Project Initiation Documentation



PRINCE2™- Project Initiation Documentation

|Project Name: |Redesign Intranet Toyota Boshoku |

|Date: | |Release: |Draft/Final |

|Author: | |

|Owner: | |

|Client: | |

|Document Number: | |

Note: This document is only valid on the day it was printed

Revision History

Date of next revision:

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Approvals

This document requires the following approvals. A signed copy should be placed in the project files.

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Distribution

This document has been distributed to:

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Overview

|Purpose |The purpose of the Project Initiation Documentation is to define the project, in order to form the basis |

| |for its management and an assessment of its overall success. The Project Initiation Documentation gives the|

| |direction and scope of the project and (along with the Stage Plan) forms the ‘contract’ between the Project|

| |Manager and the Project Board. |

| |The three primary uses of the Project Initiation Documentation are to: |

| |Ensure that the project has a sound basis before asking the Project Board to make any major commitment to |

| |the project |

| |Act as a base document against which the Project Board and Project Manager can assess progress, issues and |

| |ongoing viability questions |

| |Provide a single source of reference about the project so that people joining the ‘temporary organization’ |

| |can quickly and easily find out what the project is about, and how it is being managed. |

| |The Project Initiation Documentation is a living product in that it should always reflect the current |

| |status, plans and controls of the project. Its component products will need to be updated and re-baselined,|

| |as necessary, at the end of each stage, to reflect the current status of its constituent parts. |

| |The version of the Project Initiation Documentation that was used to gain authorization for the project is |

| |preserved as the basis against which performance will later be assessed when closing the project. |

|Contents |The Project Initiation Documentation should cover the following topics. |

| |Project Definition 4 |

| |Project Approach 5 |

| |Business Case 6 |

| |Project Management Team Structure 6 |

| |Role Descriptions 6 |

| |Quality Management Strategy 6 |

| |Configuration Management Strategy 6 |

| |Risk Management Strategy 7 |

| |Communication Management Strategy 7 |

| |Project Plan 7 |

| |Project Controls 7 |

| |Tailoring of PRINCE2 7 |

|Advice |The Project Initiation Documentation is derived from the Project Brief and discussions with user, business |

| |and supplier stakeholders for input on methods, standards and controls. |

| |The Project Initiation Documentation could be a single document; an index for a collection of documents; a |

| |document with cross references to a number of other documents; a collection of information in a project |

| |management tool. |

| | |

| |The following quality criteria should be observed: |

| |The Project Initiation Documentation correctly represents the project |

| |It shows a viable, achievable project that is in line with corporate strategy or overall programme needs |

| |The project management team structure is complete, with names and titles. All the roles have been |

| |considered and are backed up by agreed role descriptions. The relationships and lines of authority are |

| |clear. If necessary, the project management team structure says to whom the Project Board reports |

| |It clearly shows a control, reporting and direction regime that can be implemented, appropriate to the |

| |scale, risk and importance of the project to corporate or programme management |

| |The controls cover the needs of the Project Board, Project Manager and Team Managers and satisfy any |

| |delegated assurance requirements |

| |It is clear who will administer each control |

| |The project objectives, approach and strategies are consistent with the organization’s corporate social |

| |responsibility directive, and the project controls are adequate to ensure that the project remains |

| |compliant with such a directive |

| |Consideration has been given to the format of the Project Initiation Documentation. For small projects a |

| |single document is appropriate. |

| |For large projects it is more appropriate for the Project Initiation Documentation to be a collection of |

| |stand-alone documents. The volatility of each element of the Project Initiation Documentation should be |

| |used to assess whether it should be stand-alone, e.g. elements that are likely to change frequently are |

| |best separated out. |

Project Definition

(Explaining what the project needs to achieve. It should include information on the sections given below)

The main objective of the project is to renew the current Intranet from our client, Toyota Boshoku (Zaventem). This site needs both visual and structural refreshment for a better work experience.

Background

Toyota Boshoku already has an existing intranet, but it has never been updated. Actually there is a poor integration between the website other programs within the company. Our contact person is Liesbeth Vansintjan (Assistant Manager HR & General Administration Division). The person who will be our manager is Tuan Vo Thanh who is a member of the IT-team from Zaventem. As of right now, we will work on-site one day per week.

