Introduction

Project definition ± the

As a result of downsizing, managers are asked
missing link to carry out projects in addition to their line
responsibility. These projects range from
Gordon Webster setting up a communications strategy to
production of a new corporate brochure.
In this article the author provides a struc-
ture for the defining of these projects. During
the delivery of project management develop-
ment programmes for many organisations in
recent years, he has found that projects are
invariably ill-defined. At worst projects are
issued ``on the back of a fag packet'' or during
hurried, inadequate corridor briefings. More
usually a genuine attempt is made but exactly
The author where the project came from and why it is
Gordon Webster is a founder partner of the Centre for
needed remains unclear. Managers also show
Project Leadership, based in Sevenoaks, Kent, UK.
considerable reluctance to seek clarification
from senior managers about what exactly it is
that they are being asked to do. As with much
Keywords
on projects, managers make a start and hope
Project brief, Project management, Teams, Strategy that matters will clarify as they go along.
The result of this lack of clarity is significant
Abstract amounts of expensive rework which emerges
Too many projects are started without sufficient definition well into the project implementation phase.
or direction, with project managers hoping that matters Frustrations run high as budgets and schedules
will clarify as the project progresses. In many cases, this run over to accommodate unnecessary rework.
results in a significant amount of rework, pushing the Managers who allocate projects of any kind
project beyond time and budget limits. This article have a responsibility to provide an accurate
provides a framework for assigning, receiving and briefing. Project managers (both of the
managing projects. At each stage of project definition, the professional and the ad hoc variety) have a
article highlights the need to establish how the project responsibility to ensure that they know what
affects and benefits the whole organization and how it they are being asked to do before embarking
fits in with organizational strategy. It also discusses the on the project itself.
human resource management aspects of project planning.
A full example is included as a guide. What are we being asked to do?
In operational work when we are asked to
keep an existing process going, it is in most
Electronic access
cases repetitive. Constantly trying to improve
The current issue and full text archive of this journal is the process, make it faster, better quality, less
available at resources and so on. It is seldom that we are
http://www.emerald-library.com given the opportunity of setting up a process
from the beginning. We are more often in the
position of taking over what already exists.
Project working is different; it deals with a
finite quantity of work. We are able (in most
cases) to start at the beginning and set up the
project right from the start. Most of us are not
used to doing this. We are challenged to think
in ways that operational working does not
prepare us for. How do we start at the
beginning, and what is the beginning? The
beginning of a project is the project definition.
Industrial and Commercial Training
Volume 31 . Number 6 . 1999 . pp. 240±244 To deliver a project well we must under-
# MCB University Press . ISSN 0019-7858 stand why it is needed and what it is for at the
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 Project definition ± the missing link Industrial and Commercial Training
Gordon Webster Volume 31 . Number 6 . 1999 . 240±244

start of the planning process. It is a seemingly opinion of the senior manager who had asked
obvious statement but project managers are for recommendations, it was not what they had
often in the position of not fully under- been asked to do. The project team members
standing what they are being asked to do. had gone ahead and addressed what they could
There can be many reasons for this. Vague ± control ± rather than what they should have
instructions from project initiators can turn addressed ± the shortcomings of the corporate
into vague project objectives. Time may not communications strategy. The brief was not
have been taken to define clearly what is in clear and was open to misinterpretation but
the mind of the initiator. Or the original the project team had not attempted to clarify it
request may have passed through a number of with the senior manager.
hands and the real need has become distorted The ``why'' was not understood ± what were
along the way. A good instruction could have the circumstances that brought about the need
been given but the recipient failed to record it for this project? The team had assumed it was
correctly. The unsure project manager may be about cost control/reduction. In fact it was
hoping that understanding will come later as about effective communications inside and
the plan gets built. For these reasons and outside the organisation ± which medium to use
others, the project definition needs to be for which communication, fax, e-mail, voice-
written down. The project manager needs: bank ± to bring commonality to a diverse group
. understanding of why the project is of companies. Cost was a part of the project,
needed and where it fits in the organisa- not the project itself. If the wording of the brief
tion's objectives and why the problem had been clearer then confusion might not have
occurred in the first place; arisen. But it is the job of the project manager to
. understanding about what needs to be bring clarity to the project before work starts.
done about the problem and what this Depending on our seniority and experience,
project will do to solve it. we may have a natural reluctance to question
or challenge other people and in particular
our boss. But in achieving project definition
Inappropriate clarity we need to ensure that all are thinking alike.
To make certain of this the definition should
There is a temptation to move away quickly be written down:
from this big picture thinking process to . ``why'' the project is wanted and what are
``how'' something can be done ± before the the circumstances that brought about it's
``why'' and ``what'' are properly understood. need,
This is because of the discomfort felt, . ``what'' this will do to solve the problem,
stemming from lack of clarity ± living in fog ± . ``how'' it is to be done ± with objectives,
so clarity is inappropriately attempted. This . who is involved or impacted by the project,
invariably leads to an over-reliance on
assumption. The wrong conclusions are then and then have the whole thing signed off by
``forced'' on the project. the project initiator. (In the absence of such a
For example I worked with a project team briefing document there is nothing to stop us
recently which was given the following written drafting it.)
project brief:
... various departments are using a number of
technological methods (fax, voicemail, etc) for Guidelines for defining projects
external and internal communications.
Investigate what is being used and make Project definition is not a ten-minute job;
recommendations about how we should proceed.
creating a good definition even for a ``small''
The team were asked to come up with some project is expressed in hours rather than
recommendations and after four months this minutes and substantial projects can take days
is the gist of what they reported: of effort. So ask for enough time to be briefed
That all expenditure for communications equip- correctly, don't be fobbed off with two
ment, including all computers, fax machines, minutes in the corridor. It is not an easy thing
mobile phones and associated software should be to do but the investment of time and thinking
authorised and controlled by the IT department.
effort at the beginning is rewarded by an
Their outcome addressed the controlling of the absence of rework and the resulting poor
purchase of communication equipment. In the morale later on. The goal is to ensure that all
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Gordon Webster Volume 31 . Number 6 . 1999 . 240±244

