Other Inputs to Project Scope Definition

When defining project scope, you may find that the formal scope planning documents are not always a sufficient source of information. What other sources can you tap into to get the information you need, so you can accurately define project scope?

One source of additional information that contributes to scope definition is outputs from other project planning processes. Outputs of the planning processes in the other knowledge areas can be inputs to defining project scope.

Typically, other planning processes are underway simultaneously with scope planning. The outputs that result from many of these planning processes should be reviewed during scope definition because they often contain valuable information that can be used when defining the project's scope. Oftentimes, the outputs from other planning processes have an impact on the defined scope for a project.

Although you can review other management areas when defining your project scope, you should review four key areas that produce outputs to determine if these outputs have an impact on project scope definition. The four areas you should review are listed below.

• Project cost management. This area ensures that a project is completed within the approved budget. Since scope definition involves cost estimating, outputs from this area that should be used as inputs to scope definition will focus on resource planning, cost estimating, and cost budgeting.

• Project time management. This area ensures timely project completion. Since project scope definition requires duration estimates, outputs from this knowledge area that should be used as inputs to scope definition focus on activity definition, activity sequencing, and schedule development.

• Project human resource management. This area helps a project manager make the most effective use of team members. Since scope definition requires resource projections, outputs from this area that should be used as inputs to scope definition concern organizational planning and staff acquisition.

• Project quality management. This area ensures that the project will satisfy the needs for which it was undertaken. Since scope definition requires defining deliverables for client satisfaction, outputs from this area will focus on quality planning, quality assurance, and quality control.

Given the importance of the scope definition process, you should seek out all available supporting information. Outputs of the four project management areas described above are excellent inputs that can help you accurately and efficiently define your project scope.

Two Inputs to Project Scope Definition

Project success can depend on how well you define the scope of your project, but defining project scope can be a daunting task. Is there any information that can give you a running start on this critically important activity?

The answer is yes. Two source documents—project constraints and project assumptions—are important inputs to scope definition. These documents are typically produced during scope planning activities.

1. Project constraints
One source document that contains information required for scope definition is project constraints. Constraints are factors that limit the management team's options when it comes to scope. It is important that project managers understand the constraints facing their projects so they can adapt their definitions to overcome any limitations. Two types of constraints are described below.

A fixed budget in a contract is an important consideration during scope definition. For example, you may have to use lower-quality supplies due to limited funds.

Regulatory constraints also can limit your options. For example, design specifications may have to be altered to adhere to the regulation laws of a city or state.

2. Project assumptions
The second source document that contains a list of information required for scope definition is project assumptions. Assumptions are factors that, for scope definition purposes, will be considered to be true, real, or certain. It also is important to note that assumptions generally involve a certain degree of risk.
Assumptions that can affect scope definition involve the expectations surrounding the project. When defining the scope, it is important for the project manager to ensure that everyone involved in the project has the same expectations as to deliverables, final product, and roles and responsibilities.

Project constraints and assumptions are two important inputs to scope definition. Not only will they help you set project boundaries, but they also will help you ensure that everyone involved in the project has the same expectations.

Components of the Project Scope Statement

Matt, an experienced project manager, is ready to begin scope definition, but he wants his key project team members to have a common vision for defining the scope of the project. How can he ensure they're all starting on the same page?

As an input, the scope statement must contain certain components to define the scope of the project. Although these components may vary somewhat from project-to-project and from client-to-client, the scope statement must contain at least the following four components.

1. Project justification
The project justification is used during scope definition to help team members understand the business need that the project must meet. Since it is important for the project manager to ensure that the scope of the project meets that need, project justification can be used to provide the basis for evaluating future trade-offs.

2. Product description
The product description is used during scope definition to help team members understand the defining characteristics of the product or service to ensure that the scope will meet the client's expectations.

3. Project deliverables
The project deliverables are used during scope definition to present a summary-level list of the project activities whose delivery marks the completion of the project. Project managers must understand what is involved in each activity so they can break activities down into smaller, more manageable components.

