Pre Project-Phase Document Check List Analysis

I. Business Case
A business case is developed during the early stages of a project and outlines the why, what,
how, and who necessary to decide if it is worthwhile continuing a project.

Section 1: Project’s Basic Information

Project Name:
Date:
Release: Draft/Final
Author:
Owner:
Client:
Document Number:

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

Section 2: Revision History

Date of next revision:

Revision Date Previous Revision Summary of Changes

Date Changes Marked

Date:

Section 4: Approvals

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

Name Signature Title Date of Issue Version

Section 5: Distribution

This document has been distributed to:

Name Title Date of Issue Version

Section 6: Executive Summary
(Highlight the key points in the Business Case, which should include important
benefits and the return on investment (ROI)).

Section 7: Reasons
(Defines the reasons for undertaking the project and explains how the project will
enable the achievement of corporate strategies and objectives).

Section 8: Business Options

(Analysis and reasoned recommendation for the base business options of: do nothing,
do the minimal, or do something).

MSCW Prioritization can be applied here

Section 9: Expected Benefits

(The benefits that the project will deliver are expressed in measurable terms against
the situation as it exists prior to the project. Benefits should be both qualitative and
quantitative. They should be aligned to corporate or program benefits. Tolerances
should be set for each benefit and for the aggregated benefit. Any benefits
realization requirements should be stated).
Section 10: Expected Dis-benefits
(Outcomes perceived as negative by one or more stakeholders. Dis-benefits are actual
consequences of an activity whereas, by definition, a risk has some uncertainty about
whether it will materialize. For example, a decision to merge two elements of an
organization onto a new site may have benefits (e.g. better joint working), costs (e.g.
expanding one of the two sites), and dis-benefits (e.g. drop in productivity during the
merger). Dis-benefits need to be valued and incorporated into the investment
appraisal).
Section 11: Timescale
(The period over which the project will run (summary of the Project Plan) and the
period over which the benefits will be realized. This information is subsequently used
to help timing decisions when planning (Project Plan, Stage Plan, and Benefits Review
Plan)).
Section 12: Costs
(A summary of the project costs (taken from the Project Plan), the ongoing operations
and maintenance costs, and their funding arrangements).
Section 13: Investment Appraisal
(Compares the aggregated benefits and dis-benefits to the project costs (extracted from
the Project Plan) and ongoing incremental operations and maintenance costs. The
analysis may use techniques such as cash flow statement, ROI, net present value,
internal rate of return and payback period. The objective is to be able to define the
value of a project as an investment. The investment appraisal should address how the
project will be funded).

Section 14: Major Risks

(Gives a summary of the key risks associated with the project together with the
likely impact and plans should they occur).

II. Benefit Management Plan

A benefits management plan explains what the benefits of the project are, and how and when
they’ll be delivered. The plan does this by including the following.
  Describing what the benefit is.

 Creating a schedule for when the benefit will be delivered.

 Identifying who owns the benefits.

 Defining the metric used to measure the benefit and what the baseline will be.

 Listing the assumptions and risks associated with achieving the benefit.

Section 1: Project’s Basic Information

Project Name:
Sponsor:
Benefit Owner:

Section 2: Project/Programme Objectives

What will the project/program achieve? What are the key deliverables?
Section 3: Who Will Benefit and How?
Who will primarily benefit from the initiative, and in what way?
Section 5: What Are the Benefits? How Will They Be Measured and Tracked?
List benefits, KPIs and measures together with their baselines and targets. Use a table or map to
capture the information. Ideally you should have no more than 3-5 benefits and 1-2 KPIs and
Measures per benefit.
Section 6: What Are the Benefits? How Will They Be Measured and Tracked?
List benefits, KPIs, and measures together with their baselines and targets. Use a table or map
to capture the information. Ideally, you should have no more than 3-5 benefits and 1-2 KPIs and
Measures per benefit.

Benefit KPI Measure Baseline Target

Objective
Faster access Reduced effort % Time 30% – July ‘20 10% – July ‘22

Improved Improved Reduced number of

business accuracy errors Error rate 50% – July ‘20 30% – July ‘22
agility

Improved
Lower number of No. of incidents 50 – July ‘20 10 – July ‘22
security
security incidents
Section 7: When Will the Benefits Be Realised?
Provide a benefits schedule or timeline. When will they be enabled? When will they be realized?
For how long will they be tracked?

Benefit Benefit Acceptanc Dec 2020 June 2021 Dec June June
Owner e Criteria 2021 2022 2023

Benefit 1 X 10% 20% 50% 80% 90%

Benefit 2 Y 15% 30% 50% 75% 85%

Benefit 3 Z 0% 0% 25% 50% 75%

Section 8: Roles and Responsibilities

Provide a RASCI matrix for the different roles and responsibilities associated with good benefits
management – this should be aligned with the project or program methodology.

