Kategorier: Alle - costs - requirements - risks - business

af Rafael Lineros 8 år siden

261

Define a business project

In developing a comprehensive business case, various components are essential to ensure the project’s success. It begins with estimating costs and determining the strategic fit and justification for the initiative.

Define a business project

Finish here

Finalising your map


Congratulations - you have reached the end of this Smart Map wizard.
You can return to this map again and use the Wizard to add more items if you need to. Just going through the process will probably generate some more ideas.
This map can then be saved as a regular Mindomo map, and used to communicate with your stakeholders. It can then become the basis for detailed planning and scheduling. There are more features in Mindomo that can help you with this.
If you have comments on this map, please feel free to add them in the comment panel on the right.

Start here

Welcome!


This Smart Map works by explaining the purpose of each area of the map, then helping you to input your information. Existing topics are populated and new ones created to describe your your project, initially within a predefined framework. Later on, you can amend and restructure it as you wish, using further Mindomo features.
Press Enter or click the right-arrow button below to continue.

IDEA DE NEGOCIO

Enter your project name


Begin by typing your project name into the Central Topic below, then press the Enter key or click the right-arrow button.

Risks & Issues

Risks and Issues


Projects of all sizes face risks and issues, which must both be proactively managed.
Risks are characterised by their probability, and their severity if they do occur. They can be controlled by reducing their probability and/or reducing the severity of their impact.
Issues need to be identified early and addressed early, otherwise they might become critical later and cause a delay.

Issue log

Issues Log


Issues are risks that have already occurred. Even if your project has not yet started, you might already know of some issues. It is good practice to maintain a log of current issues so that they do not get forgotten.

Issue

Add a project issue


Add a project issue and grade its impact by clicking an icon below:

  1. Currently blocking progress
  2. A workaround exists, but the solution is not known
  3. The solution is known but is not implemented
  4. Temporary issue that may solve itself

Action

Add an action for this issue


What action are you taking to address this issue? Add one or more actions.

Risk Log

Risk Log


The Risk Log contains the main risks that might affect the project outcome. This does not need to be highly detailed, nor should you include large-scale events such as earthquakes. Typical project risks include:

Risk

Add a project risk


Add a project risk and grade its impact by clicking an icon below:

  1. High probability / high severity: control is essential
  2. Low probability / high severity: control is essential
  3. High probability / low severity: control is preferable
  4. Low probability / low severity: we may accept

Control

Add a control for this risk


Type in a short summary of what action you might be able to take to control this risk. Options include:

Activities & Schedule

Project activities and schedule


Although we are not planning a detailed schedule here, this map should include the major work elements so that they can be broken down into tasks later.

Activity

Add a project activity


Type in a project activity. Examples include:

Schedule

Add the timescale for this activity


When will this activity take place? Type an approximate date or a project stage.

Communications plan

Communications plan


Communications are vital to your project, so that all stakeholders know what they need to know to play their part. A communications plan helps you to keep everyone informed.

Key communications events

Key communications events


Your communications plan should include a number of key events, with specific purposes and outcomes. You can choose from the suggestion that follow or add your own.

Other event

Add another event


Add other project communications events not listed above, or press Enter to skip.

Project review

Include a project review?


The project review meeting takes place once the project has been closed, and examines the processes that led to both success and failure in the project. The goal of the review meeting is to improve processes and techniques for the next time.
Click the icon to include a project review meeting:

Close-out meeting

Include a close-out meeting?


The project close-out meeting confirms that the stakeholders are all satisfied with the outcomes of the project, and it can officially be accepted as complete.
Click the icon to include a close-out meeting:

Quality reviews

Include quality reviews?


If you have specific quality criteria to meet, or have a quality regime in your organisation, you may need to conduct periodic reviews to ensure that the project could pass an audit at any time.
Click the icon to include quality reviews:

Risk and issue reviews

Include risk and issue reviews?


You should periodically review project risks and issues, to ensure that new risks are not emerging, and that issues are not being left unaddressed.
Click the icon to include risk and issue reviews:

Progress reviews

Include progress reviews?


If the project is large enough or if you are using an Agile methodology, you will need regular progress reviews with a consistent agenda.
Click the icon to include progress reviews:

Stage planning

Include stage planning meetings?


If your project is large, or if you are using an Agile methodology, you may need regular planning meetings to schedule the project in stages.
Click the icon to include stage planning meetings:

Kick-off meeting

Include a kick-off meeting?


The project kick-off meeting ensures that the project team and key stakeholders all have the same goals, know what the main elements of the plan are, know what the processes and rules are, and know what part they will play.
Click the icon to include a kick-off meeting:

Communication and collaboration tools

Communication and collaboration tools


What communication and collaboration tools will you use? How will you issue bulletins, share documents and work collaboratively? Which tools will be suitable for your stakeholders?

Tool

Add a communication tool


Add a communication / collaboration tool. Examples include:

Requirements management

Requirements Management


Requirements often make or break projects. If the requirements are not well known in advance, the way that you handle this situation will have a significant impact.
Knowing the requirements is important, but it is more important to be in control of the requirements, and to know what is excluded as well.

