| Outcomes: These relate to WHY the project is to be done. They describe how the world, or a piece of it, will be different when the project is complete. |
| Outputs: These relate to WHAT the project is to produce. They describe THINGS that will exist when the project is complete. |
| Integration: This is the process of pulling all the pieces of the project together so that they not only fit, but actually function smoothly as an integrated entity. |
| Scope: What is to be included as part of this project and what is not to be included? If the Output of the project is a house, the Scope specifies if the foundation is part of the project or is to be there prior to the start. Similarly, it specifies how many coats of paint are to be applied to each interior wall. |
| Time: When will the project be complete? How long will each task take? How can the tasks be re-sequenced or re-staffed so as to complete the project sooner? |
| Cost: How much will the project cost? How much will each task cost? What is the cash flow associated with the project? Are things costing more or less than anticipated? What can be done to minimize cost overruns? |
| Quality: What is Quality, from the perspective of the outputs and the outcomes? How can we design and plan for the needed quality? How can we measure and test quality? Does quality cost extra? |
| Resources: People. Money. Equipment. Facilities. Material. How do you get them? How do you keep them? How do you develop them? How do you care for them? How do you utilize them? |
| People: How will you attract and retain the right people for your project? Who is going to do what? When will you bring them onto the project? How will you get them enthusiastic about the project? How will you get them to work together? |
| Communications: How will the people on the project communicate amongst themselves? How will they communicate with those who are not part of the project team? What needs to be communicated? When? Is a 'consistent message' necessary? If so, who will provide it and how will they decide what it is to be? |
| Risk: What could go wrong? What is the significance of it happening? What can be done to minimize the likelihood of things going wrong? What are the 'single points of failure'? What can be done to eliminate or reduce their number? What can be done to minimize the impact of something going wrong? What should be done if something goes wrong, in spite of your best efforts? |
| Procurement: What will need to be bought, leased, licensed, traded for, or otherwise acquired ? Where will it be procured? Under what terms and conditions? Who knows about procuring it? Who will do the negotiating? Who will do the procuring? How will it be cared for after it is acquired? If it will subsequently need to be disposed of, how will that be done? |
| Review: How will you learn from what is happening on the project? When will reviews be conducted? Who will participate? How will the learning be documented and shared? |
| Control: How will the project be controlled? What will be controlled? Time? Money? Material? Quality? Who will do the controlling? Who will control the controllers? |
| Stewardship: Project Stewardship is nothing less than the art and science of making things happen, of exploring the implications of following a vision, of turning possibility into practicality, of making the future happen? Who will be the Steward of your next project? How will you attract and retain that person? |
| Sponsorship: The project Sponsor is the person with the vision and the resources to make it happen. How will that vision be communicated? To whom? Sponsorship involves giving up a degree of control. But just a degree. How much control will the Sponsor retain? How and when does the Sponsor want to be kept informed of progress? |
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All material on this Site is copyright. None of it may be copied without explicit permission from Morrie Schneiderman. Sept. 1, 2009. |