Benefit Project Benefits Measuremen Change

Sponsor
Owner Manager Manager t Owner Manager
Identify C A R C C C
Agree R A R C C C
Plan C A R C C C
Measure C A R C R C
Report I A R C C C
Review I A R R C C

Section 9: Benefits Assumptions

What are some of the assumptions on which the benefits estimations are based?
Section 10: Constraints and Dependencies
What are some of the environmental constraints that need to be factored in to achieve the
benefits, or what other pieces of work might it be dependent on?
Section 11: Disbenefits
Are there any potential disbenefits of the program that might counter the benefits? How will
their impact be minimized?
Section 12: Benefits Risks
What are some scenarios which could prevent the benefits from being realized and what are
some of the mitigations that can be put in place to avoid or manage these?
Section 13: Change Management and Handover
How will change be managed so that benefits realization happens? Who will the benefits be
handed over to?

III. Feasibility Study

A feasibility study is an analysis that considers all of a project's relevant factors—including
economic, technical, legal, and scheduling considerations—to ascertain the likelihood of
completing the project successfully.
We define five key factors that impact the feasibility of a project, as follows:

1. Economic Feasibility
2. Technical Feasibility
3. Operational Feasibility
4. Schedule Feasibility
5. Contractual Feasibility

Section 1: Project’s Basic Information

Section 2: Executive Summary

 Overview: The Executive Summary section provides a general description of the
feasibility study for the target audience.
 Task: To highlight the findings of the feasibility study.
 Issues:
 The problem analyzed in the feasibility study.
 The business objectives are supported by the study.
 Organizational impact.
 Process impact.
 Expected costs and benefits.
 Anticipated risks.
Section 3: Introduction
 Overview: The Introduction section of the feasibility study provides a general statement
about the overall objectives and content of the document.
 Tasks:
 To create an overview of the drivers for the feasibility study.
 To summarize the sections of the document.
 Issues:
 The Purpose, which provides a short description of the factors that drive the
document.
 The Target Audience, which defines the intended readers of the document.
 Other sub-sections and topics are necessary for the particular feasibility analysis.

Section 4: Justification
 Overview: The Justification section provides a detailed assessment of the reason and
motivation for undertaking the feasibility analysis.
 Task: To write a summary of the justification process and its objectives.
 Issues:
 Problem Statement.
 Organizational Impact.
 Business Impact.
 Process Impact.
 Solution Objectives.

Solution
 Overview: The Solution section of the feasibility study template contains a summary of
the proposed solution.
 Tasks:
 To provide an overview of the proposed solution’s functionality and features.
 To outline the solution’s impact on the organization.
 Issues:
 A detailed description of the problem.
 A statement of solution objectives.
 An analysis of organizational impact.
 An analysis of business impact.
 An analysis of process impact.

Alternatives
 Overview: The Alternatives section of the feasibility study template describes the
alternative solutions that have been considered and compared to the proposed solution.
 Tasks:
 To list the alternatives to the proposed solution.
 To analyze and describe the impact of the alternatives.
 To highlight the key differences between each solution.
 Issues:
 Cost-benefit analysis.
 A comparison matrix.
Cost-Benefit Analysis
 Overview: The Cost-Benefit Analysis section of the feasibility study provides a
description of the approach and tools used in the study to carry out a cost-benefit
analysis.
 Task: To provide a comparison between the present value of the proposed solution and
its initial cost.
 Issues:
 Calculate the cost-benefit ratio.
 Define and use values justifying the proposed solution.
 Calculate Net Present Value (NPV).
 Calculate Return on Investment (ROI).
 Calculate Payback Period (PP).

IV. Log Frame

A log frame is a tool for improving the planning, implementation, management, monitoring and
evaluation of projects. The log frame is a way of structuring the main elements in a project and
highlighting the logical linkages between them.

V. Stakeholder Analysis
Stakeholder analysis is a process of identifying project related people before the project begins;
grouping them according to their levels of participation, interest, and influence in the project; and
determining how best to involve and communicate each of these stakeholder groups throughout.
VI. Stakeholder Engagement Assessment Matrix
A Stakeholder Engagement Assessment Matrix can be used to identify the engagement levels of
stakeholders. Here, C indicates current engagement and D indicates the desired level of
engagement.
VII. Major Project Risks Mapped to Global Scenario
While initiating projects, we have to consider global standard and goals we have to meet.
Obviously, there are risks associated with these standards and goals. For instance, UN SDG
Goals play an important role while identifying risks for a particular development project.