Project Launch Process L110

Blog: Biz-Performance, David Brown

L110 – Agree Project Launch Deliverables

DEFINITION

All deliverables from the Project Launch should be agreed formally and a mandate obtained to commence the project.

SUMMARY

All deliverables from the project launch should be agreed formally and a mandate sought to commence the project work. Normally, this mandate should carry executive authority. It may be given by the Steering Committee / Project Board or by the project’s sponsor provided that the sponsor has sufficient authority.

PATH PLANNING GUIDANCE

This process is normal practice.

DEPENDENCIES

Prerequisites (Finish-Finish):

Other Project Launch processes

Dependent procedures (Finish-Finish):

Segment launch processes

RECEIVABLES

Project Constitution – Terms of Reference / Scope / Objectives etc

Definition of business needs and anticipated benefits (BNAB)
Path Plan
Quality Plan
Project organisation “organigramme”
Communications Plan

DELIVERABLES

(permission to proceed with segment launch and the detailed project work)

TOOLS

Examples: Request Permission to Proceed

DETAILED DESCRIPTION OF TASKS

The Project Launch is intended to lay a firm foundation for the project. It is important that this foundation is agreed and accepted by the project’s sponsor and other key management within the client organisation.

The deliverables from the Project Launch should already have been reviewed and accepted on an individual basis. To ensure that the overall framework for the project is understood and accepted, the conclusions from the various processes and deliverables should be talked through with the project’s sponsor and other key management. It may be appropriate to hold a workshop or presentation.

A quality review of the deliverables should include a check for completeness and accuracy and a confirmation of opportunities to re-engineer current business processes to provide increased efficiencies and profitability.

The review may cover as appropriate:

Project Constitution – Terms of Reference / Scope / Objectives
Definition of business needs and anticipated benefits
Path Plan
Quality Plan
Project organisation “organigramme”
Communications Plan

Areas to pay special attention to are:

unresolved issues regarding scope, eg current business processes, structures, and systems (manual and automated) and resolutions to those issues,
gaps and inconsistencies in deliverables identified from this review and how they are to be corrected,
outstanding issues to be brought to senior decision makers,
next steps.

The required receivable/deliverable from this process is “permission to proceed” with the segment launch and the detailed work of the project. This should normally be evidenced in some written form and have executive authority on behalf of the client organisation. It may be appropriate to

write to the project sponsor to make the request formally (see Examples: Request Permission to Proceed).