The document outlines the project initiation process, emphasizing the importance of understanding the project's purpose and expected outcomes, along with organizational and staffing considerations. It details the feasibility study, financial projections, and analysis of technology and marketing strategies, leading to a summary of findings and recommendations. Additionally, it discusses vendor selection through RFI, RFQ, and RFP processes, concluding with strategies for effective project management and preparation for kick-off and execution.

1. Project Initiation

2. Why a project is required
• A problem that needs to be
solved
• When an organization wants to
“Step Up”
• Understanding “Why” part is
important
• Understand the value addition
Step-Up
Company Growth Trajectory
Time
Growth

3. What happens after management envisioned
for a project
• Management may not be fully sure
about the project outcome
• Management may want to understand
the true value of the project before
commencement
• Assigns a sponsor [usually Senior
leader] as management representative
• A PM is assigned, along with
Functional & Technical expert
Sponsor
Project
Manager
Functional
Lead
Technical
Lead

4. Analysis &
Feasibility Study

5. Feasibility study – Important Aspects [1/2]
Project Description
Identify the project name and purpose. Include details
including stakeholders and result expected.
Technology Considerations
Considerations the organization must make with regards to
technology.
Product/Service Marketplace
To enter a new marketplace blindly will usually result in an
organization not fully understanding its role and not
maximizing its resulting benefits.
Marketing Strategy
Marketing efforts must be focused on the right target
groups in order to yield the greatest return on investment.
Organization and Staffing
With many new products or services there may be a need
for additional staffing or for an organization to restructure
in order to accommodate the change.

6. Feasibility study – Important Aspects [1/2]
Schedule
high level framework for implementation of the
product or service being considered.
Financial Projections
The financial projections the new initiative is
expected to yield versus additional costs.
Findings and Recommendations
summarize the findings of the feasibility study and
explain why this course of action is or is not
recommended.

7. Schedule
• Jan 1, 20xx: Initiate Project
• February 1, 20 xx: Project kickoff meeting
• March 1, 20 xx: Complete online sales site design
• April 1, 20 xx: Complete testing of online sales site
• June 1, 20 xx: Complete beta testing trials of online sales site
• July 2, 20 xx: Go live with site launch

8. Financial Projections
Measure Year 1 Year 2 Year 3 Year 4 Year 5 5 Year Total
Earning
Online Sales Projections $350,000 $425,000 $500,000 $650,000 $800,000 $2,725,000
Costs
Additional Staffing Costs $160,000 $170,000 $200,000 $235,000 $255,000 $1,020,000
Projected Material, Shipping, Insurance
Costs
$42,000 $58,000 $70,000 $78,000 $84,000 $332,000
Additional Web Server and IT
Hosting/Maintenance
$22,000 $25,000 $30,000 $35,000 $40,000 $152,000
Training for Sales and Marketing Staff $75,000 $0 $0 $0 $0 $75,000
Contract for Design, Build and
Implementation of Online Store
$100,000 $0 $0 $0 $0 $100,000
Total Additional Costs for Online Sales $399,000 $253,000 $300,000 $348,000 $379,000 $1,679,000
Cash Inflow -$49,000 $172,000 $200,000 $302,000 $421,000 $1,046,000

9. Findings and Recommendations
Technology
Will utilize existing technology which
lowers project risk
Infrastructure will be contracted out
to vendor which allows ABC to share
risk
Once in place this technology is
simple to operate and maintain for a
relatively low cost
Marketing
This initiative will allow ABC to reach
large number of target groups
electronically
Can expand customer base beyond
geographic areas
Being able to differentiate itself from
its competitors and will utilize
incentive programs to target new
consumers
Organizational
Minimal increases to staffing are
required with no changes to
organizational structure
No new facilities or capital
investments are required
Financial
Break even point occurs early in the
second year of operation
5 year projections show online sales
accounting
ABC will be in position to capture
greater market share

10. What is RFI – RFQ – RFP?
RFI
When you are looking for Information
Ask general questions
It’s Casual, like having a coffee
When you you’re not sure what you are
looking for
Advantage: this is quick
RFQ
When you know exactly what you want
Ask questions about Requirements
It’s Structured, like 3 course meal
When you know exactly what you want
and Why
Advantage: Helps you to focus on price
RFP
When you are ready to Shop
Asks specific questions
It’s Formal, like dinner party
When you know what you want, but need
details
Advantage: Comparison of vendors
Request For Information Request For Quotation Request For Proposal

