SELECT PROJECT MANAGER
DETERMINE AUTHORITY OF PROJECT MANAGER
COLLECT HISTORICAL INFORMATION
DIVIDE LARGE PROJECTS INTO PHASES
IDENTIFY STAKEHOLDERS, THEIR INFLUENCES AND THEIR RISK TOLERENCE
DETERMINE HIGH-LEVEL REQUIREMENT, CONSTRAINTS, ASSUMPTIONS AND RISK
TURN HIGH LEVEL STAKHOLDER NEEDS, WANTS AND EXPECTATIONS IN TO REQUIREMENTS
MAKE SURE BUSINESS CASE AND ANALYSIS SUPPORTING THE NEED FOR THE PROJECT IS DOCUMENTED AND UNDERSTOOD
ENSURE PRODUCT SCOPE IS FINAL AS PRACTICAL
UNDERSTAND HOW THE PROJECT SUPPORTS THE ORGANIZATION STRAGETIC OBJECTIVE
DETERMINE MEASUREABLE PROJECT AND PRODUCT OBJECTIVES
FACILITATE THE RESOLUTION OF CONFLICTING OBJECTIVES
BECOME FAMILIAR WITH COMPANY CULTURE AND STRUCTURE AS IT RELATES TO THE PROJECT
FIND EXISTING PROCESSES, STANDARDS, AND COMPLIANCE REQUIREMENTS THAT AFFECT THE PROJECT
UNDERSTAND HOW THE ORGANIZATION DOES BUSINESS AND WHAT PROCEDURES AND POLICIES ARE ALREADY IN PLACE TO USE ON THE PROJECT
DO PLANNING USING THE PROJECT PLANNING PROCESS ON HIGH LEVEL BASIS
PERFORM HIGH LEVEL ESTIMATING FOR THE PROJECT SCHEDULE AND BUDGET
DETERMINE WHETER THE PRODUCT CAN BE ACHIEVED WITHIN THE GIVEN CONSTRAINTS
DETERMINE WHAT FORM THE PROJECT CHARTER WILL TAKE, INCLUDE THE LENGHT, LEVEL OF DETAIL, AND REASONS FOR SELECTED FORMAT
COORDINATE PROJECT INITIATING EFFORTS WITH STAKEHOLDERS AND THE CUSTOMERS
WORK WITH CUSTOMER AND OTHER TO DETERMINE ACCEPTANCE CRITERIA AND CLARIFY WHAT IS AND IS NOT IN THE PROJECT
DETERMINE INITIAL PROJECT ORGANIZATION
IDENTIFY ANY INHERENT OR REQUIRED MILESTONES ON THE PROJECT
DETERMINE WHAT SPECIFICALLY WILL CONSTITUE PROJECT SUCESS
FINALIZE PROJECT CHARTER
OBTAIN FORMAL APPROVAL OF THE PROJECT CHARTER
CREATE A STAKE HOLDER MANAGEMENT STRATEGY

	Erstellt von kat atkins vor mehr als 9 Jahre

PROJECT INITIATING PROCESS