Known exclusions

Exclusions


For clarity, you should state any known exclusions that are definitely not part of the project, especially if there is a chance that someone might reasonably assume they are included.

Exclusion

Add an exclusion


Specify an exclusion from your project. Examples are

Known requirements

Known requirements


List the major known requirements for your project. If there are a lot, then you might choose to put these in a separate map. You can always come back and add more later. The important thing is that the requirements are gathered in one place and are roughly classified. Requirements can include:

Requirement

Add a requirement


Add a requirement in the topic text. Requirements should be specific enough to be tested. Prioritise it with MoSCoW grades by clicking on an icon:

  1. Must have - an essential requirement
  2. Should have - preferred, but a temporary workaround would be acceptable
  3. Could have - include if easy and all the Musts and Shoulds are complete
  4. Want to have - can be left for the future
Requirements Management

Requirements Management


How will you respond when requirements change? How will you keep track of changing requirements?

Requirements management technique

Add a requirements management technique


Add a technique or process to manage requirements. Techniques might include:

Requirements confidence level

Indicate your confidence level


How confident do you feel about the requirements specification for this project? Can you start designing now, or will you need to spend time defining the requirements?
Click the icon that represents your confidence level:

Press Enter or click the right-arrow to continue.

Stakeholders

Project Stakeholders


A 'Stakeholder' is anyone who might be affected by the project or its outcomes. Some stakeholders are clear, for example the customer and users. But sometimes there are hidden stakeholders, such as people who share the resources that the project will also use. You will need a list of stakeholders for your communication plans.

Others

Other stakeholders


Who else might have an interest in the project or its outcomes?

Stakeholder

Add another stakeholder


Add a stakeholder name. For clarity, add their interest in brackets after their name. Think about people who:

Partners and suppliers

Partners and suppliers


Will you be working with any external partners or suppliers to deliver your project?

Supplier

Add a partner or supplier


Add a partner or supplier. You can add their service or speciality in brackets after their name.

Project team

The project team


Your project team may consist of direct members and people who support the project in other ways.

Team member

Add a team member


Add a team member. You can add their role in brackets after their name. Examples include:

Users

Users


The users of the outcome of your project may not be the same as the customers who pay the bill. Who are the users, and who represents their interests on the project?

User

Add a user


Add a user or user representative, such as:

Customers

Customers


Who are the people in the customer's organisation who are important to the project?

Customer

Add a customer representative


Add a customer representative. These might include people who:

Customer account manager

Customer account manager


Who takes care of the customer, and represents their interests with your team?

Account manager

Add an account manager


Add a customer account manager.

Sponsors

Project sponsors


Project sponsors are the senior members of your organisation who are backing (or will need to be persuaded to back) your project. They provide the authority for the project.

Sponsor

Add a project sponsor


Add a name and press Enter.

Business Case

The Business Case


The Business Case justifies the investment in the project. If your project is already approved, then you can skip over this section and delete it later. But if you need buy-in for your project, then you may need to make a simple business case.

Strategic fit

Strategic 'fit'


How well does this project fit your strategy?
Is it 'strategic'?
Does it help you along the road towards strategic goals, either for your team, department or company?

Justification

Add a strategic reason


Add a strategic reason for this project.

Key benefits

Key benefits


What are the key benefits to your organisation in taking this project forward?

Key benefit

Add a key benefit


Type in a key benefit from this project. Examples include:

Estimated costs

Estimated costs


Estimated costs will help to determine the level of authorisation required, the cost/benefit ratio, and the opportunity costs of the project.

Cost

Add an estimated cost


Type in the name of a cost and the estimated amount. Typical costs include:

Statement of Work

The Statement of Work


The first thing to write is the Statement of Work. This gives a high-level overview of the major items that the project should deliver.

Assumptions

Project assumptions


What assumptions are you making in order to deliver this project successfully?
What is outside your control, or is on your list to'deal with later'?

Assumption

Add an assumption


Type an assumption into the topic text. Examples include:

Constraints

Project constraints


A constraint is a condition that must be met. Constraints set non-negotiable limits and are often restrictive.

Constraint

Add a Constraint


Type in a project constraint, or just press Enter to skip. Examples of constraints include:

Resources

Project resources


What are the key resources that this project will need?

Resource

Add a project resource


Add a key resource that your project will need. Examples include:

Milestones

Milestones


A project milestone is an event that shows progress along the path towards completion. Milestones usually have deadline dates.

Milestone

Add a project milestone


Type in the name of a milestone for your project. Examples include:

Deadline date

Add a milestone date


Enter an approximate target date for this milestone.
You can return later to customise the task information in this Mindomo map and start using its project management features.

Deliverables

Deliverables


A project deliverable is evidence of real progress. It is something that can be handed to your customers or users.

Deliverable

Add a project deliverable


Type a project deliverable into the topic text below, and press Enter. When you are finished, press Enter again. Examples of project deliverables include: