This detailed business case seeks approval to invest up to $XXX million by [date] to implement option three. Option three was identified as the preferred way forward in the indicative business case as it optimizes value for money. The economic case found that option three has the highest net present value and best balances monetary and non-monetary benefits. The commercial case outlines a procurement strategy and plan to implement a deal that is commercially viable. The financial case finds the preferred option is affordable. The management case demonstrates the project is achievable through effective planning. Approval is requested to proceed with detailed planning and procurement to implement the preferred option.
Pm performance and_value_list_of_measuresOmair Mustafa
This document provides a comprehensive list of measures that can be used to determine the value and performance of project management. It begins by outlining goals of implementing a project management measurement system, such as identifying the business impact of improvement initiatives. The document then lists over 30 potential measures across categories like financial, customer, project processes, and learning and growth. It provides summaries of the top 10 benchmarking measures, differences between performance and value measures, and examples of measures specific to distributed project management and IT organizations.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
Day 1 1620 - 1705 - pearl 1 - deep kamal singhPMI2011
This document outlines a strategic approach for telecom companies to make accurate decisions after an unplanned service outage. It discusses:
1) The need to plan for uncertainty and have a crisis management team to handle outages.
2) The importance of identifying all services, their revenue potential, and stakeholders to understand the full business impact of an outage.
3) Creating a "Service Impact Matrix" during planning that documents each service's subscribers, revenue, and costs if disrupted, to facilitate rapid decision making during a crisis.
4) Steps for handling an outage including consolidating affected services, outage details, and calculating total estimated revenue loss to determine the best option of delaying, proceeding or reverting to
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This detailed business case seeks approval to invest up to $XXX million by [date] to implement option three. Option three was identified as the preferred way forward in the indicative business case as it optimizes value for money. The economic case found that option three has the highest net present value and best balances monetary and non-monetary benefits. The commercial case outlines a procurement strategy and plan to implement a deal that is commercially viable. The financial case finds the preferred option is affordable. The management case demonstrates the project is achievable through effective planning. Approval is requested to proceed with detailed planning and procurement to implement the preferred option.
Pm performance and_value_list_of_measuresOmair Mustafa
This document provides a comprehensive list of measures that can be used to determine the value and performance of project management. It begins by outlining goals of implementing a project management measurement system, such as identifying the business impact of improvement initiatives. The document then lists over 30 potential measures across categories like financial, customer, project processes, and learning and growth. It provides summaries of the top 10 benchmarking measures, differences between performance and value measures, and examples of measures specific to distributed project management and IT organizations.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
Day 1 1620 - 1705 - pearl 1 - deep kamal singhPMI2011
This document outlines a strategic approach for telecom companies to make accurate decisions after an unplanned service outage. It discusses:
1) The need to plan for uncertainty and have a crisis management team to handle outages.
2) The importance of identifying all services, their revenue potential, and stakeholders to understand the full business impact of an outage.
3) Creating a "Service Impact Matrix" during planning that documents each service's subscribers, revenue, and costs if disrupted, to facilitate rapid decision making during a crisis.
4) Steps for handling an outage including consolidating affected services, outage details, and calculating total estimated revenue loss to determine the best option of delaying, proceeding or reverting to
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This document provides an overview of project evaluation and portfolio management. It discusses evaluating individual projects through a business case document covering introduction, proposed project details, market estimates, organizational impacts, benefits, costs, risks and a management plan. Project portfolio management aims to prioritize allocation of resources across all of an organization's projects by categorizing them, tracking performance, and balancing high-benefit low-risk and high-profit high-risk projects. Key evaluation techniques discussed are cost-benefit analysis, payback period, return on investment, discount factors, and net present value analysis which discounts future cash flows to evaluate project profitability.
Operational plan sets out the work to be carried out and the
workflow from initial input to end results, including all the resources that will be needed.
Lean IT, Lean Business: A new perspective to IT cost optimization Imad Almurib
Lean IT, Lean Business: A new perspective to IT cost optimization. In this document, I'm trying to explore the opportunities of applying best practices of IT Service Management and Lean Principles in the Cost Optimization domain.
The document provides guidance on developing a business case, including why, when, what, how, and lessons learned. It outlines key components such as executive summary, drivers, methods, impact, risks, recommendations, and post-implementation review. Metrics like NPV, payback period, and IRR are also discussed to evaluate investment effectiveness and compare alternatives. The business case is meant to justify projects and ensure benefits outweigh costs.
