Project Management

Defining Your Project 51

include preparing a business case, making formal presentations
to management, creating and approving a project charter, and
securing funding to proceed. It also should include team-orient-
ed activities, such as conducting a kickoff meeting and estab-
lishing mutual expectations between you and your project team.
Let’s take a closer look at each of the steps required to
properly define and launch a project.

First, Fully Understand the Problem or Opportunity

Problems and opportunities can arise almost anywhere inside or
outside the organization. Problems are typically driven from
within and frequently relate to improving organizational per-
formance. For example:

• A department that’s overwhelmed with paperwork may
  need to simplify its procedures.


• An organization that constantly faces the prospect of
  worker strikes may very much need to improve man-
  agement/employee relations.


• An insurance company that has branch locations spread
  across a wide geographic region may need to communi-
  cate effectively among branches.
  Problems are generally
  regarded as negative.
  Opportunities may be
  viewed as their positive
  alter ego. Opportunities
  are often driven by exter-
  nal forces. One of the
  more common examples
  of opportunities can be
  found in the areas of prod-
  uct development or prod-
  uct enhancement. These
  opportunities are often the response to a perceived need in the
  marketplace.

Uncovering Problems

and Opportunities

The recognition of needs—

whether problems or opportunities—

requires conscious effort. Constantly

ask,“What are our needs?” and “What

are the needs of our clients?” Establish

procedures for systematically identify-

ing needs. Focus attention not only on

existing needs, but also on anticipated

needs.