Feasibility Study WBS Dictionary

WBSDictionary

1.0 Phase

Initiate Obtaining agreement

requirement and charting the project.

1.1 Activity

Develop the Business Requirement Establish a common N/A

understanding of the base requirements that are to be addressed by
the project.

1.1.1 Task

Create the Product Description define, scope, and give context to the product Product Description
& services that the project will be chartered to develop, deliver, and support.
Prepare and Review the Product description depending on audience Project Proposal, Document Approval
preference, summarizes the content of the product description into an executive
summary and deliver it or prepare and conduct a review of the product description.
Obtain approval to charter a project that will assign initial planning resources to
develop the project plan.

1.1.2 Task

Del Name & #

on

the

business

Charter the Project Obtain the commitment and agreement N/A

between the sponsor and project team indicating how the project will
be conducted and who needs to be involved.

1.2.1 Task

Create the Project Charter define the mission, authority, and level of project Project Charter
planning and controls necessary for the project, and indicate the personnel or
groups expected to be involved in the project.
Assign the project manager,
sponsor, and any required resources to complete the overall project planning.

2. Phase
2.1 Activity

2.1.1 Task

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Skill

N/A

1.2 Activity

1.2.1.1 Mileston Project Proposal Approved by

Dur. Est.

N/A

PM

PM

PM

Plan Creation and approval of the core work plan and facilitating N/A
plans which will guide project execution and control.
Develop the Core Work Plan (CWP) The development of the N/A
work scope, supporting schedule, budget, and project organization
that focuses and guides the project work effort.
Develop the Scope Statement Develop the scope statement with the customer CWP Scope Statement
that indicates an agreement on work scope, project objectives and measurements,
hi-level deliverables, assumptions, and completion criteria.

PM

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2.1.2 Task

Develop the WBS Define the work Activities, sequencing, effort estimates, and CWP WBS
deliverables. Indicate the type of resource(people, equipment, materials, facilities)
needed to complete the work activities. Review and obtain agreement of the WBS
work activities with the customer, sponsor, and management of other groups
expected to support the project.

PM

2.1.3 Task

Develop the Project Schedule Develop approximate cost estimates of all the CWP Schedule and Budget Projection
types of resources. Build a project schedule from the WBS and cost estimates.
Produce a time-phased cost budget from the schedule.

PM

2.1.4 Task

(Note) On large projects a feasibility study maybe a major phase prior to detailed CWP Feasibility and Recommendations
planning. On very small or maintenance project the feasibility may be limited to
cost/benefit assumption and recommendations. This project is considered a small
project.

Del Name & #

Dur. Est.

Critically
Depend

Skill

Determine the Project Feasibility and Recommendation Approximate and

define the life span of the product or service being delivered. Approximate and
define a dollar value for soft and hard benefits and any cost reduction or
avoidance that may be the result of the product or service delivery. Chart or
summarize the information and provide a recommendation
2.1.5 Task

Organize Project & Staff Acquisition provide an overall framework to describe CWP Organization
the roles, responsibilities and membership of the Project. Obtain the staff needed
for the core team and staff need from other groups in the organization that will be
cross-committed to the project. Obtain from management commitment of all noncontracted personnel. (Note any contracted staff is acquired via the contract
activity, however none are planned for this project.)

2.2 Activity

Develop the Facilitating Plans for Controls (FPC) The plans for N/A
ongoing work required to ensure that the project can anticipate
possible problems, solve, and make coordinated work plan
adjustments.

2.2.1 Task

Risk Management Determine which risks are likely to affect the project, FPC Risk Id and Mgmt
evaluate potential risk outcomes and indicators, define plan to respond to key risks
indicators.
Change Management Outline a simple change management process to FPC Chg Mgmt
coordinate approved changes in the project plan.

2.2.2 Task

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2.2.3 Task

Project Standards, Approval, And Document Controls Define and setup the FPC Stds, Apvls, Cntls
documentation standards, document storage locations, project notebook,
document approval and promotion process, and securities.

2.2.4 Task

Communication Plan and Management Outline a plan that identifies who FPC Comm. Plan & Mgmt
needs what communications, in what media, how often and by whom.
Status Reporting Define how status will be reported, by whom, how often, and FPC Status Rptg
in what formats and media.

2.2.5 Task

Del Name & #

2.2.6 Task

Procurements & Contracting Determine what to procure and when, document FPC Proc. & Cntrkg
requirements and identify potential sources.

2.2.7 Task

Quality Assurance Identify the projects relevant quality standards and FPC- QA
determine how to satisfy them.

2.2.8 Task

Time Tracking Determine what level to track time at, how time will be tracked, FPC Time Tracking
how frequently, and administer the time tracking activities.

2.2.9 Task

Issue and Decision Management Determine process for raising and resolving FPC Iss. & Decision Mgmt
project issues that impact the scope, schedule, cost or quality of the project.

2.3 Activity

Develop the Project Plan Integrating the results of the other N/A
planning activities into a coherent document to guide the project
execution and control.

2.3.1 Task

Plan Integration Summarize and incorporate the outputs of the planning Project Plan
activities into a single reference document the <project name> Project Plan.
The plan is the reference document for work to be performed by all involved in the
project and must be made easily accessible to all in electronic format.

2.3.2 Task

Plan Presentation and Review Distribute, review and obtain approval of the Presentation, & Document Approval
project plan from the project directing authoritie(s) and managers who have staff
assigned to the project.

2.3.2.1 Mileston Plan and Schedule Approved by

3.0 Phase

Executing

N/A
N/A

Dur. Est.

Critically
Depend

Skill

PM

Note: The feasibility study may be a project by itself. Its results provide the basis
for determining whether a project should be chartered to deliver the product or
service solution. Exceptions to this rule may occur when management has
determined that the feasibility study will be a phase in a project to be chartered.