4. Project objectives
The project objectives are used in scope definition to provide quantifiable objectives that must be met for the project to be considered successful. At a minimum, the project should meet cost, schedule, and quality measures.

Never underestimate the importance of scope statements when defining the project scope. If you clearly define the scope up-front, your project will progress as smoothly and as efficiently as possible.

The Rollout Phase of the IT Project

The final phase of the IT project life cycle, the rollout phase, ensures that the delivery of the new system to the clients will proceed smoothly and on schedule. The steps you should follow to successfully complete the rollout phase are described below.

1. Identify the inputs.
In the first step of the rollout phase, you should identify the following inputs.

• Conversion plan. The conversion plan documents indicate any equipment needed to perform the conversion, when the conversion will take place, a time limit for performing the conversion, and any special requirements needed.

• Operations instructions. The operations instructions explain in detail how to install and use the system.

• Rollout plan. The rollout plan is a detailed schedule of the sites to be converted, the order of conversion, and the timing of the conversion.

• End user documentation. The end user documentation is anything the user will need to use the system correctly. It may be in the form of user manuals, operating instructions, tutorials, or access to a help facility.

2. Conduct the key activities.
The next step in the rollout phase is to conduct the key activities. The key activities associated with this phase are described below.

• Perform a readiness check. A readiness check is a series of checks the project manager (PM) and project management team make to mitigate risks associated with conversion and to confirm that user personnel have been trained properly. There are two types of readiness checks. The operational readiness check will ensure that the physical environment is correct and will verify that the architecture will support the new system. The user assurance check tests end users on the functionality of the new system in a controlled environment to verify that they have been trained properly.

• Conduct the system conversion. The next key activity, conduct the system conversion, involves converting the application from the old system to the new one.

• Perform production monitoring. The perform production monitoring key activity involves following the plans and delivering the materials that were developed in previous phases of the project life cycle to the end users.

• Document potential enhancements. The last key activity, document potential enhancements, is conducted after the end user tests the system. During the system conversion, end users identify corrections and improvements for the system, which the PM documents.

3. Create the outputs.
The PM must next create the outputs. The first output of this phase is change requests, which document any enhancement to the system and any problems encountered. The second output, post conversion review document, outlines how the conversion of the system went.

4. Meet the milestone.
Once the post conversion review document is completed, the PM completes the last step of the rollout phase—meet the milestone—by obtaining the post conversion review document sign-off from the conversion team and end users. This shows that the system was successfully converted.

Rollout is the final phase a project manager conducts in the IT project life cycle. Upon completion of the rollout phase, the PM has a successful project, and the client has a satisfactory product.

The Testing Phase of an IT Project

The testing phase of the IT project life cycle ensures that all requirements are met. Work conducted at this stage includes verifying that the functions are performed accurately, that the system works with all interfacing systems, and that the new system meets quality and/or standard requirements.

During the testing phase, the project manager (PM) must understand each of the components to monitor the process, but doesn't actually have to take part in completing the phase. The testing phase involves the following steps.

1. Identify the inputs.
In the first step of the test phase, you should identify the following inputs.

• Corporate IT standards. The corporate standards are used to determine the set of testing tools to be used for the different stages of testing.

• Conversion plan. The conversion plan specifies the order in which parts of the application will be implemented and the functionality corresponding to each release.

• Data conversion process. The data conversion process documents the design of the application required to create the databases for the system.

• Design document. The application flow and workflow section of the design document are used during the testing phase to ensure that the product works as intended.

• Requirements specifications. The requirements specifications are used to ensure that the product meets all of its functional and quality requirements.

2. Identify the tools.
The next step, identify the tools, involves tools that will be used to test the system and track the results. Standard tools, such as word processing software, presentation and spreadsheet tools, and the specialized tools shown below, can be used in the testing phase.

• Testing tools. Testing tools are used to test the system. They are specific to the types of environments, programs, and testing to be performed on them. For example, Web-based environments need Web-based testing tools, such as a Web browser.

• Bug tracking databases. These tools identify, categorize, log, and track the resolution of bugs. For example, a spreadsheet with a description of the problem, a rating, a potential solution, and the date and signature of the person reporting the bug is a type of bug tracking database.

• Source code control systems. These tools help when different people are working on units of the code at the same time. This helps to avoid overwriting or undoing changes of others. For example, implementing versions of the product and assigning version control to one person at a time is a type of control system.

3. Conduct the key activities.
The third step of the testing phase is to conduct the key activities shown below.
Design the testing approach. The purpose of this activity is to prepare for the testing that takes place. First you need to determine the level of testing and then the types of testing.

• Create the test plan. This activity involves creating a test plan that includes the specific testing to be performed, the testing approach, the test conditions, the test schedule, the expected results, and the personnel involved.

• Create the test model. This activity involves creating a system test model to represent a production environment and includes all databases and files. It is used to fully test every system modification.

• Perform the integration and user acceptance testing. The integration test verifies the accuracy of the communication among all programs in the new system. The user acceptance test simulates the actual working conditions of the new system, including the user manuals and procedures.

• Check the detailed results. This activity involves the PM and the team members checking the test results of each cycle to verify the proper performance of each function under normal and abnormal conditions.

3. Obtain the desired outputs.
The next step in the testing phase, obtain the desired outputs, involves obtaining the test results, which are used as evidence that all the planned cycles have run successfully and that all outstanding issues have been resolved.

4. Meet the milestones to complete this phase.
In the final step, the PM obtains a conversion readiness sign-off form from the stakeholders of the project. This is the milestone that needs to be met for this phase of the project.

The testing phase ensures that the product meets all requirements and increases the chances of a successful project. Once it is completed, the project can move on to the final phase of the IT project life cycle—the rollout phase.

The Construction Phase of an IT Project

The construction phase of an IT project involves building the application using the agreed-upon environment and specialized tools. Developers create the application by using the design document as their guide.

During the construction phase, the project manager (PM) doesn't actually take part in conducting the components, but must have an understanding of each, so that he or she can oversee the project in a monitoring role. The components of the construction phase of the IT project life cycle are described below.

1. Inputs
The only input needed for the construction phase is the design document created during the design phase of the life cycle. The design document input is used as an outline for the development team to follow. It identifies what the final product should do, how it should function, and any necessary technical details.

2. Key activities
The key activities for the construction phase are preparing the detailed design and performing the programming. To complete the first key activity, which is to prepare the detailed design for each work unit, you should use the technical design as your guide. The steps for completing the detailed design are listed below.

• Complete the technical design. Complete any outstanding design work and estimate the impact of any design changes.

• Design the work units. Review the technical design and plan the individual work units for the application. A work unit is a logical portion of the project that can be designed and developed independently from another part of the project and then integrated as needed later.

• Complete the database design. Document the logical data structures and data areas used in each programming work unit and make this documentation available to the project's programmers.

• Review the performance design. The complete project team, along with end users, conduct a review of the programming work unit design to ensure that the design meets functional and quality requirements. This review helps ensure that the programmers understand the requirements and that the design is feasible.

• Iterate the detail design. After the design review, the preceding steps are conducted as many times as necessary to enable the project team to refine the design.

• Prepare the common test data. Construct a master test database with which to test each work unit. The database may contain the testing methods, test data, expected results, user instructions, and possible sample documents for use in the testing.

3. Tools
The primary tools needed to conduct the construction phase of the IT project life cycle are the specific programming languages and compilers that the programmers will use to create and test the programming code.

4. Outputs
The outputs of the construction phase of the IT project life cycle are the code, programming work units, test database, and unit/string test results. Once the outputs of the construction phase are complete, you will have a working application that can be tested during the next phase of the IT project life cycle. More information about the outputs is provided below.