11. Why RFI – RFQ – RFP ?

12. RFI/RFQ/RFP
preparation
• List requirements
• Prepare document(s) for floating
• Get budget approval for advertising
• Finalize scoring mechanism
• % allocation for Technical & Functional parts
• Team formation for assessment
• Clarify RFP points’ contact points
• Publish RFP
• Schedule RFP Clarification sessions

13. Identify the weightage
Technical – 70%
• Higher requirement
matching is better
Commercial – 25%
• Lower price is better
70% is the
Minimum score

14. RFP/RFI
scoring &
partner
selection
Schedule presentation sessions
Score the RFP responses
Prepare summary for Management
Get management approval for
service/product

15. Define response wise points
Not
Supported
• 0
Future Scope
• 5
Customization
• 7
3rd Party
• 8
Modification
• 9
Fully
Supported
• 10

16. RFP Sample
Req ID Description
Mandator
y
[Y/N]
Bidders Response
-
Fully Compliant
(FC)
Partially
Compliant (PC)
Non Complaint
(NC)
Customization
Required (CR)
SUP MOD 3RD CST FUT NS Vendor Comments
SL Product Information
6.1 Req-1 Y FC X Comment-1
6.2 Req-2 Y FC X Comment-2
6.3 Req-3 Y FC X Comment-3
SUP Supported CST Customization
MOD Modification FUT Future Scope
3RD 3rd Party Solution NS Not Supported

17. Management Presentation - The journey
Building
understanding on
Getting DRAFT RFP
from vendors
Prepare and float
Open RFP
6 vendors
responded
3 vendors pre-
selected
Evaluated through
RFP responses and
Presentations
Multiple
negotiations took
place
Vendors ranked
Management
Approval
Preparing for
board
Vendor-1
Vendor-2
Vendor-3
Vendor-4
Vendor-5
Vendor-6

18. Management Presentation – Functional Score
Techno-Functional Evaluation (Functional 75% & Technology 25%)
SL Vendor Name
Functional
Score (75)
Technology
Score (25)
Combined Techno-
Functional Score
(100)
Combined
Techno-
Functional Rank
1 Vendor-1 68 23 91 1
2 Vendor-2 69 22 91 1
3 Vendor-3 66 21 87 2

19. Management Presentation – Commercial Score
Commercial Comparison
S.N Particular
Total Price in BDT
(inclusive of WHT and
VAT)
Total Price in BDT
(inclusive of WHT and
VAT)
Total Price in BDT
(inclusive of WHT and
VAT)
A
Charge for Software
of
102,375,000 8,570,334 28,843,238
B Charge for Hardware N/A N/A N/A
C
Charge for if
any/Implementation
66,780,000 61,373,100 9,557,625
ATS & AMC per year 22,425,000 7,679,467 -
Total Cost With VAT & 1 year
AMC
191,580,000 77,622,901 38,400,863
Total cost Software and
Implementation
169,155,000 69,943,434 38,400,863
Commercial Score 23% 55% 100%
Commercial Rank 3 2 1
Overall ranking
Vendor-3 1
Vendor-2 2
Vendor-1 3

20. Management
Presentation –
Recommendations
GIVE NUMBER DRIVEN
RECOMMENDATIONS
DON’T JUST RECOMMEND A
VENDOR OUT OF THE BLUE
PUT TEAM’S
RECOMMENDATIONS BASED
ON EVIDENTIAL PROOF
ASK FOR MANAGEMENT
DECISION TO GOTO BOARD

21. Business case preparation [1/2]
GET A BUSINESS CASE
SAMPLE/TEMPLATE
HELP TEAM TO
PREPARE BUSINESS
CASE
ALIGN SPONSOR &
STEERING
COMMITTEE ON THE
BUSINESS CASE
GET MANAGEMENT
APPROVAL

22. Business case preparation [2/2] - Key
ingredients for BC
Executive summary
Business case analysis team
Problem definition
Project overview
Strategic alignment
Cost-Benefit analysis
Alternatives analysis

23. Goals & Objectives
Business Goal/Objective Description
Timely and accurate
reporting
Web based tool will allow real-time and accurate reporting of all payroll and
administrative metrics
Improve staff efficiency
Fewer HR and payroll staff required for managing these activities will improve
efficiency
Reduce employee turnover
Greater autonomy and flexibility will address employee concerns and allow
managers to focus on billable tasks
Reduce overhead costs Fewer staff required will reduce the company’s overhead

24. Project Performance
Key Resource/Process/Service Performance Measure
Reporting
The web-based system will reduce reporting discrepancies (duplicates and gaps)
and require reconciliation every 6 months instead of monthly.
Timesheet/Admin data entry
Eliminate managers’ non-billable work by allowing employees to enter their data
directly.
Software and System
Maintenance
Decrease in cost and staff requirements as system maintenance will be reduced
from once every month to once every 6 months with the new system.
Staff Resources
Elimination of 5 staff positions in HR and payroll which are no longer required as
several functions will now be automated.

