Project Initiation Document (PID) or Detailed Project Proposal (175 Points) You are preparing this..

Project Initiation Document (PID) or Detailed Project Proposal (175 Points)

You are preparing this PID as project manager in charge and as if you are working for the project owner/sponsor.

Now that your project has been selected, you need to develop a project initiation document. This document normally includes information gathered from the very beginning when the project is first considered until it is approved for implementation. You are not strictly following the PRINCE II methodology so the stage plan will be developed later. Assume that your proposal needs one more seal of approval to be implemented. Prepare this document to convince the executive management of the organization that the project is worth pursuing.

For this exercise, you must document the relevant information in a project report of no more than eight pages (at a font size of 11 or 12 points, with reasonable margins, and double or 1.5 spaced lines). You can have up to 10 pages as appendix if needed.

(10 points) The report should have a professional appearance with correct grammar.

As a minimum, you must address all the following:

1. Background (20 points): explain the situation leading to the need for the project and explain how the project fulfills this need. Discuss at least two other alternatives and explain why your selected project is the best alternative. If the team is using a project that has been assigned to them by a client and the team finds it difficult to imagine alternative projects that may been discussed, please discuss two alternative approaches to execute the selected project and explain why your selected approach is the best.

2. Project description (25 points): include scope (deliverables and exclusions) and objectives. Please provide project management and business objectives separately.

3. Work Breakdown structure (WBS, 50 points): Include a complete WBS for the project extending from project name at level 0 to work packages. Do not recycle or force-fit an existing DWBS; you must create one ab initio, i.e., from the beginning. Introduce the DWBS with a short statement, not exceeding 100 words, that describes the project’s objectives.

Present your DWBS graphically (required), and in a tabular fashion or using indented text (also required, separate from the graphical version of the DWBS). The top level (project level) should be called level zero, and it contains the project name. Use a systematic approach to number or otherwise code the levels and their individual elements. Describe the approach(es) used for decomposing the deliverables across different levels. The breakdown basis at all levels must be deliverable, resulting in deliverable elements that are based, for example, on functions (“electrical system”), location (“the north wall”), or distinct physical attributes (“wheels”). At each junction below the first level you may use a different breakdown basis, but the basis must be the same for all the child elements of each parent element. If you find that one or more of your items are activities, tasks in themselves, departments, or account numbers, you have not focused sufficiently on the deliverable concept.

Avoid elements containing no or too-little information (sometimes known as “black-box items”), such as “Specialty Module” or “Pre-Assembled Unit.” If you plan to hire (i.e., sub-contract) another organization to deliver an item, then for this course that deliverable is not counted as part of your project unless you would plan, estimate, and manage that deliverable, its tasks, and their associated resources, independent of where the resources reside. If you are charging the client for project management (as you should!), it should be represented in the form of project management deliverables (e.g., through the documents produced because of project management).

Deliverables should be defined further in the text (or an appendix) if they would be hard to understand for a person outside of the industry environment of your project.

Continue to divide the project through the subsequent levels. If, due to the nature of the project, the total number of elements at the lowest level is less than 17, extend the breakdown to another level in some WBS branches until the total number of elements at the lowest level equals or exceeds 17 but remains less than or equal to 25. Maintain a reasonable consistency in the details of the lowest-level elements. Not all branches need go to the same level, but the significance of all the lowest-level items in the overall project should be similar, as far as possible. Thus, some branches may go to level two, some to level three, and yet others to level four. To reiterate: the total number of elements at lowest levels should be between 17 and 25; the deliverables at the levels above are comprised of these deliverables only.

As a final check to assure that none of your elements is an activity or task, verify that the element descriptions contain no verbs or action words, such as procurement (or “procure”), approval (“approve”), design (as a verb), close-out, and so forth. Technically speaking, the work packages, reside at the lowest level of DWBS. The activities reside at levels below the work packages. Sometimes “tasks” are considered a subset of activities, but often the “tasks” and “activities” are used interchangeably. The work packages should be sized to need two to five activities for a total number of activities in the 50-70 range (activities are to be defined in the next assignment). The activities within each package should together use a minimum of three resource categories (“resource names” in MS Project). You must scale your project to fit this requirement.

4. Assumptions and constraints (15 points): describe the information needed to move the plan forward.

5. Risk (15 points): identify any major potential risks with expected loss values on the order of 10-40% of the project.

6. Project control and management (20 points): explain the organization of the management for the project and how, during implementation, the project is to be controlled.

7. Business case (15 points): provide a cost-benefit analysis including the calculation of a return on investment (ROI) measure. Explain the financial benefits. Translate any nonfinancial benefits into financial gains to justify the project. Details for cost and benefit estimation should be provided in the appendices.

8. (5 points) Any other element as your added input within or beyond the above items.

Please note that there should be at least a summarized version for items 1-7 included in the main report (even though some PID templates relegate some of these items entirely to appendices). You could use any format or form from any organization/institution to communicate your project detailed proposal/PID to management. You may also add any other element or section you wish to the list given above. Please use Clarety_PID_Template.doc for guidance on the content for each item. An excellent English write up is expected. You should provide solid descriptions of the above deliverables. Points will be deducted for errors in grammar, logic, or project management fundamentals.