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Software Engineering Economics Life Cycle.Sulman Ahmed
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Strategy is about knowing where an organization currently stands, where it could go, and how it will get there. Developing an information systems (IS) strategy is important because it provides a roadmap for how technology can help achieve business goals. The lack of an IS strategy can lead to wasted resources and missed opportunities. Effective strategic planning involves analyzing the current situation, exploring opportunities, deciding on objectives, and establishing an implementation process. Various tools like SWOT analysis, critical success factor analysis, and value chain analysis can help in strategic analysis and priority setting.
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
The document discusses various economic criteria for selecting projects, including net present value (NPV), internal rate of return (IRR), payback period, benefit-cost ratio, sunk costs, opportunity costs, depreciation, and economic value added (EVA). It provides examples and definitions for each concept. Various capital budgeting techniques are examined, including present value calculations. Methods for calculating depreciation such as straight-line, double declining balance, and sum of years digits are also summarized.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
IT Outsourcing - Real Journey of Fortune 500 CompanyLokesh Grover
This e-book will help you understand the purpose, processes & pain areas of IT Outsourcing to external partner & will surely help you avoid the mistakes to bring real benefits for your organization.
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
WHAT YOU WILL LEARN:
- Case studies of cost-reduction; what works and what doesn't.
- Cost saving strategies and critical success factors, and how to relate them to specific business areas and processes.
- How to identify opportunities for cost-reduction by identifying duplication of business functions/tasks, resources and services through a process view.
- How to monitor success of cost-reduction measures in real-time through dashboards & cockpits (KPI's and PPI's).
The document defines various tools and techniques used in project management. It provides definitions for over 30 commonly used terms such as project charter, requirements analysis, work breakdown structure, Gantt chart, risk management, and quality plan. The definitions cover areas such as project planning, scheduling, cost estimating, quality management, risk management, and project monitoring and control.
The document discusses project cost management. It defines cost as resources sacrificed to achieve objectives. Project cost management involves planning, estimating, budgeting, and controlling costs to complete a project within the approved budget. Key aspects of cost management include developing cost estimates, determining a cost baseline budget by allocating estimates to work items, and controlling costs by monitoring performance against the baseline.
This document provides an overview of cost management for projects. It discusses key aspects of cost management including planning, estimating, determining budgets, and controlling costs. Estimating techniques like rough order of magnitude, budgetary, and definitive estimates are covered. The importance of cost management in project success and some case studies on both successful and unsuccessful cost management are summarized. Popular project management software options and considerations for software selection are also reviewed. Finally, the document discusses strategies for becoming an expert in cost management like relevant certifications.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This business case document outlines a business problem, available solution options, and a recommended implementation approach. Specifically, it summarizes a core business issue, presents two potential solutions with their benefits, costs, risks and feasibility assessments, and recommends adopting option 1 based on its higher total score. The implementation approach provides an overview of the project initiation, planning, execution and closure processes. In summary, this business case seeks approval to implement option 1 as the preferred solution to address the identified business problem.
The business case is usually presented by senior executives within the organization to an identified business sponsor. It is the first document used in the project lifecycle and, once approved, allows the project to be formally defined.
While writing a business case, it may be required to undertake a formal feasibility study. This process involves a more detailed evaluation of the current business problem or opportunity, the different-different solutions available, the probability of a successful implementation for each solution, and the recommended best solution for implementation. The feasibility study provides a business case with more suitable solution options.
The business case is frequently referred to during the project development cycle. At each quality review point, the business case is used to determine whether or not the benefits, costs, risks, and issues prevalent match those listed in the business case.
This document provides an overview of project evaluation and portfolio management. It discusses evaluating individual projects through a business case document covering introduction, proposed project details, market estimates, organizational impacts, benefits, costs, risks and a management plan. Project portfolio management aims to prioritize allocation of resources across all of an organization's projects by categorizing them, tracking performance, and balancing high-benefit low-risk and high-profit high-risk projects. Key evaluation techniques discussed are cost-benefit analysis, payback period, return on investment, discount factors, and net present value analysis which discounts future cash flows to evaluate project profitability.
Operational plan sets out the work to be carried out and the
workflow from initial input to end results, including all the resources that will be needed.