• Code. Using a programming language, programmers write a sequence of instructions that translates the product design into a language that a computer can understand. The instructions are referred to as the program source code or the executable code.

• Programming work units. Programming work units are an output of the detailed design key activity and are used as the basis for the development of the code.

• Test database. A set of common test data is developed to provide quality control for unit testing.

• Unit/string test results. The actual test results from unit tests—and if applicable, string tests—need to be documented and preserved as part of the project documentation.

5. Milestones
The final component of the construction phase for the IT project life cycle, the milestones, must be met before the project can move on to the next phase of the life cycle. The milestones that must be reached during the construction phase of the IT project life cycle are the code review complete form and the string test sign-off.

• Code review complete. Once the review of the code developed during the construction phase is complete, the PM can sign off the code review complete milestone.

• String text sign-off. The PM signs the string test sign-off to indicate acceptance of the string test results and implies the completion of unit testing.

Using the design document as a guide, developers construct the application that meets the requirements of the user. Once the milestones of the construction phase have been met, you are ready for the next phase: testing the application.

The Design Phase of an IT Project

The purpose of the design phase of an IT project life cycle is to plan out a system that meets the requirements defined in the analysis phase. In the design phase, the project team defines the means of implementing the project solution—how the product will be created. To do this, the project team uses the inputs and tools to conduct the key activities, create the outputs, and meet the milestones for this phase.

The purpose of the design phase is to provide the project team with a means for assessing the quality of the solution before it has been implemented, when changes are still easy to make and are less costly. This phase includes the following elements.

• The inputs required for this phase are the corporate standards, business process prototype, and requirements analysis.
• Only standardized tools found in all offices, such as word processing software, spreadsheets, and presentation software, are used in the design phase.
  
• The key activities for the design phase are to review the end user interface design, create the technical design, and perform the quality verification and validation.
  
• The single output for the design phase is the design document.
  
• The milestones for the design phase are the architecture assessment deliverable, design sign-off, and lifecycle assessment complete deliverable.
  

During the design phase, the project manager enlists the help of the designer, the technical architect, and a representative of the end users. The key activities that must be conducted during the design phase are listed below.

1. Review the end user interface design.
Before the project manager can conduct the first key activity, the designer uses the project's storyboards to create the end user interface in terms of appearance, layout, and interaction techniques as seen by the end users.

The PM evaluates the design to ensure that it meets the users' needs and the corporate standards. The PM then meets with the designer and explains what's wrong and what's missing from the proposed design. If the PM is not satisfied with the design, the designer applies the necessary corrections, and the PM reviews it again.

When a PM looks at a design, he or she compares it to the inputs listed below. This evaluation is important because the developer will not be able to properly test the completed product during the testing phase if the design doesn't meet these requirements. If testing can't be conducted properly, the product can't move into the rollout phase.

• User needs. Does the design include each of the user requirements? Are each of the user requirements correctly incorporated into the design?
• Corporate standards. Does the design include all the standards that specify products or technologies that the development team will use? Are the standards properly implemented in the design?
  

2. Create the technical design.
Although PMs do not conduct the last two key activities of the design phase, it is important that they understand each activity. The designer and technical architect conduct the technical design activity to decide how they will implement the project design. By using the requirements specifications input as a guide, they create a document that includes the sections listed below. The technical design is then given to the PM to serve as the blueprint for the project.
Framework. The framework is a design that can be reused on a software development project. For example, the text entry field used on a user interface framework can be reused in a database design.

• Coding standards. Programmers have to follow these rules to ensure consistency in the programming code since usually more than one programmer will work on a project. A sample coding standard might read, "Do not use capital letters for file names when coding."
• Task breakdown. Development is divided into tasks created separately and then integrated into a final product. Task breakdown makes it easier for a PM to assign work during the construction phase. For example, three tasks might be the user interface, the database, and the help feature.
• Project timeline. A timeline for completion is estimated for each task required to complete the project. For example, it will take four days to create the user interface, three days for the database, and two and a half days for the help feature, for a total of nine and a half days.

