Project Approval in Visual Studio .NET

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Project Approval
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This is the second time that this project must go through an approval process This may be done as a single step depending on how project funding and approval works within the organization Usually, funds for the project are budgeted when the project charter is approved Now that more details of the project are de ned, the approval process may be simpler Often, as long as the project estimated cost is within the budgeted amount, the approval process may be as simple as providing the completed statement of work to the executive and IT sponsors for their signatures Sometimes approval of the business champion and the data warehouse manager are all that is needed If the project scope varies from the original project charter (business objectives and content, price, or schedule) additional steps should be taken The project charter itself should be revised, and presented again to gain the appropriate approvals This helps to ensure that there is a common understanding of what the project is going to do, and that the revised cost and time schedules are clear Although this may seem like a lot of work just to get started, it does not need to take a lot of time to put these documents together, perhaps a couple of weeks, and they will go a long way toward setting up a realistic and attainable project
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Starting the Project
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Now that the project is fully approved, it is time to get things really moving This is not intended to be a text on project management or a step-by-step guide for the project team However, it is worth mentioning what happens once the project is approved To get things started, the project manager must work with business and IT management to do the following:
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Setting Up a Successful Project
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Allocate resources, including enterprise resources as needed Develop the detailed project plan that outlines the speci c tasks, the effort to complete them, the timing, and the resources assigned The project manager typically drives this effort, but he or she needs the cooperation of managers to allocate the people, and then those people need to provide input regarding the development of the project plan Once these initial steps are completed, it is time to formally get the project off the ground
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Launching the Project
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There are two different aspects to a project launch First, the core project team needs to get together and ensure that they understand the project charter, the scope, and the statement of work This project kick-off is the of cial beginning of the project The individual team members need to understand the objectives in order to esh out the project plan Each of these core team members will provide input to the project manager about his or her tasks The business champion and business analyst(s) who are assigned to the project are suf cient representation from the business community The core project team may meet several times to ensure that the project plan is set The second project launch is more public This is a meeting to introduce the project to the members of the business community and their managers All of the people who will be part of the requirements-gathering process should attend this meeting They need to learn about the purpose of the project, why it is important to their group, and what they will be expected to do (More details about business involvement in the requirements-gathering process is included in 6) Let everyone know that the executive business sponsor is on the agenda Attendance increases when others know who will be speaking The sponsor should welcome everyone and introduce the project This conveys the importance of the project to the senior staff The executive business sponsor should participate even if it is only for the rst ve minutes Figure 5-4 shows a sample agenda for a project launch This single launch with the business community can save time in each requirements-gathering session If a formal project launch is not feasible, then an introductory letter can be sent from the executive business sponsor to provide a general description of the project, general expectations of the people invited to participate on the project, and a statement about why this is important to the business Now that the detailed project plan has been developed and the project has formally been launched, the next step of the project is gathering business requirements Once started, change is likely to follow It is worth taking a moment now to look at how change can be managed successfully
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