Lean IT, Lean Business: A new perspective to IT cost optimization Imad Almurib
Lean IT, Lean Business: A new perspective to IT cost optimization. In this document, I'm trying to explore the opportunities of applying best practices of IT Service Management and Lean Principles in the Cost Optimization domain.
The document provides guidance on developing a business case, including why, when, what, how, and lessons learned. It outlines key components such as executive summary, drivers, methods, impact, risks, recommendations, and post-implementation review. Metrics like NPV, payback period, and IRR are also discussed to evaluate investment effectiveness and compare alternatives. The business case is meant to justify projects and ensure benefits outweigh costs.
In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Software Engineering Economics Life Cycle.Sulman Ahmed
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Software Engineering Economics Life Cycle.
Strategy is about knowing where an organization currently stands, where it could go, and how it will get there. Developing an information systems (IS) strategy is important because it provides a roadmap for how technology can help achieve business goals. The lack of an IS strategy can lead to wasted resources and missed opportunities. Effective strategic planning involves analyzing the current situation, exploring opportunities, deciding on objectives, and establishing an implementation process. Various tools like SWOT analysis, critical success factor analysis, and value chain analysis can help in strategic analysis and priority setting.
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
The document discusses various economic criteria for selecting projects, including net present value (NPV), internal rate of return (IRR), payback period, benefit-cost ratio, sunk costs, opportunity costs, depreciation, and economic value added (EVA). It provides examples and definitions for each concept. Various capital budgeting techniques are examined, including present value calculations. Methods for calculating depreciation such as straight-line, double declining balance, and sum of years digits are also summarized.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
IT Outsourcing - Real Journey of Fortune 500 CompanyLokesh Grover
This e-book will help you understand the purpose, processes & pain areas of IT Outsourcing to external partner & will surely help you avoid the mistakes to bring real benefits for your organization.
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
WHAT YOU WILL LEARN:
- Case studies of cost-reduction; what works and what doesn't.
- Cost saving strategies and critical success factors, and how to relate them to specific business areas and processes.
- How to identify opportunities for cost-reduction by identifying duplication of business functions/tasks, resources and services through a process view.
- How to monitor success of cost-reduction measures in real-time through dashboards & cockpits (KPI's and PPI's).
The document defines various tools and techniques used in project management. It provides definitions for over 30 commonly used terms such as project charter, requirements analysis, work breakdown structure, Gantt chart, risk management, and quality plan. The definitions cover areas such as project planning, scheduling, cost estimating, quality management, risk management, and project monitoring and control.
The document discusses project cost management. It defines cost as resources sacrificed to achieve objectives. Project cost management involves planning, estimating, budgeting, and controlling costs to complete a project within the approved budget. Key aspects of cost management include developing cost estimates, determining a cost baseline budget by allocating estimates to work items, and controlling costs by monitoring performance against the baseline.
This document provides an overview of cost management for projects. It discusses key aspects of cost management including planning, estimating, determining budgets, and controlling costs. Estimating techniques like rough order of magnitude, budgetary, and definitive estimates are covered. The importance of cost management in project success and some case studies on both successful and unsuccessful cost management are summarized. Popular project management software options and considerations for software selection are also reviewed. Finally, the document discusses strategies for becoming an expert in cost management like relevant certifications.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This business case document outlines a business problem, available solution options, and a recommended implementation approach. Specifically, it summarizes a core business issue, presents two potential solutions with their benefits, costs, risks and feasibility assessments, and recommends adopting option 1 based on its higher total score. The implementation approach provides an overview of the project initiation, planning, execution and closure processes. In summary, this business case seeks approval to implement option 1 as the preferred solution to address the identified business problem.
The business case is usually presented by senior executives within the organization to an identified business sponsor. It is the first document used in the project lifecycle and, once approved, allows the project to be formally defined.
While writing a business case, it may be required to undertake a formal feasibility study. This process involves a more detailed evaluation of the current business problem or opportunity, the different-different solutions available, the probability of a successful implementation for each solution, and the recommended best solution for implementation. The feasibility study provides a business case with more suitable solution options.
The business case is frequently referred to during the project development cycle. At each quality review point, the business case is used to determine whether or not the benefits, costs, risks, and issues prevalent match those listed in the business case.