3. Perform the quality verification and validation.
As in the technical design activity, the project manager does not actually have a part in conducting the final key activity of the design phase, except to receive a sign-off form. During quality verification and validation, end users and technical personnel verify and validate that the proposed design meets the user and quality requirements.
Upon completion of the review, an approval form is given to the project manager, indicating approval of the completed system design. This sign-off then becomes one of the milestones for the design phase.

Remember, it's easier and less costly to make changes in the design phase, before you implement the actual solution for the project. Take your time and design it right!

Key Activities of the Project Analysis Phase

The analysis phase of the IT project life cycle produces the detailed requirements and system architecture specifications for a project. Most importantly, it establishes what the end user wants the system to do.

During this phase, models of the application are developed. The development team uses these models to ensure that it understands the system requirements during the design phase and that the project meets the client's expectations.

In order to produce the detailed requirements of the analysis phase, the project manager (PM) must be familiar with the components listed below. Remember, the inputs and tools are used to create the key activities, which are the focus of this topic. Those key activities are then used to produce the outputs to meet the milestone for this phase.

• The inputs required for this phase are the conceptual design, current system description, information plan, and project plan.
• The tools needed for this phase are word processing software, presentation software, spreadsheets, and process and event modeling software.
• The key activities for this phase are the end user requirements, quality requirements, and requirements analysis.
• The outputs of this phase are the business process prototype and the requirements analysis.
• The only milestone for this phase is the requirements' sign-off.

During the analysis phase, the PM must establish what the system will do so that the designer—during the design phase—can create a plan that meets the client's expectations. To do this, PMs conduct the following three key activities. Keep in mind that the first two key activities are documents you must prepare before you can conduct the third activity. The information you will need to create these documents is found in the documents from the inputs to the analysis phase.

1. Identify the end user requirements.
The first key activity, identify the end user requirements, describes user needs in terms of the new system and the differences between the new and the old system. Determining the end user requirements involves the two steps shown below.

• Identify user requirements. The PM uses both the conceptual design inputs and the needs analysis section of the information plan to understand what the new system must do to satisfy the users' needs. The PM then prepares a statement that indicates what the users will be able to do with the product.
• Perform a gap analysis. After the PM has identified the user requirements, the next step is to review the current system documentation and then perform a gap analysis, which determines the differences between the current and the new system and identifies the changes required.
  

2. Identify the quality requirements.
The next key activity in the analysis phase is to identify the quality requirements, which will help you understand how well the system will carry out its functions. To identify the quality requirements, review user requirements and product and project guidelines from the information plan. Explanations of what a quality requirement should contain are shown below.

• Individual testable requirements. Quality requirements shouldn't be bunched together in a paragraph. Each requirement should have a separate entry that fully describes it. The description should be clear and understandable.
• An explanation of how requirements will be tested. Explain exactly how the developers will test the function to determine whether each requirement is properly implemented. The developers can use inspection or demonstration, for example.
• Prioritization. It's important that each requirement be prioritized in order of importance. Most PMs use the following scale: "High" indicates that the requirement must be included, "medium" indicates that it is necessary but can be added later, and "low" indicates that it is nice to have but not absolutely necessary.
  

3. Conduct the requirements analysis.
The next key activity is to conduct the requirements analysis. This is the process of increasing the team's understanding of the system requirements and translating them into a system design. The two models listed below are created during this key activity.

• Process model. Process modeling is a technique for understanding, defining, and precisely representing the processes involved in developing an application. During process modeling, the PM uses modeling software to draw diagrams of each process. The diagrams are then used to develop the application.
• Event model. Event modeling is a process that enables the project team to understand the events that trigger a process, which in turn causes a number of results. During event modeling, the PM uses modeling software to draw diagrams of each event and their possible results.

