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Project in Feasibility Study document sample
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Feasibility Study WBS Dictionary
# WBS Dictionary Del Name & # Dur. Est. Critically Skill
Depend
1.0 Phase Initiate – Obtaining agreement on the business N/A
requirement and charting the project.
1.1 Activity Develop the Business Requirement – Establish a common N/A
understanding of the base requirements that are to be addressed by
the project.
1.1.1 Task Create the Product Description – define, scope, and give context to the product & Product Description PM
services that the project will be chartered to develop, deliver, and support.
1.1.2 Task Prepare and Review the Product description – depending on audience Project Proposal, Document Approval
preference, summarizes the content of the product description into an executive
summary and deliver it or prepare and conduct a review of the product description.
Obtain approval to charter a project that will assign initial planning resources to
develop the project plan.
1.2 Activity Charter the Project – Obtain the commitment and agreement N/A
between the sponsor and project team indicating how the project will
be conducted and who needs to be involved.
1.2.1 Task Create the Project Charter – define the mission, authority, and level of project Project Charter PM
planning and controls necessary for the project, and indicate the personnel or
groups expected to be involved in the project. Assign the project manager,
sponsor, and any required resources to complete the overall project planning.
1.2.1.1 MilestoneProject Proposal Approved by N/A PM
2. Phase Plan – Creation and approval of the core work plan and facilitating N/A
plans which will guide project execution and control.
2.1 Activity Develop the Core Work Plan (CWP) – The development of the work N/A
scope, supporting schedule, budget, and project organization that
focuses and guides the project work effort.
2.1.1 Task Develop the Scope Statement – Develop the scope statement with the customer CWP – Scope Statement PM
that indicates an agreement on work scope, project objectives and measurements,
hi-level deliverables, assumptions, and completion criteria.
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Feasibility Study WBS Dictionary
# WBS Dictionary Del Name & # Dur. Est. Critically Skill
Depend
2.1.2 Task Develop the WBS – Define the work Activities, sequencing, effort estimates, and CWP – WBS PM
deliverables. Indicate the type of resource(people, equipment, materials, facilities)
needed to complete the work activities. Review and obtain agreement of the WBS
work activities with the customer, sponsor, and management of other groups
expected to support the project.
2.1.3 Task Develop the Project Schedule – Develop approximate cost estimates of all the CWP – Schedule and Budget Projection PM
types of resources. Build a project schedule from the WBS and cost estimates.
Produce a time-phased cost budget from the schedule.
2.1.4 Task (Note) On large projects a feasibility study maybe a major phase prior to detailed CWP – Feasibility and Recommendations
planning. On very small or maintenance project the feasibility may be limited to
cost/benefit assumption and recommendations. This project is considered a small
project.
Determine the Project Feasibility and Recommendation – Approximate and
define the life span of the product or service being delivered. Approximate and
define a dollar value for soft and hard benefits and any cost reduction or avoidance
that may be the result of the product or service delivery. Chart or summarize the
information and provide a recommendation
2.1.5 Task Organize Project & Staff Acquisition – provide an overall framework to describe CWP – Organization PM
the roles, responsibilities and membership of the Project. Obtain the staff needed for
the core team and staff need from other groups in the organization that will be cross-
committed to the project. Obtain from management commitment of all non-
contracted personnel. (Note– any contracted staff is acquired via the contract
activity, however none are planned for this project.)
2.2 Activity Develop the Facilitating Plans for Controls (FPC) – The plans for N/A
ongoing work required to ensure that the project can anticipate
possible problems, solve, and make coordinated work plan
adjustments.
2.2.1 Task Risk Management – Determine which risks are likely to affect the project, FPC – Risk Id and Mgmt
evaluate potential risk outcomes and indicators, define plan to respond to key risks
indicators.
2.2.2 Task Change Management – Outline a simple change management process to FPC – Chg Mgmt
coordinate approved changes in the project plan.
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# WBS Dictionary Del Name & # Dur. Est. Critically Skill
Depend
2.2.3 Task Project Standards, Approval, And Document Controls – Define and setup the FPC – Stds, Apvls, Cntls
documentation standards, document storage locations, project notebook, document
approval and promotion process, and securities.
2.2.4 Task Communication Plan and Management – Outline a plan that identifies “who” FPC – Comm. Plan & Mgmt
needs “what” communications, in “what” media, “how” often and by “whom”.
2.2.5 Task Status Reporting – Define how status will be reported, by whom, how often, and in FPC – Status Rptg
what formats and media.
2.2.6 Task Procurements & Contracting – Determine what to procure and when, document FPC – Proc. & Cntrkg
requirements and identify potential sources.
