1.1 Organize RFP Requirements 1.2 Identify Internal Constraints and Capabilities 2.0 Work 2.1 Introduction 2.2 SOW (Statement of Work) 2.3 Satisfy Regulation Compliance 3.0 Closure 3.1 Prepare Document 3.2 Obtain Approvals Work Breakdown Structure (WBS) Hierarchical Form. – RFP Response 1.0 Initialize 2.0 Work 3.0 Closure 1.1 Organize RFP 2.1 Introduction 3.1 Prepare Requirements Document 1.2 Identify Internal 2.2 SOW (Statement 3.2 Obtain Constraints and Capabilities of Work) Approvals 2.3 Satisfy Regulation Compliance Approach Comments Guidelines If required by external source for external visibility, then ‘form’ usually more important create an alternative WBS for internal project than ‘content.’ Can management. Analogy If from past successful projects, then use to create comfort level in stakeholders and team members. Continuously tie to scope and feasibility. Top-Down Most popular in established, experienced projects. Leaving items vague or general can signal respect for individual team and technical experience. member’s expertise Bottom-Up Requires information management techniques since many constituents are involved. Can create for politically sensitive projects. Can aid in identifying ‘buy-in’ milestones and tasks for new projects. Can clarify objectives for team members in complex projects. Mind Mapping Requires facilitator knowledgeable in project objectives and justification. Can help communicate the breadth and depth of project scope to team members and stakeholders. Can aid in controlling future changes. Can communicate detail to external stakeholders. Validate Scope Scope Validation Process
1.1 Organize RFP Requirements 1.2 Identify Internal Constraints and Capabilities 2.0 Work 2.1 Introduction 2.2 SOW (Statement of Work) 2.3 Satisfy Regulation Compliance 3.0 Closure 3.1 Prepare Document 3.2 Obtain Approvals Work Breakdown Structure (WBS) – Hierarchical Form. RFP Response 1.0 Initialize 2.0 Work 3.0 Closure 1.1 Organize RFP Requirements 2.1 Introduction 3.1 Prepare Document 1.2 Identify Internal Constraints and Capabilities 2.2 SOW (Statement of Work) 3.2 Obtain Approvals 2.3 Satisfy Regulation Compliance Approach Comments Guidelines If required by external source for external visibility, then ‘form’ usually more important than ‘content.’ Can create an alternative WBS for internal project management. Analogy If from past successful projects, then use to create comfort level in stakeholders and team members. Continuously tie to scope and feasibility. Top-Down Most popular in established, experienced projects. Leaving items vague or general can signal respect for individual team member’s expertise and technical experience. Bottom-Up Requires information management techniques since many constituents are involved. Can create ‘buy-in’ for politically sensitive projects. Can aid in identifying milestones and tasks for new projects. Can clarify objectives for team members in complex projects. Mind Mapping Requires facilitator knowledgeable in project objectives and justification. Can help communicate the breadth and depth of project scope to team members and stakeholders. Can aid in controlling future changes. Can communicate detail to external stakeholders. Validate Scope Scope Validation Process