The analysis phase of the IT project life cycle ensures that the application you will develop meets the requirements determined by the customer. By following the steps described above to conduct the end user requirement's key activities for your project, you will be able to create a design that meets your client's needs.

Project Planning Phase Outputs and Milestones

Did you know that the planning phase of an IT project can make or break that project? If not conducted properly, the planning phase can cause a domino effect on the other life cycle phases and eventually cause the project to fail. This is why successful project managers spend so much time on this phase.

The majority of the project manager's work during the planning phase involves the completion of three key activities—project initiation and organization, project definition and planning, and management review and approval. However, the project manager's job does not end there. The key activities are then used to obtain the outputs, and the outputs are used to meet the milestone, thus completing this cycle of the project.

Once the members of the project team have concluded all of the key activities of the planning phase, they will have the outputs listed below. These outputs will become the inputs to the analysis phase of the project life cycle.

• The business case. A business case is a request for project investment. It is a high-level description of the project's information systems and related business objectives.
• The conceptual design. The conceptual design can be a rough drawing, a flowchart, or storyboards that show the general shape and location of all design elements for the proposed application.
  
• The project plan. The project plan is used to guide project execution and control. It includes an overview of the project, a description of how the project is organized, details about the management and technical processes to be used, and a description of the work to be done, as well as a schedule and budget information.
  

The business case, conceptual design, and project plan are submitted to management for review. Once management approval is given for the project, a project plan sign-off is required. This sign-off indicates that management has given its approval for the project to proceed.
The project plan sign-off is the milestone that must be met during the planning phase. It indicates that the planning phase of the IT project life cycle has been completed. The project can now move on to the analysis phase.

Remember, in order to move onto the analysis phase and proceed with your project, you must first develop the outputs of the planning phase and obtain the sign-off form from management, which is the milestone for this phase of the project.

Key Activities of an IT Project

During the planning phase of the IT project life cycle, the project manager must complete three key activities, which will provide the foundation for the entire project. To complete these activities, the project manager will have to use a number of tools, such as word processing and spreadsheet software.

The three key activities project managers must complete during the planning phase are described below. As you review these activities, note that there are associated subactivities that will help the project manager successfully complete each key activity.

1. Project initiation and organization
The first key activity, project initiation and organization, involves identifying the work required to obtain management approval for the project and the subsequent planning of the work effort. The subactivities of initiating and organizing the project involve identifying the items listed below.

• The scope of the project identifies the key system objectives and describes the overall system function. It enables the development team to understand what the customer wants the system to do and what the team has to do to reach its goal.
• Applicable standards are any rules the development team must follow during the life of the project. These standards must be met in order for the customer to be satisfied with the project.
• The organization and training needs of the project team are identified and implemented in the planning phase so that the development of the product is not held up.
  

2. Project definition and planning
The second key activity, project definition and planning, is the largest of the three key activities, and will take the longest. It involves developing the project definition, and conducting the planning and estimation involved in the system's design.

The project definition is used as a major input to the detailed planning and resourcing that takes place as each phase of work is planned, initiated, and put into practice. Upon completion of this key activity, the project team will have a work plan that contains all the necessary information to move on to the next phase of the life cycle if management approves the project. The subattributes for conducting project definition and planning are shown below.

• Review present status. If any type of software is to be used in the development of the new system, the project manager should look at what is available on the market to see if it meets any of the project's needs.
• Identify business objectives and information strategy. The project manager should review the business and information plan to identify any requirements, guidelines, or strategies that the team should follow.
• Survey information needs. The information needs are acquired by assessing the needs of the end users. By assessing the functional and technical needs, the project team has a better idea of what the new system should be capable of doing.
• Identify hardware and software environment. To develop the conceptual design, the project team needs to know the software and hardware environments of the new system. If no environment has been selected by the client, the project team will select one.
• Develop conceptual design. The project team develops a conceptual design in order to communicate the basic functionality and behaviors of the new system. The conceptual design can be developed using drawings, flowcharts, or storyboards.
• Investigate packaged systems alternatives and evaluate development alternatives. Check to see if there is an existing system. If there is, it can be a valuable tool for the development team. The members of the team can rate the packaged system's strengths and weaknesses and determine what improvements need to be made.
• Prepare project impact analysis. The members of the project team prepare a report on the costs and benefits of the proposed system. They determine any risks and organizational impacts on the project.
• Finalize project work plan. The project team prepares a final report for management that covers the work that needs to be completed to create the project, and details the cost involved in creating the product.
  

