Initiation Plan

7/27/2019 Initiation Plan

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Princeton University(Project Name)Initiation Plan

Created/updated on: (Date)Printed on: October 22, 2013

Prepared by: (Princeton Affiliate)


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Contents

Executive Summary........................................................................................................ 1

Goals and Objectives......................................................................................................2

Specific Objectives.......................................................................... 2

Success Criteria................................................................................2

Key Deliverables..............................................................................................................4

Assumptions....................................................................................................................4

Project Scope...................................................................................................................5

Functional Scope..............................................................................5

Data Scope....................................................................................... 6

Project Deliverables.........................................................................6

Project Interdependencies................................................................ 7

System Scope...................................................................................7

Technology Scope............................................................................8

Organizational Scope.......................................................................9

Stakeholders..................................................................................................................10

Benefits and Costs .......................................................................................................11

Benefits ......................................................................................... 11

Costs...............................................................................................12

Project Governance and Resourcing.......................................................................... 13

Project Governance........................................................................13

Project Resourcing.........................................................................14

Current Resources..............................................................14

Resource Needs..................................................................14

Management Approaches.............................................................................................16

Development Approach................................................................. 16

Issues Management .......................................................................17

Change Management .................................................................... 18

Risk Management.......................................................................... 19

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Reporting........................................................................................19

Internal Controls............................................................................ 20

Risk Plan.........................................................................................................................21

Time Frames and Constraints......................................................................................22

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Executive Summary

Introduce the project by giving an overview of the project with a brief background as to

how it came about. Focus on business imperatives and linkages to broader strategies .

This section may be as short as one paragraph or as long as two pages. Remember that

this section may be as far as many readers will go. Be conciseget the message across .

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Goals and Objectives

The overall goal of this project isEncapsulate the purpose of this project in a single

sentence.

Specific Objectives

Use a table similar to the following to concisely define the project objectives. Where

appropriate, make sure the objectives define:

A measurean indication of what is to be delivered;

A levelhow much is to be delivered;

Time framewhen its to be delivered.

Table 1: Project Objectives

Objective Description

1. Name the objective Give a brief description of this objective, defining the attributes (as

above).

Success Criteria

Explain how you will know that the overall project was a success, and then use the table

below to specify what measurements you will use to determine whether or not the

individual objectives were met. You should be able to link the success criteria to each

objective.

Table 2: Success Criteria

Objective SuccessCriteria

1. Name the objective Give a brief description of the measurements you will use todetermine whether the objective has been met.

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Key Deliverables

Where appropriate, link deliverables to objectives:

Table 3: Key Deliverables

Objective Deliverable

1. Name the objective Describe the deliverables associated with thisobjective

Assumptions

State all base assumptions used to produce this plan, in particular, assumptions about

scope, time frame, deliverables, resources, and costs.



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Project Scope

The scope of the project may be defined by listing project interdependencies, and by

showing which deliverables, systems, and technologies are within or outside of scope.

Functional Scope

The functional scope defines the business functions and processes which are to be

defined or supported by this project. You can define the functions within the scope of the

project by using the following table or a functional decomposition diagram (an example

is shown below the table).

Table 4: Functional Scope

IN Scope NOT IN Scope

Uncertain

Market Analysis

Functions

Define New

Markets

Modify Market

Profiles

Define Analysis

Requirements

Specify Market

Origins



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Figure 1: Functional Scope Diagram (Functional Decomposition)

Data Scope

Define the data boundaries of the project, in the form of a high-level business object

model or data model. Figure 2 shows a sample of a high-level business object model.

Department

Employee Salary

PaycheckPay Period Deduction Deduction Type

Figure 2: High-Level Business Object Model

Project Deliverables

Define the deliverables (products and services) within the scope of this project. These

products and services are viewed from the clients perspective.

Table 5: ScopeProject Deliverables


Uncertain



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Project Interdependencies

The project boundaries are defined by the projects which are interdependent with this

project. Use the following table as a guide:

Table 6: ScopeProject Interdependencies

Project InterdependencyType

List each project which isinterdependent with this project

Interdependency Types can be:

Resources

Objectives

Technology

Implementation

Training

System Scope

Define the systems within scope of this project, either as components of any

application(s) to be delivered, or as interfacing to this application. You may use either a

table showing what is within and what is outside of scope, or a Context Diagram, which

shows the relationship of the components & interfacesinput, output, or both (an

example is shown below the table).

Table 7: System Scope


Uncertain



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Payroll

HR

Payroll

Generation

General

Ledger

IRS

Benefits

System InterfaceComponents

Figure 3: Context Diagram

Technology Scope

Technology Scope describes the components of technology (software, hardware,

architectures, networks and communications) which are to be considered within the

scope of (that is, available to) this project.