25. Strategic Alignment
Plan Goals/Objectives Relationship to Project
20xx Smith Consulting Strategic
Plan for Information
Management
Improve record keeping and
information management
This project will allow for real-time information and data
entry, increased information accuracy, and a consolidated
repository for all payroll and administrative data
20xx Smith Consulting Strategic
Plan for Information
Management
Utilize new technology to
support company and
department missions more
effectively
New technology will allow many payroll and administrative
functions to be automated reducing the levels of staff
required to manage these systems
20xx Smith Consulting Strategic
Plan for Human Capital
Engage the workforce and
improve employee retention
This project allows the employee to take an active role in
managing his/her payroll and administrative elections

26. Cost – Benefit
Analysis
All related CapEx & OpEx
All related Benefits [Tangible &
Intangible]

27. Alternatives analysis – Example
Buying new car
Initial Investment
[CapEx]
33k
[2Mn over 5Yrs]
Monthly Cost [OpEx]
Driver Salary 16k
Fuel Cost 10k
Maintenance 4k
Accidental 5k
Monthly Expense 68k
Buying old car
16k
[1Mn over 5yrs]
16k
14k
4k
10k
61k
Using Ride sharing
NA
14k
14k
What else can be done with the Money? – FDR!
What opportunities will company lose if NOT Invested?? – Money will not grow itself!!

28. Alternative Analysis
No Project (Status Quo) Reasons For Not Selecting Alternative
Keep the mainframe legacy system in place •
Unnecessary expenditure of funds for increased staffing levels
• Continued occurrence of a high number of data errors
• Poor and untimely reporting
• Lack of automation
Alternative Option Reasons For Not Selecting Alternative
Outsource the implementation of a web-based platform •
Significantly higher cost
• Expertise already exists in house
• Vendor’s lack of familiarity with our internal requirements
Alternative Option Reasons For Not Selecting Alternative
Develop software internally •
Lack of qualified resources
• Significant cost associated with software design
• Timeframe required is too long

29. Statement of Work
Scope of
Work [SoW]
Highlights what is
and is not
included in the
scope of the
project in broader
terms.
Period of
Performance
Define the time
period over which
the project will
occur.
Place of
Performance
Describe where
the work will be
performed by the
vendor.
Work
Requirement
Tasks needed to
be completed in
order for
successful
completion of this
project/contract.
Schedule/Mil
estone
Define the
schedule of
deliverables and
milestones for
this project.
Acceptance
Criteria
Defines how the
customer will
accept the
deliverables
resulting from this
SOW.
Other
Requirements
Any special
requirements,
such as security
requirements
should be
described in this
section.

30. Final Thoughts
Project & Vendor Selection both are sensitive work, be Thorough & Careful
Never tamper with score, doesn’t matter Who’s requesting
Show the score to Sponsor & Procurement, so that you have More witness
All procurement related communications/scores/submissions MUST be preserved, for Future/Audit reference
Ask team to be Conservative at scoring & business projections
Management/Board don’t have time for explanation, keep your contents Crisp, Short & easily Understandable

31. Vendors pre-selection for Further Evaluation
This is required when we want to eliminate unnecessary competition
When we want the best ones to compete
SL Preliminary Screening Criteria 10 5 0
1 SI’s work experience with 10+ years 5+ years <5 Years
2 Size of company 200+ HR 100 Resource <100 HR
3
Local presence/support in
Bangladesh
Yes NA No
4 Internationally experienced 10+ years 5+ years <5 Years
5 Gartner/Forester/Other ranking Top 3 Top 6 NA
6 No. of successful implementation 20 10 <5

32. Vendors pre-selected for Further Evaluation
SL Preliminary Screening Criteria Vendor-1 Vendor-2 Vendor-3 Vendor-4 Vendor-5 Vendor-6
1 work experience with 10 10 20 20 20 20
2 Size of company 5 10 15 0 0 10
3
Local presence/support in
Bangladesh
20 20 20 20 20 20
4 Internationally experienced 13 17 20 10 17 17
5
Gartner/Forester/Other
ranking
20 0 20 10 0 0
6
No. of successful
implementation
10 5 20 15 10 20
Total 78 62 115 75 67 87

33. Project Charter
Now that high-level understanding is
devised, Let’s commence the project

34. Project Charter [1/3]
What is it?
• A project charter is a statement of the scope,
objectives & participants in a project
• It provides a preliminary description of roles and
responsibilities, outlines the project objectives,
identifies the main stakeholders, and defines the
authority of the project manager
• It serves as a reference of authority for the future of
the project
Why is it required?
• It legally authorizes the beginning of the project

35. Project Charter [2/3]
Who prepares it?
• A Project Manager prepares it, with the consent of
His/Her Functional/Technical leads.
Who approves it?
• Usually Project Sponsor approves it.
When is it done?
• It is done before formally commencing the project.