2.2.7 Task Quality Assurance – Identify the project’s relevant quality standards and determine FPC- QA
how to satisfy them.
2.2.8 Task Time Tracking – Determine what level to track time at, how time will be tracked, FPC – Time Tracking
how frequently, and administer the time tracking activities.
2.2.9 Task Issue and Decision Management – Determine process for raising and resolving FPC – Iss. & Decision Mgmt
project issues that impact the scope, schedule, cost or quality of the project.
2.3 Activity Develop the Project Plan – Integrating the results of the other N/A
planning activities into a coherent document to guide the project
execution and control.
2.3.1 Task Plan Integration – Summarize and incorporate the outputs of the planning Project Plan
activities into a single reference document – the <project name> Project Plan. The
plan is the reference document for work to be performed by all involved in the
project and must be made easily accessible to all in electronic format.
2.3.2 Task Plan Presentation and Review – Distribute, review and obtain approval of the Presentation, & Document Approval
project plan from the project directing authoritie(s) and managers who have staff
assigned to the project.
2.3.2.1 MilestonePlan and Schedule Approved by N/A 0 PM
3.0 Phase Executing N/A
Note: The feasibility study may be a project by itself. Its results provide the basis for
determining whether a project should be chartered to deliver the product or service
solution. Exceptions to this rule may occur when management has determined that
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Note: The degree of detail required will vary from project to project. It should be
The following when the feasibility deliverables is chartered.
decided upon activities, tasks and study project should be reviewed for each project
on a case-by-case basis. Projects may utilize this model and adapt or tailor to the
specific needs of the project. This means that not all activities and tasks are
3.1 Activity Phase for every project, Study
necessary - Feasibility and that additional activities and tasks may need to be N/A
3.1.1 Task Define Mission Statement Product Description
3.1.1.1 Subtask Review the projects product description and confirm the principal business N/A
objectives of the proposed project.
3.1.1.2 Subtask Obtain agreement on the level of detail required for study, expectations for N/A
feasibility report format, formulas, and criteria to be used.
3.1.1.3 Subtask Determine if the project must follow the DAS requirements for cost benefit N/A
analysis and reporting formats.
3.1.2 Task Define Study Boundary N/A
3.1.2.1 Subtask Identify the business area(s) that are to be studied. Context Diagram
3.1.2.2 Subtask Identify critical business issues. Major Functions
3.1.2.3 Subtask Identify business functions. Critical Business Issues
3.1.2.4 Subtask Identify the data subjects that are relevant to the business area. Existing Entity Relationship Diagram
3.1.2.5 Subtask Identify sources and recipients of data. Existing data dictionary
3.1.3 Task Identify Key Participants N/A
3.1.3.1 Subtask Identify users, sponsors, responsible application development managers, List of participants
managers from other technology areas (e.g., computer operations), and vendors.
3.1.4 Task Research & Analyze Existing Systems N/A
3.1.4.1 Subtask Evaluate the existing system(s) to determine strengths and weaknesses. *Description of existing system(s)
*Business function/ system matrix
3.1.5 Task Determine the Impact on Existing Systems Development N/A
3.1.5.1 Subtask Identify which existing development efforts are affecting the area under study. Statement of impact on existing efforts
3.1.6 Task Define Hi-Level Business Requirements N/A
3.1.6.1 Subtask Define data requirements by extending the model started in Activity 3.1.2 to Data Dictionary (data element descriptions for
include data element and data flow definitions. identified attributes, data flow definitions, and data
entity definitions)
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3.1.6.2 Subtask Define business functions (extend the definition of functions identified in Activity Function hierarchy diagram or an equivalent
3.1.2 above) and their inputs and outputs. representation of the business functions
3.1.6.3 Subtask Define constraints (delivery time/target dates, volumes and frequency of use, *Data Flow diagrams (if needed)
budget restrictions, technological limitations, etc.).
Note: The results of this activity should be used in the development project(s) if *Function Descriptions
they are authorized.
*Statement of constraints and assumptions
3.1.7 Task Recommend Systems Solution N/A
3.1.7.1 Subtask Identify design alternatives; including acquisition options (this requires high-level Design alternative descriptions
designs and investigation of acquisition options) with the major functional areas of
OIS, i.e. CRM, NDS, ISE, T&S, PMO.