Table 8: ScopeTechnology


Uncertain



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Organizational Scope

Define all organizational units considered in any way to be involved in this project. If

appropriate, use an organization chart, like the one in Figure 3.

Managing

Director

Exec V-P

IT&T

Exec V-P

Support Services

Exec V-P

Business

Organization

Exec V-P

Service Delivery

V-P

Sales & Marketing

V-P

CMD

V-P

Product

Management

Dianne Summers

Ted Tech Anne Smith Ron Bowman Alan Rogers

Eric Hardman Sally Owens Phil Smart

In Scope

Not in scope

Figure 4: Organizational Units Within Scope



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Stakeholders

Stakeholders are all those groups, units, individuals or organisations, internal or external to our organisation, which are

impacted by, or can impact, the outcomes of this project.

Key Stakeholders is a subset of Stakeholders who, if their support were to be withdrawn, would cause the project to fail.

Stakeholders are defined by Stakeholder Type:

Project Governance User Groups Interdependent Projects Project Teams

Technology Groups Consultant Partners Internal Auditors

Other Internal Groups Other External Groups Vendors

Complete the following table for each identified stakeholder. This is where you set the expectations for the stakeholders, define

their roles, establish individual accountabilities, and gain agreement on those accountabilities. This activity is critical to the

successful initiation and implementation of the project.

Table 9: Stakeholder Table

Project Role OrganizationRole

RepresentedBy

Accountabilities Involvement

Project role such as Sponsor

Role within theorganisation(such as head of

ISD)

Name theperson

Brief description of responsibilities to the project. Estimate of how muchtime will be required tocarry out the duties.

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Benefits and Costs

Benefits

Link benefits to objectives. Define the benefit class and size and time of the benefit (if this is known).

Table 10 : Benefits & Objectives

Objective Benefits BenefitClass Benefit measure

1. Name the objective Brief description of the benefit to be delivered. (see below) Give a ball-park size to this benefit.

Benefit Class:

Benefits can be categorised as one of the following:

Increase in revenue Avoid revenue loss. Reduce costs.

Avoid cost increases Improve service (internal client / user). Improve service (external client /

user).

Legislative / regulatory mandated Meet competition / protect market share.

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Costs

Significant damage can be unleashed on the project at this point by givingunsubstantiated cost estimates. Complete the following spreadsheet based on whatever is

known at this point.

Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL

Project Costs

Salaries

Technical Staff

Functional StaffGeneral Office Expense

Consulting

Travel

Hardware

Purchase

Maintenance

Software

Purchase

Maintenance

Training

Technical

University

Project Savings

Cost Reduction

Revenue Enhancement

Other Opportunities

Project Cost / Benefit Worksheet

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Project Governance and

Resourcing

Project Governance

Define the management organization for this project, and identify sub-projects.

Project Sponsor (Name)

Title

DMS

Technical Project Leader

(Name)

Project Manager Team

Nancy Costa,

Coordinator

Project Office

Nancy Costa, Hetty Baiz

P2K Project

SteeringCommittee

Ray Clark

Executive Sponsor

SPL

Colin Michaelis

Consultation

Business Team

(Names)

Lee Varian, Director

Systems & Network

Support

Systems & Network

Team

(Names)

DA Support Team

(Names)

Dave Koehler

Director, DMS

Rich Pickett

Director, DA

P2K Team (Name)

Team Leader

(Name)

P2K Project (name)Project Governance Model

DMS Technical Team

(Names)

Figure 5: Governance Model

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Project Resourcing

Current Resources

Define the make-up of the project at the moment.

Table 11: Current Resources

Project Role Who Frequency Commencing Finishing Resourced From

Project Manager J Biege Full-time Jan 98 Mar 98 ISD

Resource Needs

In many cases the make-up of each team would not be decided. Considering resourcing is always a risk on projects,

identifying the resource needs and the likelihood of meeting those needs should be defined.

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Table 12: Resource Needs

Project Role Number Reqd

Frequency Commencing Cost Rate Resourced From MeetNeeds?

Business analysts 2 Full-time Jan 98 $750 / day Contract



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Management Approaches

The new PPMM will be applied as the controlling approach to implementing this project,

specifically, planning, tracking, reporting, and reviewing the project. The following

sections define the standard approaches. Please describe any exceptions, and explain the

reasons for them.

Development Approach

The standard approaches for technical projects at Princeton are documented in the

Princeton Development Methodology, which is accessible from the DMS Home Page.

Currently, there are four routes defined. Select the appropriate one for your project:

Building a Large System

Building a Small System

Purchasing a Package

Purchasing a Small Package

If the project is to be staged, list the key deliverables for each stage. If the project is

exempted from any phases in the selected route, indicate which phases will be bypassed

and provide the reason given for the exemption.

If the project does not follow an established route map from the Princeton methodology,

show the overall approach in a process diagram, like the sample shown below, and then

list the phases, their major activities, and key deliverables in the following table.