This document outlines the requirements for a new project at the Shreem Institute of Professional Development. It includes an introduction describing the organization's goals and objectives for the project, the project scope and what functionality will and will not be included. It also discusses assumptions, constraints, risks, and an overview of the current and proposed business processes. The document is intended to define what needs to be developed and guide the project team in building the requested features.
This document provides a plan for a small IT project. It outlines the project objectives, scope, resources required, estimated costs, and deliverables. The project scope involves developing and implementing a new equipment booking system. Key resources will include a project manager, business analyst, and application developer. The total estimated cost is $XXX, including internal staffing costs and external consulting fees. The main deliverables will be a new booking system with functionality for staff and students.
The Business Case Presentation Template provides an optional format for presenting the results of a business case analysis in PowerPoint. It includes sections for describing the investment, assumptions and dependencies, solution recommendation, anticipated benefits including revenues, productivity savings and non-economic benefits, costs overview, and financial summary. The template aims to justify a proposed project by explaining its objectives, solutions considered, strategic fit, and projected benefits compared to costs.
Projects are expected to address a business need and help an organization attain its goals. Business Analysts are expected to ensure that a project fits into the business context.
Business Analysts must know how to carry out Enterprise Analysis including:
- Conduct root cause analysis to determine business needs.
- Identify goals and define objectives.
-Identify capability gaps using Business Architectures.
- Justify projects through feasibility analysis.
- Establish the business case for a project.
A Business Case Template is a structured document that outlines the rationale behind a business initiative or project. It presents a compelling argument for why a particular course of action should be pursued and highlights the anticipated outcomes. This template serves as a comprehensive guide for decision-makers by providing a clear understanding of the project's feasibility, costs, benefits, and risks.
Source: https://www.knowledgetrain.co.uk/res/ebooks/business-case-template.pdf
For more information about Business Case courses, visit https://www.knowledgetrain.co.uk/project-management/business-cases
This document provides an overview of a Six Sigma Greenbelt program and project selection process. It discusses defining a problem statement and project charter that includes the problem, objectives, metrics, and scope. It emphasizes using data and customer needs to select the right project focus, and establishing a baseline and measurable goals in the project charter. A sample business case template is also provided to document the performance gap and cost impact driving the need for the project.
This proposal outlines a solution to address the client's needs and opportunities. It describes the objectives, approach, and benefits of the solution. An implementation plan details the methodology, schedule, resources, and qualifications. Costs are provided along with a conclusion calling the client to action. Appendices provide additional supporting information like case studies, certifications, and terms & conditions.
The document discusses project evaluation and selection methods. It describes the process of determining if projects are worthwhile based on financial and non-financial criteria. Both numeric models that quantify projects financially and non-numeric models that consider wider factors are examined. The purpose, important criteria, and limitations of various project selection models are outlined. Specific methods discussed include payback period, accounting rate of return, and discounted cash flow techniques like net present value. Both financial and non-financial factors to consider in project selection are provided.
This document provides a template for an architecture document that includes:
1. An introduction section describing the purpose, scope, definitions, and references.
2. A business architecture section describing the business context, processes, events, and impacts.
3. A functional architecture section describing the functional composition, most significant functions/use cases, and functional communication/interactions.
4. Additional sections for application architecture, software architecture requirements, technical architecture, deployment architecture, development strategy, data migration strategy, deployment strategy, configuration and version management strategy, security and conformance constraints, risks, and appendices.
The document provides guidance for project tollgates at Tollgate Guiding Thoughts. Tollgates will focus on the 15 deliverable format and demonstrating the logical thought process through each project phase. Presentations should show work to complete a phase and tasks/dates for the next phase, and identify any barriers needing assistance. The primary tools listed are suggested but not mandatory ways to show project progression.
This document provides a template for a sales proposal with guidelines on how to structure the content. It suggests including sections on the current situation, the proposed solution and its objectives/approach/benefits, an implementation plan with methodology/schedule/resources/qualifications, costs, and a conclusion. Key recommendations are to focus on the client's needs, show an understanding of their industry challenges, outline measurable benefits, and build confidence in successful delivery through a clear project plan and qualified resources. Graphics and appendices can also be used to strengthen the proposal.
