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Project Initiation Process: Part Two

PM ADVISORY

Dan Epstein

New York, USA
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2.0 Requirements Gathering, Analysis and Traceability

For part 1 of this article please visit: http://pmworldjournal.net/article/project-initiation-process/

Note: This article is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes PM Workflow® framework, the step-by-step workflow guiding approach using project management methods, practical techniques, examples, tools, templates, checklists and tips, teaching readers the detailed and necessary knowledge required to manage project “hands-on” from scratch, instructing what to do, when to do and how to do it up to delivering the completed and tested product or service to your client. While PM Workflow® is the continuous multi-threaded process, where all PM processes are integrated together, this article will attempt to describe the initiation set of processes as a stand-alone group of processes that can be used independently outside of PM Workflow® framework. It will be difficult in this article to not venture into processes outside of project initiation, such as planning, quality, risk, communications and other project management processes, so they will be just mentioned. For more information, please visit www.pm-workflow.com.

If you followed part 1 of the article, by now we have completed the cost-benefit analysis in the process R3a, as shown on the initiation process flow diagram below.

If the cost-benefit analysis confirms that the project is economically justified, several steps must be taken to create tools necessary to support project execution. One of those tools is a tool for storage of all project documentation. The tool is called a project control book or PCB. The golden rule for the project documentation is that if anything during the project life cycle is not documented, it is the same as if it does not exist or never happened. Phone conversations, verbal agreements and promises do not substitute for documentation, since management or clients will never remember their undocumented requests or their consent to do something. Methods of creating the project control book for documenting all project events are described in the following paragraph.

More…

To read entire article (click here)

About the Author         

pmwj24-jul2014-Epstein-AUTHOR IMAGEDan Epstein flag-usa

New York, USA

Dan Epstein combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several software engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia) in 1970, was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multithreaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university. In 2009–2011 Dan continued working full time in Project Management. Dan can be contacted at [email protected].