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Business

Needs

Analysis

Evaluation Selection

Modify FINMAP

CustomDevelopment

Modify FIMAPCustom

Development

Option 3

Option 2

Option 1

Business

Case

Fi

gure 6: Process Diagram

Table 13: Deliverables by Phase

Phase Major Activity Key Deliverable

Issues Management

Issues will be managed as follows:

1. An issue is registered in the Issue Log by any team member or stakeholder, and

quantify the impact, categorize the issue, and attempt to identify an issue resolution

owner.

2. When the issue has been registered, the issue owner initiates a planning process to

develop an action plan to resolve the issue. Stakeholders are included in this process.

The action plan identifies critical milestones, including escalation points.

3. When the action plan is underway, issue reviews are included in the weekly projecttracking meetings. Particular attention must be paid to a change of status or a need to

escalate the issue. The project manager, sponsor, and steering committee will review

all critical or high priority issues once a week to ensure that action is being taken.

4. Every two weeks, the project manager will analyze the issues in the log and include

this statistical analysis (such as the resolution trend of critical issues) in the project

Status Report.

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5. When an issue is resolved, merged with another issue, or withdrawn, the issue log is

updated and all stakeholders are informed.

For more information on the PPMM approach to issues management, see the PPMM

Handbook.

Change Management

Change is expected to occur during the life of any project, but that change must be

controlled if the project is to succeed. This project will use the following change

management procedures:

1. Build a 30% change fund into all project phase estimates. This represents the total

change that can be accommodated during the project. After this fund is depleted, anyfurther changes will impact the project scope, time line, or resources.

2. Log change requests in the Change Log, which is an Access database (available from

the PPO. Once logged, a team representative must authorize the assessment of the

change.

3. The project team assesses the impact of the change, and produces an Impact Analysis

Statement that defines the scope of the change and its effect.

4. The project team considers the possible courses of action, and identifies the preferred

course.

5. Senior management negotiates and approves the change resolution. There are three

possible actions: approve the change, reject the change, or defer the change.

6. The project manager updates the Change Log and the Project Plan, if necessary.

Work done to complete the change is charged to the change fund.

7. The project manager reports on the status of the change fund, and trends in the

Change Log in the regular project Status Report.

For more information on the PPMM approach to change management, see the PPMM

Handbook.



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Risk Management

Risks will be assessed and managed according to the practices set forth by the Princeton

Project Office. In short:

During Initiation, stakeholders will be informed of the risk management process and

its benefits and will agree to follow the process. Broad risk areas will be defined

during start-up.

In the Definition phase, a detailed risk plan will be developed, including the

identification and assessment of risks and the planning of strategies to minimize or

avoid the risks.

Throughout the remaining phases of the project, the risk plan will be monitored on a

regular basis, reported on weekly or biweekly, and updated as required.

When the project is complete, the risks and strategies will be analyzed to evaluate the

success of the risk management plan.

For more information on the PPMM approach to risk management, see the PPMM

Handbook.

Reporting

Each team determines who should receive their status reports and attend status review

meetings, based on the stakeholder table (on page 10).

Status reports will be distributed on a regular schedule determined by the project team,

within the range of two to four weeks, with larger projects requiring the more frequent

distribution. A template, available from the PPO, should be used for status reports.

Status review meetings will also be held on a regular schedule, but will be kept brief.



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Internal Controls

Each project will be assigned a Princeton University internal auditor as part of the project

team. In a consultative role, the auditor will focus on the system's internal controls and

interfaces (primarily financial in nature), security, and recovery. The project manager will

provide a system/project overview to the auditor and together they will agree on specific

areas of focus.



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Risk Plan

The following risks have been identified, and the accompanying strategies have been adopted to control them:

Risk Factor Impact on Project Prob Sev RiskRating

Risk Plan (Strategy) Resp. In PlaBy

Precise modificationsto the FINMAP

package may not beavailable

If the changes specified by thevendor are not correct, thensignificant time could be lost re-analysing required changes.

M H H Request all documentation from vendor ASAP.Review quality of current specifications andmake judgement on whether necessary qualityis present.

PM endAugust



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Time Frames and Constraints

Give an indication as the time frames especially time constraints - for this project. Be

careful not to give the impression that commitments are being made for time frames

which cannot be guaranteed at this point. Specify any externally set time constraints.

Clarify any assumptions used in creating the high-level Gantt chart that follows.

Give a broad indication of time frames both in table format and by showing a high-level

Gantt Chart.

Table 14 : Time Frames & Constraints

Milestone Constraint Time Frame

Complete Business Requirements Analysis Before End 1Q98

Complete Design Not before End 1Q98

Attach the MS Project gantt chart at the end of this document. Since time frames will be

indicative at this point, show the way milestones may well move by dotted boxes.

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Initiation Plan

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