3.1.7.2 Subtask Determine cost and benefit estimates for each alternative. Cost/Benefits Analysis
3.1.7.3 Subtask Identify, justify and seek an agreement decision with OIS cross-sections for a Recommendation and rationale (a section of the
preferred alternative. Feasibility Report)
3.1.8 Task Describe Development Strategy N/A
3.1.8.1 Subtask Identify product delivery phases. Development strategy description (choice of the
lifecycle model(s) to be used to implement the
solution(s))
3.1.8.2 Subtask Describe the development approach (e.g., package acquisition, rapid application N/A
development, traditional development, enhancement of existing systems, etc.).
3.1.8.3 Subtask Prepare an initial (high-level) project plan, including an activity list, statement of N/A
resource requirements, estimate, and schedule.
3.1.9 Task Prepare and submit Feasibility Report N/A
3.1.9.1 Subtask Document findings in a report to the Steering Committee and/or Executive Staff Feasibility Report
and/or ISSC.
3.2 <Activity Title, i.e Requirements Analysis> – <activity description>. N/A
Activity
3.2.1. Task <Task title> – Task Description N/A
3.2.1.1 <Milestone Title> N/A 0
Milestone
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3.3 <Activity Title, i.e Design> – <activity description> N/A
Activity
3.3.1 Task <Task title> – Task Description N/A
3.3.1.1 <Milestone Title> N/A
Milestone
3.4 <Activity Title, i.e Construct> – <activity description> N/A
Activity
3.4.1 Task <Task title> – Task Description N/A
3.4.1.1 <Milestone Title> N/A
Milestone
3.5 <Activity Title, i.e Test> – <activity description> N/A
Activity
3.5.1. Task <Task title> – Task Description N/A
3.5.1.1. <Milestone Title> N/A
Milestone
3.5. <Activity Title, i.e Implement> – <activity description> N/A
Activity
35.1. Task <Task title> – Task Description N/A
3.5.1.1. <Milestone Title> N/A
Milestone
4.0 Phase Controls – Administer and manage work controls to N/A
ensure project performance.
4.1 Activity Project Procedures and Controls – N/A
4.1.1 Task Risk Management – Manage risks by responding to identified risk indicators as FPC – Risk Id and Mgmt
they occur.
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4.1.2 Task Change Management – Identify, plan, and conduct ongoing change control of the FPC – Chg Mgmt
project. Ensure that the requirements, budget, and schedule milestones remain in
line with the current approved project plan or are changed officially providing new
requirements, budget, or schedule milestones.
4.1.3 Task Project Standards, Approval, And Document Controls – Conduct administration FPC – Stds, Approvals, & Cntls
of approvals, project library, administrative filing, and securities.
4.1.4 Task Communication Management – Deliver communications or facilitate FPC – Comm. Plan & Mgmt
communication delivery and conduct ongoing administration of communications
4.1.5 Task Status Reporting –Conduct ongoing project status reporting of work activities, FPC – Status Rptg
budgets achievements and issues.
4.1.6 Task Procurements & Contracting Management – obtain quotations, bids, offers, or FPC – Procurements & Contracting
proposals, choose from among potential vendors, administer the contract, and
close.
4.1.7 Task Quality Assurance – monitor and identify way to eliminate causes of unsatisfactory FPC- QA
quality performance.
4.1.8 Task Time Tracking – administer the time tracking activities and team recording of FPC – Time Tracking
individual time
4.1.9 Task Issue and Decision Management – Administer the issue and decision process. FPC – Issue and Decision Mgmt
5.0 Phase Close – Evaluate the projects achievement of scope, N/A
objectives, and measurements. Identify the maintenance
plan, turn-over to maintenance, and release project
resources.
5.1 Activity Project Evaluation – Recognize the achievements and lessons N/A
learned of the project, and determine readiness to close the project.
5.1.1 Task Prepare a project evaluation – Review the project’s completion criteria, scope, Project Evaluation & Lessons Learned PM
objectives, measurements, and lessons learned. Document and analyze the
information and review with the sponsors. Obtain agreement from the sponsors on
readiness to proceed with project closure.
5.2 Activity Plan for Maintenance and Turn-over – Coordinate “what” will be N/A
maintained and prepare supporting materials to enable smooth
transition to maintenance. Close Project.
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5.2.1 Task Coordinate Maintenance Turn-over – Identify all items or components, and their Maintenance Turn-over
production version/location, which will become maintenance responsibility. Ensure
change request log is accurate and up-to-date. Ensure all issues and prior
decisions are documented for turn-over. Identify maintenance staff and any
associated budgets. Meet with maintenance lead and review this information.
5.2.2 Task Close out Project – Prepare for and celebrate project closure. Release project Project Celebration Closing
resources.
5.2.2.1 MilestoneProject successfully turned-over to maintenance and closed N/A
5.2.3 Task
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