This document provides a template for a sales proposal with guidelines on how to structure the content. It suggests including sections on the current situation, the proposed solution and its objectives/approach/benefits, an implementation plan with methodology/schedule/resources/qualifications, costs, and a conclusion. The template emphasizes clearly outlining the client's needs, how the solution meets their objectives, quantifying benefits, and building confidence in successful delivery through a well-planned implementation approach.
PROJECT SCOPE STATEMENTPURPOSE Generally describes the proje.docxtarifarmarie
PROJECT SCOPE STATEMENT
PURPOSE: Generally describes the project’s deliverables and the work required to create those deliverables. The project scope statement provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives. It also enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
Project ID
NNNNNN-NN
Date
MM/DD/YY
Project Name
Prepared By:
Project Objectives
Project objectives include the measurable success criteria of the project, e.g., “SMART.” Projects may have a wide variety of business, cost, schedule, technical, and quality objectives. Project objectives can also include cost, schedule, and quality targets. Each project objective has attributes such as cost, volume, etc., a metric, and an absolute or relative value.
Product Scope Definition
Describes the characteristics of the product, service, or result that the project was undertaken to create. These characteristics will generally have less detail in early phases and more detail in later phases as they are progressively elaborated. While the form and substance of the characteristics will vary, the scope description should always provide sufficient detail to provide later project scope planning. Build off the high level scope statement as provided in the Project Charter.
Project Requirements
Describes the conditions or capabilities that must be met or possessed by the deliverables of the project to satisfy a contract, standard, specification or other formally imposed document. Analyses of all stakeholder needs, wants, and expectations are translated into prioritized requirements.
· Requirement #1
· Requirement #2 …
Resource Requirements
Describes the resource requirements, and whether resources will be acquired internally, externally, or a combination thereof.
Project Boundaries (Inclusions and Exclusions)
Identifies generally what is included within the project. It also states explicitly what is excluded from the project, if a stakeholder might assume that a particular product, service, or result could be a component of the project.
Critical Success Factors
Document the factors that will ensure the success or failure of the project.
Project Deliverables
Deliverables include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation. They describe what the clients will get when the project is completed.
Product Acceptance Criteria
Defines the process and criteria for accepting completed products.
Project Constraints
List and describe the specific project constraints associated with the project scope that limit the team’s options. For example, a predefined budget or any imposed dates that are issued by the cu.
Six Sigma ReportHammettSix Sigma DMAIC Project Report Templa.docxwhitneyleman54422
Six Sigma Report
HammettSix Sigma DMAIC Project Report Template
Comments
· The following template provides guidelines for preparing a Six Sigma written certification project report. Subheadings and length of each section will obviously vary based on your findings and writing style. For a complete sample report using the template, see “Sample Project Report”.
· The information in your report should follow the Six-Sigma Problem Solving Methodology DMAIC. This includes a description of the project, key points in the problem-solving process, and detailed support for your conclusions and any recommendations. Reports should be approximately 10-12 double-spaced pages (excluding appendices), including tables and figures.
· Some general guidelines for grammar and format are provided for your reference at the end.
· Some information contained in this template is repetitive across sections. However, since different audiences will read your report to various degrees of depth, we believe that it is essential to repeat certain information. Ultimately, you should produce a high quality, professionally-presented report that has sufficient detail to help other Six Sigma practitioners utilize and build upon your project findings.
Title of Report
Submitted to:
Name, Title
Department/Organization
Address (optional)
Prepared by:
Name, Title
Department/Organization
Address (optional)
Date Submitted
Note: Do not put a page number on your title page. Begin numbering the pages with the Executive Summary.
Executive Summary
The Executive Summary presents the major information contained in the report. Its readers are typically managers who need a broad understanding of the project and how it fits into a coherent whole. These readers do not need or want a detailed understanding of the various steps taken to complete your project. Therefore, the Executive Summary allows readers to learn the gist of the report without reading the entire document, to determine whether the report is relevant to their needs, or to get an overview before focusing on the details. We consider writing a concise (typically one-page) and comprehensive executive summary a critical element of a Six Sigma project report. TheExecutive Summary should NOT include terms, abbreviations, or symbols unfamiliar to the reader. Readers should understand the content of the Executive Summary without reading the rest of the report.
The Executive Summary should include a problem statement, summary of approach used, and major project findings and recommendations.
· Problem Statement / Description
· Concisely describe the problem (few sentences).
