Project Initiation Document PID

D4 PID

B2: Mandate

B3: Project

Background

B4: Scope

B6: Cost Benefit Analysis

B7: Project

Approach

B8: Value Chain

B9: Product Breakdown

B12: Resources

B13: Planning

B15: Organisation

B16: Budget Details

B17: Acceptance Criteria

B18: Architectural and Security Aspects

B19: Business Process Aspects

B20: Communication Plan

B21: Quality Plan

The Project Initiation Document (PID) provides all the necessary information to the stakeholders involved in the project. The executive bases decisions about the starting of the project on the PID. For the project manager the PID can be compared to a contract, an agreement between the executive and the project manager. The contract describes the tolerances within which the project manager can operate (budget, time to completion, quality). The documents describe what expenses may be incurred for the products. The planned times are also described. In this way the PID provides the norm for reviewing changes and deciding how the project should continue. The PID is the end result of the process 'Initiating the project'. It consists of the actual project brief (D3). The PID is constructed by adding seven building blocks.

Organisation (B15)

This building block shows the organisational structure of the project. In each case the executive, the senior user and the senior supplier are represented on the Project Board. The project team consists of the project manager (reports to, but is not a member of the Project Board) and the project employees. The project manager can divide the products up amongst teams.

Budget details (B16)

This building block forms the basis for subsequent reporting on costs. In the PID this building block describes the budget needed to realize the project. This budget is subdivided into the following categories:

• Costs to be paid to third parties, such as:

- external employees/consultants;

- hardware/software;

- travel and subsistence;

- training;

- internal employees.

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Acceptance Criteria (B17)

This building block describes the acceptance criteria via which the executive will review the project. It gives the project manager insight into the aspects about which the executive will call him to account at the end of the project. It also provides protection to the project manager against requirements that were not known beforehand.

B14: Risks

Architectural and Security Aspects (B18)

This building block contributes to harmony between the architectural and information security aspects of the project. It provides a summary of all the activities that have to be executed within the framework of architectural and information security. Think of activities like making an application landscape map or compiling an access control matrix.

Business Process Aspects (B19)

This building block provides a summary to those concerned of all activities within the frame of process adjustments. Think of process redesigning and of things like the requirements of the Sarbanes-Oxley SAS70 declaration, or regulatory bodies such as the Financial Markets Authority, the Nederlandsche Bank, etc. Similar regulations prescribe that checks should be incorporated within the processes, which indicate that work has been done in accordance with the process requirements.

Communication Plan (B20)

The communication plan describes what, how and when the project manager will communicate with the Project Board, the stakeholders and others involved. Think of possibilities like short news reports on the company intranet, presentations and the formal reporting occasions to the Project Board.

Quality Plan (B21)

This building block, in conclusion, describes for each product the quality requirements with which the product must comply, and who will be reviewing the product in terms of these requirements.

Concrete suggestions and practical tips

• Briefly describe the tasks, the qualifications and the responsibilities for each role.

• Draw up a project chart (stakeholders' analysis) and indicate what interests the players have in respect of the project (take account of users, interest groups (political), (external) advisers, project employees, line/staff management and hierarchical responsibilities).

• Leave all responsibilities to the Project Board members, as well as some PRINCE2 roles (Executive, Senior User, Senior Supplier) that have not been filled.

• Discuss the PID with fellow project managers before the executive gives his approval (peer review always enhances quality).

• See to it that the planning describes the processes and decision points (go/no go).

• Make an agreement with the executive to meet regularly for a cup of coffee. This provides the opportunity for sharing important issues immediately. It prevents surprises.

• Plan Project Board meetings in advance and clearly indicate these meetings in the planning. This is not in accordance with the PRINCE2 basic principle of 'Management by Exception'. However, practice shows that agendas are often overloaded. It is difficult to call a Project Board meeting at the last moment.

• In the final PID, deviations from the initial planning in the Project Brief should amount to no more than a maximum of 10%.

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Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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