stakeholders understand the project and see The full understanding of the ``why'' and the
the goals in the same way. ``what'' will provide the context of the project
We may be defining a project without a (see Figure 1).
sponsor. In this case ask an objective colleague to Having chosen one of our options we can
look at our draft ± does it make sense to them? move on to ``how'' we could do the project.
To bring clarity to our project, start at the This is where we can start addressing the task
``why'' ensuring that we understand where the itself.
project came from. The broad questions
following are set out to help, other questions How? ± How will it be done?
The thinking style narrows down to a more
will spill out of the answers.
detailed and step-by-step approach when
Why? ± What are the circumstances that starting to consider the various options lead-
created the need for this project? ing eventually to a plan.
This is ``big picture'' thinking that seeks . How should it be approached?
understanding of why we are where we are
. What objectives should be set?
and why this project is needed.
. What actual measurable outcomes are
. Why does the organisation need this project foreseen?
. What will the tangible results be?
to be done, what is the business case?
. When is it wanted by?
. What is the background and history that
. What resources are there?
got us to where we are now? . What's the budget?
. What triggered this project at this time? . What authority do we have?
. What is the problem/opportunity being . What are the boundaries and the priorities?
addressed here?
. Where does it fit in the organisation's Detailed answers about ``when'' the project is
objectives? done and ``where'' it will be done is also
. Are there any other related projects running? determined under this task heading. Conti-
nuing discussions helps find out ``who'' will be
Once it is understand where the project came
affected by the project. Not just those who are
from and the nature of the problem that needs
involved in carrying it out but also those who
solving, move on to ``what'' questions.
will be impacted by the project in any way.
These people are referred to as stakeholders.
What? ± What are the options and what
will this project do to resolve the issue The answers to ``why'' and ``who'' gives an
identified? idea of the process to be followed:
This ``what'' is about logical thinking as opposed
. Is this the project for an individual in
to the free big picture thinking of the previous charge?
. Are there team elements?
paragraph. The iteration between the two styles
. What skills should the people have?
of thinking will give the context of our project. . Should IT be used? Will staff work well
. What does the organisation want to do
together?
about it? . Can we train them?
. What is this project to do and what are . Do we have dedicated time, or do these
the options?
people have to do a full time job as well as
. What is it not to do?
this project?
. What changes are expected as a result of . How are we to manage them?
this project? . What assumptions have been made and
. What return on investment is the orga-
what are the constraints?
nisation looking for and how will it be
measured? Figure 1 Setting the project in context
. What will the success of this project look
like?
. What other options were considered?
. What factors were of prime importance in
reaching this plan of action?
. What are the deliverables and expectations?
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Gordon Webster Volume 31 . Number 6 . 1999 . 240±244

