The Proposal: Identify the Need!
The gate prior to the initial investigation is the first decision point when resources are committed to working on the proposal; it is also the point at which the potential project is first formally recognised. This gate is unique in that it is the only one in the project life cycle which does not require you to have a plan for how you undertake the work which follows.
‘One of the greatest pains to human nature is the pain of a new idea.’
WALTER BAGEHOT, 1826
Overview
The proposal describes the business need (i.e. it focuses on why you want a project) and, if known, what you want to do. You should document it formally and have it reviewed by potential stakeholders prior to a go/no go decision for starting an initial investigation. The proposal document is used as the key deliverable at the Initial Investigation Gate. This gate, just prior to the initial investigation stage, is the first decision point when resources are committed to working on the proposal; it is also the point at which the potential project is first formally recognised. The gate is unique in that it is the only one in the project life cycle which does not require you to have a plan for how you undertake the work which follows.
It is important for you to document the proposal as:
- it acts as the brief for the Initial Investigation Stage;
- the mere fact of writing the proposal down serves to clarify thinking and ensure clear communication of your intentions;
- if you can’t be bothered to write it down, why should you expect anyone to work on it?
Key deliverable
The Proposal is a very brief document (one to five pages) which outlines the need the project will meet, what it is intended to produce (if known), its benefits, and how it fits with current strategy. If known, the impact on the organisation (market, technology and operational), broad estimates of benefits and cost, and required time to completion are also included. The CD-ROM contains a template.
Process steps
- The need (or idea!) for a project should result directly from your business strategies and plans. This is not always the case as, for example, commercial opportunities may be spotted as the result of technical innovation, operational experience or from feedback from suppliers or customers.
- The originator of the ‘idea’ should identify a senior executive in the company who is likely to benefit most from the project. (If the project comes directly from the business plan, that person will be obvious, or may even be the originator!)
- The senior executive first checks that a similar idea has not been proposed before. If it has, the ‘idea’ should not be pursued further unless different circumstances now exist (market, technology, etc.). He/she should determine who else in the company has a stake in the idea in terms of benefit, impact and/or contribution, and then appoint a potential project sponsor. In the case of large projects or small companies, the senior executive may become the project sponsor.
- The potential project sponsor should write up the idea in the form of a proposal. The draft proposal is reviewed with any other stakeholders identified in point 3. If necessary, it is amended. This review should look not only at the proposal in question but also at any other related proposals and projects. It is essential to screen out any duplicate proposals and those which do not form part of a coherent programme of change related to the business strategy and plan.
- The potential project sponsor should identify a project manager who will be accountable for managing the Initial Investigation Stage, complete the registration of the proposal and file a reference copy.
The proposal is submitted for gate authorisation.