· Identify the time period of the problem
· Quantify the degree of the problem and its impact on the business (if possible).
Example: During the past year, the average # of incoming calls with complaints per card-year has increased by 20%. These additional calls have resulted in additional staffing and facility costs of ~$100K per year. This proj.
CN*NOW (CNW) is one of the largest manufacturer of outdoor manufacturer of furniture for domestic and commercial use. It records huge turnover but is not able to reflect it in the bottom-line. It is because of this reason in this report we proposed the introduction of ERP so as to improve the profitability of the company. Besides these ERP solutions’ objective is to ensure that the data streams amongst each internal trade while managing affiliations, or "touch focuses", to the partners. ERP solutions works on a blended bag of computer gear’s and network arrangements, Regardless of the course of action, generally ERP solutions use a simple database to hold information from various trades and which can be used by different customers utilizing some means
This document provides a template for a sales proposal with guidelines on key sections. The template outlines an introduction, current situation, proposed solution with objectives and benefits, implementation plan with methodology and schedule, costs, and conclusion. Appendices are suggested for additional supporting information like case studies, resumes, and terms and conditions. The overall goal is to clearly present your solution strategy, capabilities, and value to address the client's needs.
This document provides a template for a sales proposal with guidelines on key sections to include such as the current situation, proposed solution, implementation plan, costs, and conclusion. The template recommends including an introduction, objectives, approach, benefits, methodology, schedule, resources, qualifications, and cost schedule in the main proposal. Appendices are suggested for supplemental information like case studies, resumes, terms and conditions, and diagrams. The overall structure is designed to clearly present the client's needs, your solution strategy, capabilities for delivery, and value of the proposed offering.
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3. ITProjectBusiness Case– [ProjectName]
2
Table of contents
Executive Summary............................................................................................................................3
Intended Audience..............................................................................................................................3
Approach & Methodology...................................................................................................................3
Assumptions ......................................................................................................................................3
Business Need....................................................................................................................................3
Problem/Opportunity Description ....................................................................................................3
Impact of Problem/Opportunity .......................................................................................................4
Benefits..........................................................................................................................................4
Alternatives Analysis ..........................................................................................................................4
Recommendation................................................................................................................................4
Project Description .........................................................................................................................4
Goals and Objectives ......................................................................................................................4
Project Objectives...........................................................................................................................5
Organizational Impact.....................................................................................................................5
Constraints .....................................................................................................................................5
Cost Benefit / Payback Period Analysis................................................................................................5
Strategic Alignment............................................................................................................................5
Enterprise Architecture Alignment...................................................................................................6
Data Management Implications........................................................................................................6
Key Issues and Risks ..........................................................................................................................6
Contributors .......................................................................................................................................6
Approvals ..........................................................................................................................................7
Revision History.................................................................................................................................7
4. ITProjectBusiness Case– [ProjectName]
3
Executive Summary
The Executive Summary provides a concise overviewof the business outcomes sought after and the
proposed initiative to achieve the desired end state. This section should provide an overview/summary of
the details included in the rest of the document. An executive summary typically incorporates content on
requirements, the anticipated outcomes, the recommendation, and costs.
If the executive had 3 minutes to read this section and nothing else in the document, what would be
included?
[Provide Executive Summary]
Intended Audience
Describe the purpose of thisdocument, and explain the needs of each of the review and approvers and
how this document addresses their perspectives.
[Insert Purpose]
Approach & Methodology
Demonstrate due diligence and rigorous investigative process hasoccurred. Define the approaches in
which data wascollected, analyzed, and summarized. Describe the methodology used as part of cost
benefit analysis.
[Insert Methodology]
Assumptions
Highlight assumptions that are unique to the business case. Describe any due diligence conducted as
part of validating stated assumptions, rate the effect of any assumption(s) that prove to be inaccurate.
[Insert Assumptions]
Business Need
Problem/Opportunity Description
Explain what the opportunity orproblem be addressed by this project. Describe the historical state and
how changes in (strategic direction, external conditions, etc.) have resulted in a business need or
opportunity. Highlight the product, service, and technological improvements that are delivered. Utilize
measures and statistics to demonstrate the size and scope of the issue or opportunity.