3. Management review and approval
The last key activity, management review and approval, involves presenting the project definition and planning outputs for authorization to commence the project. Once management has granted approval, a sign-off is given, and the project can move on to the next phase.

During the planning phase, make sure that you conduct each of the three key activities described above. By doing so, you can help ensure the success of your project.

Elements of a Project Information Plan

In the IT project life cycle, outputs of one phase become the inputs to the next phase in the cycle. Since planning is the first phase conducted, where does the project team get its information to conduct the key planning activities?

The project team's information comes from the information plan. The information plan is an input to the planning phase and is obtained from the management team and the client.

The information plan provides a high-level description of the project's information systems and related business objectives. This plan is always the first document created for a project. Every information plan should contain a brief overview, as well as the following five sections.

1. Needs analysis
The needs analysis is a set of procedures undertaken to set priorities and make decisions about a product, based on the client's request. To conduct a needs analysis, the project manager (PM) interviews the client and reviews the project's schedule, resources, and budget to obtain information. During the information gathering process, the PM should follow the steps listed below.

• Identify the business need. The PM restates the project request to make sure it is clear and asks why the client wants to invest in a product. Three of the most common needs are to generate revenue, reduce expenses, or comply with regulations. The PM then asks for a tangible goal that will result from satisfying the need.
• Identify the gap. The gap is the difference between the client's current state and the desired state of technology that the project's product will help the client to achieve. The PM must ask the client what the current state of affairs is and what the client ultimately expects from the final product.
• Identify the tasks involved. With the help of the client, the PM identifies what tasks the end users will perform when using the final product.
• Identify the user groups. The PM asks the client who the intended users of the proposed product are. The PM also needs to obtain from the client a description of any user trait that might affect how the product is developed.
• Identify any project constraints. Finally, the PM should identify any constraints. A constraint is anything that could potentially limit the success of the project.
  

If you have followed all of these steps to gather information, you should have the information you need to create the needs analysis section of the information plan for your client's project.

2. Project goals
The next section of the information plan, goals, contains two parts. First, it states the business objective and explains how the product will contribute to revenue, contain expenses, or comply with regulations. This information is obtained from the needs analysis section. The second part outlines product evaluation and explains how the customer can determine if the final product has achieved its goal.

3. Form of the product
The form of the product describes the medium you will use to deliver the product and the reason you chose that medium. You will have to choose the medium that best fits your product and that most efficiently distributes the information to the intended users. The available choices include mediums such as:

• CD-ROM software packages
• networks
• network-installed applications
• downloadable Web packages.
  

4. Product function
The next section, function of the product, briefly describes what the product will do for the company or the reason why the product was created.

5. Quality guidelines
The fifth section, quality guidelines, outlines the standards that the product must meet to be accepted by management and the client. A project usually has two types of guidelines.

• Product guidelines affect production and the product's appearance. These guidelines cover such areas as programming languages and templates to be used, grammar standards, and a viewing platform for the final product.
• Project guidelines affect time, money, and resources needed to complete the project, such as schedules or budgets.
  

Remember, the information plan is created during the project conception and is used as an input to the planning phase. It will provide the reasoning behind the design choices the project team will make. Without a complete information plan, the PM will not have the necessary information to achieve the project plan sign-off milestone that must be met to complete the planning phase and begin the analysis phase of the project.