Chapter 2: SEP Phase I-Initiation

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Overview

The purpose of this chapter is to have the project Core Team members focus on what is or is not going to be important for this particular project. All of the details of the SEP guidelines for project initiation are discussed in the following paragraphs. This section should be familiar to all members of a Core Team. The kickoff meeting is always a good time to review the SEP guidelines so everyone has an understanding of the environment in which work will be done.

As seen in the SEP Phase I roadmap (Figure 2.1), this phase is actually where the entire project development process starts. As mentioned previously, it all begins with the submission of a Project Initiation Form (PIF, shown in Figure 2.2) to the SPMO. The user completes the PIF, entering basic information regarding the user, sponsor, funding source, a brief description of the project, and so on. All of this information is used by the SPMO to begin the process. Once the form has been submitted, the SPMO enters the data into a project database and makes some preliminary reviews against business needs, objectives, and so on. If the request is determined to meet the needs of the business, the SPMO will assign a project code name and an SPMO Project ID number.

Figure 2.1: SEP Phase I: Initiation Roadmap.

Figure 2.2: Project Initiation Form.

Generally, the task of completing the PIF is handled by a Project Coordinator working within the SPMO. The Project Coordinator will also be tasked to generate a Sponsor Formalization Letter (SFL) and arrange for a meeting with the Project Sponsor. During this meeting, the Sponsor will be asked to sign the initiation document to approve any future work on the project. Key points in the SFL are statements of commitment from the Sponsor, such as the following:

• I will be the representative for the project to peer/upper management.

• I will appoint a Project Manager to manage the project.

• I will be the focal point for decisions beyond the Project Manager's scope of authority.

• I will approve/disapprove the scope and objectives, including schedule and budget.

• I will provide strategic direction, as well as approve any project changes.

• I will apply resources to the project as deemed necessary by the Project Manager.

Once the Sponsor has signed the letter making a commitment to all of these items, this letter is placed in a project binder and kept for future reference by the SPMO. The SPMO will coordinate with the Sponsor to identify a Project Manager. When that person has been identified, a letter generated by the SPMO on behalf of the Sponsor will formally appoint that person as the Project Manager. A sample of the text needed in the appointment letter follows:

Letter of Appointment

  Effective 29 March 2003, <insert Project Manager Name><will  serve as Project Manager (PM) of<insert Project Code Name>  Project. The PM will continue to report to> <insert current  supervisor name here> during this assignment.    I will sponsor this project and the PM is authorized by me to  coordinate and manage this work. He/she is also authorized to  issue directives relating to the project. His/her full responsi- bilities and authorities are outlined in the attached memo  titled "Project Manager's Job Description."    Project team members in your departments will be responsible  for managing their project activities so they are completed  under PM direction within the agreed-to scope, schedule, and  resource commitments. It is their responsibility to inform the  PM if they forecast that schedule, cost, or deliverable agree- ments will not be met. This must be done continually and commu- nicated as early as possible so that adaptive actions can be  developed and implemented.    Please join me in welcoming the PM to his/her new assignment.  I know you will give your full cooperation during all phases of  this project and the support required to successfully complete  the effort.    Sincerely,  <Sponsor Name> 

As you can see, the Project Manager appointment letter is empowering. The main point of this letter is that this appointee has been given the authority to act on behalf of the Sponsor within the guidelines and scope of the SPMO and the Project Manager job description, which will vary by organization. A copy of this letter is also placed in the project binder kept by the SPMO for anyone to reference should the need arise. Having a letter of appointment minimizes confusion about who is running the project, and it publicly announces the undertaking of a project to the organization.

Another important point to remember is that it is extremely important to communicate a project to the organization from the very start. This communication elicits interest from other interested parties that may be unaware of the initiative and, in many cases, it allows the Project Manager to obtain resources from other areas of the organization.

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