[Insert Problem/Opportunity Description]
5. ITProjectBusiness Case– [ProjectName]
4
Impact of Problem/Opportunity
Measure the impact of each problem and opportunity as they relate to stakeholders within and outside of
the organization. Separate problems and risks and estimate likelihood if any that risk become
materialized.
Stakeholders Problem Opportunity
Business Users
IT Staff
Clients
[Insert Impact of Problem/Opportunity]
Benefits
This section lists tangible, intangible, and quasi-quantifiable benefits of a successful project that satisfies
the business needs or (problem/opportunity). Discuss revenue streams or any margin gains that are
realized in the event of successof the project.
[Insert potential realized benefits]
Alternatives Analysis
List all the evaluated alternatives including maintaining the current state. For each alternative provide a
brief rationale as to why they were not selected. Utilize a rating rubric to clearly identify the factorsused
to exclude alternative in favour of the recommendations or using a pros and cons list.
[Insert Alternatives Analysis]
Recommendation
Project Description
Identify the key streams of the project, their objectives, and how the project will be delivered.
[Insert Project Description]
Goals and Objectives
Demonstrate which business objectives are supported, realized, or reinforced aspart of the elaboration
that occurs in this section. Provide traceability to each organization goal to a technical objective listed
below.
6. ITProjectBusiness Case– [ProjectName]
5
[Insert Goals and Objectives]
Project Objectives
Identify each objective that is to be achieved by the project. Align each project objective to the business
objective. Forexample a business objective is to reduce development cost by 20% this may be
subsequently aligned to the project objective of successfully repatriating outsourced development costs.
These objectives should be clearly and easily quantifiable whether they have been met.
[Insert Project Objectives]
Organizational Impact
Describes how the proposed project alters or affects the organizational culture, processes, resources,
competitive positioning, tools, hardware and/or software.
[Insert Organizational Impact]
Constraints
Describe constraints for the proposed project and/or thisproject business case. Identify the impacts of
these constraints on the success of the project.
[Insert Project Assumptions and Constraints]
CostBenefit / Payback PeriodAnalysis
Clearly identify that the benefit out weights the cost of executing the project, along with significant
margin of return. Identify the bench marks and expected financial returns or costs reduced froman
operational, revenue, and technology maintenance perspective
The costs must be started as total life time costs which related to hardware, software, training, marketing,
communications, contracts/procurements, resource time, consulting, etc. These costs should be broken
down by each deliverable included in the business case. Identify the data and management of personal
information required ascost items. The costs should reflect the total cost of ownership.
Benefits can contain both observable and non-observable benefits asrecommend by the PMMI. This can
include increased morale, job satisfaction, environmental sustainability improvements, and good will
benefits of the project to clients and suppliers.
[Insert Cost Benefit Analysis]
Strategic Alignment
This section explains how the proposed project aligns with organizational, departmental, and/or
technology strategy.
[Insert Strategic Alignment]
7. ITProjectBusiness Case– [ProjectName]
6
Enterprise Architecture Alignment
Describe how the new proposed technology project will align with the current enterprise architecture.
Including howdata will be commissioned, managed, and retired.
[Insert Enterprise Architecture Alignment]
Data Management Implications
Describe the high level strategy and the level of conformance to enterprise data management standards.
Provide rationale for why project will require new measures or exceptions aspart of creating competitive
advantage or managing transient machine data for AI initiatives.
Key Issues and Risks
Identify discovered issues and risks that will impact the success of the project. Identify theirmagnitude of
impact and their likelihood. Describe any mitigations that can avoid these issues.
[Insert Key Issues and Risks]
Risks / Issues Probability Impact Mitigation
Contributors
Describe the roles of the contributors of the technology business case.
Contributor Title / Department Section Contributed Details
8. ITProjectBusiness Case– [ProjectName]
7
[Insert Contributors]
Approvals
Approval by the people listed below indicatesan understanding of the purpose and content of this
document and an agreement of the business need and proposed project outlined. This approval indicates
an acknowledgement to proceed to the next step of the Portfolio Management Group’s project intake
process.
Approved By: [print name, title here]
___________________________________________________________________
Signature: _______________________________________ Date: ________________
Approved By: [print name, title here]
___________________________________________________________________
Signature: _______________________________________ Date: ________________
RevisionHistory
Revision By Date of
Revision
Details of
Revision
Revison
Reviewed/
Approved by
Date Revision
Reviewed/
Approved