INTRODUCTORY COMMENTS

Hi to you all and welcome to this working group. No need to remind you why we are here.
To proceed, I propose we run the current task as a project, that will indeed include a SWOT (Strengths –
Weaknesses – Opportunities - Threats) analysis. We cannot afford to work or to make these decisions
blindly. We are skilled enough to be able to work efficiently and to perform a good time management.
Therefore, we will use a metric-driven approach and some key performance indicators that indeed can
change over the duration of the project. It should be understood that metrics and key performance
indicators should be established for those critical activities that can have a direct impact on the success or
failure of the project.
I believe that a majority here has been running a project before. Thus, the point is to define a unique set of
coordinated activities, with definite starting and finishing points to be undertaken, in order to meet
specific objectives within defined schedule, cost and performance parameters.

Broadly speaking, the objectives we should defined must meet three fundamental criteria:
1. The project must be completed on time (develop responsive and feasible project schedules).
2. The project must be accomplished within the planned resources (required/necessary amount of
funds and resources).
3. The project must meet the prescribed quality requirements (scope - desired results).

We shall be able to ALL understand the expectations (The Who, What, and Why of this project).

The project will encompass 4 stages:

1. Starting the project - involves generating, evaluating, and framing our need for the project and
the general approach to performing it and agreeing to prepare a detailed project plan. Outputs
from this stage may include approval to proceed to the next stage, documentation of the need for
the project and rough estimates of time and resources to perform it (often included in a project
charter), and an initial list of people who may be interested in, involved with, or affected by the
project.
2. Organizing and preparing - involves developing a plan that specifies the desired results; the
work to do; the time, the cost, and other resources required; and a plan for how to address key
project risks. Outputs from this stage may include a project plan documenting the intended
project results and the time, resources, and supporting processes to help create them. This stage
will thus include our SWOT analysis.
3. Carrying out the work - involves establishing the project team and the project support systems,
performing the planned work, and monitoring and controlling performance to ensure adherence to
the current plan. Outputs from this stage may include project results, project progress reports, and
other communications.
 4. Closing the project - involves assessing the project results, obtaining customer approvals,
transitioning project team members to new assignments, closing financial accounts, and
conducting a post-project evaluation. Outputs from this stage may include final, accepted and
approved project results and recommendations and suggestions for applying lessons learned from
this project for future improvements.

Keep in mind we may probably have to work on two (or more) project stages at the same time to
meet the likely tight deadlines.

It is expected from every member of this working group to abide to the following:
1. Information: Accurate, timely, and complete data for the planning, performance monitoring, and
final assessment of the project.
2. Communication: Clear, open, and timely sharing of information with appropriate individuals and
groups throughout the project’s duration.
3. Commitment: Team members’ personal promises to produce the agreed-upon results on time
and within budget
4. Secrecy: No information should be released to the general public until the project is closed.

Two major questions should presently come to our mind:

1. Should we do it? Are the benefits we expect to achieve worth the “costs” we’ll have to pay? Are
there better ways to approach the issue?
2. Can we do it? Is the project technically feasible? Are the required resources available?

Considering the planning processes

When we will have a clear idea on what to exactly accomplish and believe it’s possible, we will need a
detailed plan that describes how we will make it happen. We will have to include the following in our
project-management plan:
1. An overview of the reasons for the project (Clarifying what we’re trying to accomplish and why)
2. A detailed description of intended results.
3. A list of all constraints the project must address.
4. A list of all assumptions related to the project.
5. A list of all required.
6. A breakdown of the roles each team member will play. (Describing roles and responsibilities.)
7. A detailed project schedule (milestones and deliverables).
8. An illustration of an estimate of the resource needed.
9. A description of how we plan to manage any significant risks and uncertainties (Identifying and
planning for risks.)
10. Plans for project communications (How to keep everyone who’s involved in the project up to
date.)
11. Plans for ensuring project quality (How to track progress and maintain control of the project
throughout its life cycle so as to achieve success.)
12. A pros (advantages/benefits/for/pluses) and cons (disadvantages/against/minuses) approach to
help in decision-making.