Pre-Project Work... what happens before the project

Project before the “project”

Good projects don’t just appear… a lot of time and money get spent on creating valuable projects.

By the time a typical project starts, there usually is an approved piece of work to be delivered; with clear goals and funding to start the project.

Pre-Project work goes by many names

There are many activities that contribute to the final definition of a project.

This work that happens prior to starting a project goes by many names… Pre-Project Analysis, Preliminary Investigation, Feasibility Study, ROI Justification, Project Opportunity Definition, Project Approval Work, Strategic Alignment Work, Business Case Approval etc.

“International Institute of Business Analysts” (IIBA) call this pre-project stage “Enterprise Analysis”… as in analyzing the enterprise to define needed new work (project), to fill current gaps in Enterprise Capability List.


"IIBA's Enterprise Analysis Knowledge Area describes the business analysis activities necessary to identify a business need, problem, or opportunity; define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution. Enterprise analysis is often the starting point for initiating a new project. Outputs provide context to requirements analysis. Solution-Scope and Business-Case is also used as input for project charter."

Shorter version of Project Approval…

Define Business Need > Define Needed Functionality > Build a Business Case (or justify) > Get $$$ > Start Project

"Sometimes this shorter process could happen over a single conversation. For an example… your boss says that finance needs a way to track work… you suggest an electronic-list that takes two days to implement… boss agrees and asks you to do it."

Process of justifying Bigger Projects...

Bigger the project gets, more you need to justify the investment needed to deliver solution.

You will have to specify the pressing need for the project to secure money.

IIBA calls this work to get to identify and justify the project, “Enterprise Analysis”… and suggests a process for Enterprise Analysis”.

Overview of IIBA “Enterprise Analysis” process goes like this..

1.  First define the Business Need.
   (You will have to gather business need(s)… document… verify with many others… and then get approval for the stated-need etc.).
2.  Then determine if the enterprise currently has no way of satisfying this need… so you can identify the gap.
   (Before you plan on building a new-something to solve the problem… you should look in the enterprise to see if there already is a way to solve this problem).
3.  Then determine the "Nature" of the solution and the mechanism of getting to the solution.
   (Talk to solution (technical) experts… and come up with a high level plan of creating something new (application, process etc.) to solve this approved-need.)
4.  Determine the scope of the proposed solution based on the determined need.
   (Scope the solution well… this will help you in estimating-cost and communicating expected solution to managers and to eventual project team.)
5.  Build a business case for the “defined scope and approach” to satisfy the stated Business Need.
   (Now that you have defined a clearly-scoped solution idea for a validated and approved business need… you can build a “business case”; to get the project approved)
   It is very important to understand... that at this stage, you may not have a defined solution; but the loose idea of the solution you are looking for. So, any estimate of effort/money associated at this time is only a guess. Project is suppose to clearly define estimates of effort/money after detailed analysis and planning.
   ***Business Case may also include a ROI justification.

Here is quick diagram “IIBA Enterprise Analysis” process (see BABOK for exacts).

To be practical

1. Recognize that effort is needed to define a project (or a piece of work) of value.
   That defining a project is not just a "project management" related activity.
2. Assign someone (business-analyst) to document the stated-need and get approval.
3. Get the business-manager (or whoever has the problem) to approve the need and stand by it. 
4.  Don’t forget to talk to the right solution experts (implementation SMEs) to look at possible solutions.
5. Validate solution fit with other technical experts and business. 
6. Scope expected solution as much as possible; so that there is no miscommunication.
   Clear scope will also help in identifying scope creep later in the project.
   State current assumptions and constraints too.
7. Create a business-case based on approved need, missing capability, planned solution approach and defined solution scope... so that it is clear why we want to do what we planning on doing.
8. Don't forget to include paperwork justifying "Return on Investment".
   Remember that you are competing for the same funds. Better Business-Case wins.
9. Understand that... at the time of creating a business case, any estimates of effort/money is guesswork. Later, the project is expected to be doing the needed work to solidify estimates.
   [Project is approved... because it makes business sense and seems reasonable. Project is supposed to be coming back with more specific cost estimates after planning; with better estimates based on a better defined solution; which gives the sponsors the option of funding the build or kill.]