defining the scope of the project there are areas which are needed for critical examination. Is there real need and demand for the project? Are there enough strengths and external chances that the idea really has choices for a project?

This decision making phase is practically the only phase where the poor project ideas could rejected. Often after the decision making phase cancelling the project is not anymore option. Different project partners have committed themselves so strongly in implementing the project that nobody is not ready anymore to put the project in end. The project partners have put too much resources on the certain project that pulling the is not anymore option.

Decision making should start with the identification of the decision makers and stakeholders in the decision,reducing the possible disagreement about problem definition, requirements, goals and criteria. Then, a general decision making process can be divided into the following steps:

• Step 1. Define the problem

The goal is to express the issue in a clear, one-sentence problem statement that describes both the initial conditions and the desired conditions.

• Step 2. Determine requirements

Requirements are conditions that any acceptable solution to the problem must meet.

• Step 3. Establish goals

Goals are broad statements of what is needed for accomplishing the plan. The goals may be conflicting but this is a natural for practical decision situations.

• Step 4. Identify alternatives

Alternatives offer different approaches for changing the initial condition into the desired condition.

• Step 5. Define criteria

It can be helpful to group together criteria into a series of sets that relate to separate and distinguishable components of the overall objective for the decision. Criteria should include all goals.

• Step 6. Select a decision making tool

There are several tools for solving a decision problem. Sometimes “the simpler method, the better” but complex decision problems may require complex methods, as well.

• Step 7. Evaluate alternatives against criteria

Every correct method for decision making needs the evaluation of the alternatives against the criteria.

• Step 8. Validate solutions against problem statement

The alternatives selected by the applied decision making tools have always to be validated against the requirements and goals of the decision problem.