36. Project Charter [3/3]
What does it contain
✓Reasons for undertaking the project
✓Objectives and constraints of the project
✓Identities main stakeholders
✓Project organization
✓Out-of-scope items
✓Early Risks identified
✓Target project benefits
✓High level budget and spending authority
✓Important Dates
✓Dependencies

37. <Division> Project Charter: <Project Name>
Key Objective
Charter Sign-Off date: <Date>
Project Definition Doc Sign-Off date: <Date>
Team Members (Div/Dept.):
1.
2.
3.
4.
5.
6.
7.
8.
Project Sponsor (PS):
Project Manager (PM):
Tech/Functional Lead (T/FL):
Serial Deliverable Planned completion date
1
2
3
39
Budget Info [Mn BDT]
• CapEx:
• OpEx:
• Total:
Key Deliverables
Start Date:
End Date:
Project Charter

38. <Project Name>: Risks, Dependencies, Out of Scope
Serial Risk Description Mitigation plan
1
2
3
Dependencies
•<List of dependencies on which the success factor of this project depends.>
•<List of dependencies on which the success factor of this project depends.>
Risks
40
Out of Scope Declaration
•<List of activities which are out of scope from this project deliverable>
•<List of activities which are out of scope from this project deliverable>
Project Charter

39. <Project Name>
Proposed by
Approved by
Project Sponsor
_______________________
Name:
Designation:
Date:
Project Manager
______________________
Name:
Designation:
Date:
41
Managing Director & CEO
_______________________
Name:
Date:
Recommend by
Project Charter

40. Kick-Off – Why?
To formally kick-off
the project
To align all
stakeholders on the
commencement
To Introduce all
participants

41. Kick-Off - Participants
• Project Sponsor
• Functional & Technical lead
• All team members
• Vendor team

42. Kick-Off -
Topics
Show Participants’ list
Project Organization
Share initial Milestones & Timeline
Highlight Risks & Issues
Show Assumptions
Communication matrix
Escalation matrix

43. One last thing

44. Pre-Project Prep. [1/2]
1. If the agreement is already in place,
go through that thoroughly for
critical clauses like payment terms,
payment modalities, major
milestones, SOW, compliance
requirement, penalty clauses, etc.
2. You will need to arrange for a good
amount of logistics such as,
meeting rooms, requirement of
support laptop, projector,
transportation
3. Budget to support logistics and
food & beverage purposes
4. Plan for required number of
sessions, required
participants/teams, duration of
sessions, etc. and you can map with
meeting room reservation with
that.
5. Get a copy of RFP/RFI and Business
Case documents and study
thoroughly, especially on benefit &
measurement, terms & conditions,
agreed scope, high-level timeline,
ROI
6. If your project has dependency on
any other project(s), then
1. If the other project already
started, then get documents
for your reference.
2. If the other project hasn’t
started already, talk to
prospective PM
https://parvejislam.wordpress.com/20
14/09/19/pre-project-preparation/

45. Pre-Project Prep. [2/2] – If
vendor is involved
1. Request admin to prepare visa
invitation letters
2. Get temporary access cards
3. WLAN connectivity OR other
VPN connectivity as required.
4. Share any request forms
(e.g. VPN connectivity) with
vendor up-front so that they can
fill, scan & share.
5. Ask vendors for their
accommodation arrangement &
suggest any place nearby
6. If agreement is already in place,
study the agreement carefully
for penalty clauses, payment
terms, SOW, deliverables, SLA,
after implementation support
7. Ask vendor for their travel plan,
this will help you schedule
critical milestones.
8. If you are having foreign
vendors, get an understanding
on their culture & etiquette,
time zone difference, food
habit, national holidays,
weekends & working hours.
9. Collect phone numbers of
critical resources.
10. You may suggest your vendor on
preferred mobile operator in
your country which has good
reception in your office.

46. Likelihood vs. Impact

47. Thank You