The situation of the project at this point is nil. There is not yet a database active on the website, and neither is there a framework for the other expected modules. Aside from this, the website should also comply with ISO TS regulations. For these regulations they also want a functional document management system (dms).

Project objectives

(Covering time, cost, quality, scope, risk and benefit performance goals)

This project will run from October 1, 2012 until December 31, 2012.

At this stage we know that there is a lack of infrastructure within the company to achieve all the expected goals and as such we will define the costs after a meeting with the implicated managers. There is a need for a database system, for which we will do a quick market research before making an executive decision. Before going ahead with the actual modification and programming of the website we will make a projected cost plan for Toyota Boshoku.

The biggest risk we will have to face until the end of the project is lack of time to finish all the required objectives. That is why we will divide the project in parts of significance in order of their importance. In that case we will be able to accurately measure our possibility of success and of failure during and at the end of the project. These objectives will be defined further in the scope and exclusions analysis.

As the current website isn’t user friendly, the employees aren’t really using the intranet. Some ways to define if the project was successful would be to perform user surveys and to monitor the amount of connections to the intranet on a timed basis.

Desired outcomes

The ultimately desired outcome is a renewed intranet website incorporated with several extensions like troubleshooting, FAQ, training possibility and a file and project management system. These are the most eagerly expected attributes that should be integrated in the website.

Project scope and exclusions

We defined in- and out-of-scope tasks by asking the management where their priorities lie for this project.

In-scope

1. DMS (all possible files) with a tag system

2. PMS integrated within the Phone book

Out of scope

1. Company calendar

2. Troubleshooting/FAQ

3. News notifications/Events

4. Exporting data

5. Extranet

6. Website design

7. E-mail through intranet

8. Multilanguage

Constraints and assumptions

Constraints

There is already an existing system which needs to be implemented with the intranet, DMS and PMS.

Debian servers – GLPI, MySQL, PHP, Apache

Windows servers 2008R2 – AD, exchange server, iis (intranet), DHCP, DNS, PHP

CentOS - VoIP

AIX – oracle systems

IE8 - 32bit (constraint IE9 – 32bit)

Windows XP and 7 (upgradeable)

Assumptions

English (extendable to multiple language website)

Extendable/Accessible to/Usable in multiple locations

The user(s) and any other known interested parties

All employees of all departments within Toyota Boshoku Europe – Africa will use the system.

No other parties are known at this point.

Interfaces

Project Approach

(To define the choice of solution that will be used in the project to deliver the business option selected from the Business Case, taking into consideration the operational environment into which the solution must fit)

Business Case

(Describing the justification for the project based on estimated costs, risks and benefits)

The new system will enhance the efficiency of the employees within the company. This will decrease the execution time and will make time for other processes..

Project Management Team Structure

(A chart showing who will be involved with the project)

We are both, Johan Tholome and Adrian Gonczar, the main project managers and developers. Toyota Boshoku’s IT team and HUB’s teachers will support us during the project.

Role Descriptions

(For the project management team and any other key resources)

…

Quality Management Strategy

(Describing the quality techniques and standards to be applied, and the responsibilities for achieving the required quality levels)

ISO TS standard has to be followed for the DMS file structure.

Configuration Management Strategy

(Describing how and by whom the project’s products will be controlled and protected)

Toyota Boshoku’s IT-team, users and teachers will check our product out.

Risk Management Strategy

(Describing the specific risk management techniques and standards to be applied, and the responsibilities for achieving an effective risk management procedure)

Communication Management Strategy

(To define the parties interested in the project and the means and frequency of communication between them and the project)

E-mail with the IT team and other divisions.

Communication strategy plan:

|Who |Why |How |

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Project Plan

(Describing how and when the project’s objectives are to be achieved, by showing the major products, activities and resources required on the project. It provides a baseline against which to monitor the project’s progress stage by stage)

Project Controls

(Summarizing the project-level controls such as stage boundaries, agreed tolerances, monitoring and reporting)

Tailoring of PRINCE2

(A summary of how PRINCE2 will be tailored for the project.)

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