Task and process can be added to the model managers consider both aspects. There is little
of the project definition (see Figure 2). There point in bringing together the best operators
is often tension between the action-oriented in the business if they are unable to co-
task thinking and the more reflective process operate with each other.
thinking which asks for the holding of actions
until all the elements of the project definition
have been thought through. We are then left Summary
with the question who? to be answered.
I keep six honest serving men
Who? ± Who is impacted by this project? (They taught me all I knew)
. Who are the stakeholders and how do we Their names are What and Why and When
And How and Where and Who
keep them happy? (The Elephant's Child by Rudyard Kipling (by
. What would those involved like to see kind permission of AP Watt, Literary Agents on
happen? behalf of The National Trust for Places of
. What are the political dimensions? Historic Interest or Natural Beauty)).
. Who is in support? All of Kipling's ``honest serving men'' have
. Is there anyone against this project
now been used to good effect to help us
succeeding? understand what it is that we are being asked
. Where do we need to tread carefully?
to do. It is summarised this way in Figure 4.
. Has this been tried before and if so what
In trying to produce a project definition we
was the outcome? will find ourselves iterating back and forth
. Are there any no-go areas? and up and down between the questions. The
Knowing about the ``how'' and the ``who'' will thoughts of ``why'' are tested for their
also give a picture of the roles needed on the reasoning in the ``what''. The logic from the
project team and who might fit them (see ``what'' is tested for viability or doability by
Figure 3). answering the questions about ``how'' it can
Note that roles is placed at the bottom. be done and ``who'' is going to do it. Even
Each person involved in the project has two having satisfied all three questions, the
roles, one from ``how'' and one from ``who''. organisation's culture or the internal politics
The ``how'' is a functional or expertise role, may render the project unworkable in the
the particular technical skills that person ``who''. However by following through this
brings to the party. The ``who'' role is the sequence we will have a clearer understanding
membership of the project team and the of what it is that we are being asked to do.
contribution that each person makes to the
working of that team. Successful project
Project definition ± an example
Figure 2 Expanded project definition model
The Appendix contains a simple format for
laying down a definition. The inter-divisional
communications example used above has
been re-written into something more useful.
This document can be produced by us after

Figure 4 Project definition with direction

Figure 3 Using the model to put a project team

together

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Gordon Webster Volume 31 . Number 6 . 1999 . 240±244

discussions with the project initiator. If we are to ensure compatibility and policy
initiating ourselves then this document should adherence by the end of next year.
still be drafted to clarify and demonstrate our
thinking. It is not an attempt to sew up the Project objectives (How?)
project entirely; there remains questions to be This project is to:
answered but it is a good foundation from . gather data about what exists in the
which to further plan the project. divisions;
Getting the definition signed off is a good . analyse the data to assess areas of
idea; people tend to concentrate when they accidental compatibility;
are giving permission in writing but it may not . look for and report on best practice in the
be how things are done in our organisation. market;
However, do try to get a written instruction . produce options for action and associated
before proceeding on to the next part of the costs;
defensible plan which produces a schedule for . submit its report including research,
the work that has to be done. options and recommendations for the
preferred option, together with an outline
implementation plan to the Project
Appendix. The definition of a project Sponsor by 31 July;
which addresses corporate
. make a 20-minute presentation of re-
communication within the UK operations commendations to the Operations Board
of the ACME organisation (fictional) on 8 August.

The people (Who?)

Background (Why?) We have available the members of our project
Independent subsidiaries and divisions are team and any other resource we can persuade
using several technological methods of to help. There is no budget for this work and
communicating between themselves. There we are expected to continue with our existing
now exists (in addition to paper-based work during the term of the project.
communications) voice banks, electronic Please do not extend our work beyond
mail, the Internet, mobile telephones, pagers, dedicated inter-divisional communication
faxes, etc. All are used without reference to equipment and processes in this project.
compatibility. We are now in the situation of However, opinion on related hardware and
decisions being delayed whilst vital commu- software issues would be welcomed.
nications are lost between these media. This project will have an impact on the IT
Although this problem is confined to internal department, especially in the area of hardware
communications at present, it is only a matter purchase. We should talk with the head of IT
of time before our customers will be impacted and gain his agreement to our overall approach
± if indeed this is not already the case. This before we finalise our plan. It is recommended
project will address this issue. that we seek an adviser from this department
as a member of our project team. We should
Scope (What?) also consider the needs of all those, both
This project has been initiated to improve internal and external, who may be impacted by
communications between the divisions to the results of this project and ensure that their
ensure that a lasting communications strategy problems and opinions are sought.
is written, agreed and implemented by all Please submit and discuss our project plan
divisions. The strategy should include with me on 18 February.
recommendations that:
(1) a minimum of efficient and effective Signed..........................................
communications tools and techniques are Project Initiator
used throughout the organisation; Date
(2) these tools and techniques are common
to all divisions by the end of next year; Signed........................................
(3) a process is set up to control future Project Manager
purchases of communication equipment Date

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