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3.1 Activity
3.1.1 Task
3.1.1.1 Subtask
3.1.1.2 Subtask
3.1.1.3 Subtask
3.1.2 Task
3.1.2.1 Subtask
3.1.2.2 Subtask
3.1.2.3 Subtask
3.1.2.4 Subtask
3.1.2.5 Subtask
3.1.3 Task
3.1.3.1 Subtask
3.1.4 Task
3.1.4.1 Subtask
3.1.5 Task
3.1.5.1 Subtask
3.1.6 Task
3.1.6.1 Subtask

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Del Name & #

Dur. Est.

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Note: The degree of detail required will vary from project to project. It should be
decided upon when the feasibility study project is chartered.
The following activities, tasks and deliverables should be reviewed for each project
on a case-by-case basis. Projects may utilize this model and adapt or tailor to the
specific needs of the project. This means that not all activities and tasks are
necessary for every project, and that additional activities and tasks may need to
N/A
Phase
- Feasibility Study
be included.
Define Mission Statement
Product Description
N/A
Review the projects product description and confirm the principal business
objectives of the proposed project.
Obtain agreement on the level of detail required for study, expectations for
N/A
feasibility report format, formulas, and criteria to be used.
Determine if the project must follow the DAS requirements for cost benefit
N/A
analysis and reporting formats.
Define Study Boundary
N/A
Identify the business area(s) that are to be studied.
Context Diagram
Identify critical business issues.
Major Functions
Identify business functions.
Critical Business Issues
Identify the data subjects that are relevant to the business area.
Existing Entity Relationship Diagram
Identify sources and recipients of data.
Existing data dictionary
Identify Key Participants
N/A
Identify users, sponsors, responsible application development managers,
List of participants
managers from other technology areas (e.g., computer operations), and
vendors.& Analyze Existing Systems
Research
N/A
Evaluate the existing system(s) to determine strengths and weaknesses.
*Description of existing system(s)
*Business function/ system matrix
Determine the Impact on Existing Systems Development
N/A
Identify which existing development efforts are affecting the area under study.
Statement of impact on existing efforts
Define Hi-Level Business Requirements
N/A
Define data requirements by extending the model started in Activity 3.1.2 to
Data Dictionary (data element descriptions for
include data element and data flow definitions.
identified attributes, data flow definitions, and data
entity definitions)

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Del Name & #

3.1.6.2 Subtask

Define business functions (extend the definition of functions identified in Activity

3.1.2 above) and their inputs and outputs.
Define constraints (delivery time/target dates, volumes and frequency of use,
budget restrictions, technological limitations, etc.).
Note: The results of this activity should be used in the development project(s) if
they are authorized.

Function hierarchy diagram or an equivalent

representation of the business functions
*Data Flow diagrams (if needed)

3.1.6.3 Subtask

3.1.7 Task
3.1.7.1 Subtask

3.1.7.2 Subtask
3.1.7.3 Subtask
3.1.8 Task
3.1.8.1 Subtask

3.1.8.2 Subtask
3.1.8.3 Subtask
3.1.9 Task
3.1.9.1 Subtask

Skill

*Function Descriptions

Determine cost and benefit estimates for each alternative.

Identify, justify and seek an agreement decision with OIS cross-sections for a
preferred alternative.
Describe Development Strategy
Identify product delivery phases.

Cost/Benefits Analysis
Recommendation and rationale (a section of the
Feasibility Report)
N/A
Development strategy description (choice of the
lifecycle model(s) to be used to implement the
solution(s))

Describe the development approach (e.g., package acquisition, rapid application

development, traditional development, enhancement of existing systems, etc.).
Prepare an initial (high-level) project plan, including an activity list, statement of
resource requirements, estimate, and schedule.
Prepare and submit Feasibility Report
Document findings in a report to the Steering Committee and/or Executive Staff
and/or ISSC.

N/A

i.e

Requirements

<Task title> Task Description

3.2.1.1
<Milestone Title>
Milestone

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*Statement of constraints and assumptions

Recommend Systems Solution
N/A
Identify design alternatives; including acquisition options (this requires high-level Design alternative descriptions
designs and investigation of acquisition options) with the major functional areas
of OIS, i.e. CRM, NDS, ISE, T&S, PMO.

3.2
<Activity Title,
Activity description>.
3.2.1. Task

Dur. Est.

Analysis>

N/A
N/A
Feasibility Report

<activity N/A
N/A
N/A

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3.3
<Activity Title, i.e Design> <activity description>
Activity

N/A

3.3.1 Task

N/A
N/A

3.3.1.1
Milestone

<Task title> Task Description

<Milestone Title>

3.4
<Activity Title, i.e Construct> <activity description>
Activity
3.4.1 Task

<Task title> Task Description

3.4.1.1
<Milestone Title>
Milestone

3.5.1. Task

N/A
N/A

3.5.
<Activity Title, i.e Implement> <activity description>
Activity

N/A

35.1. Task
<Task title> Task Description
3.5.1.1.
<Milestone Title>
Milestone

N/A
N/A

4.0 Phase

Controls Administer and manage work controls to

ensure project performance.

N/A

4.1 Activity

Project Procedures and Controls

N/A

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N/A
N/A

N/A

3.5.1.1.
<Milestone Title>
Milestone

Critically
Depend

N/A

3.5
<Activity Title, i.e Test> <activity description>
Activity
<Task title> Task Description

Dur. Est.

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4.1.1 Task

Risk Management Manage risks by responding to identified risk indicators as FPC Risk Id and Mgmt
they occur.
Change Management Identify, plan, and conduct ongoing change control of FPC Chg Mgmt
the project. Ensure that the requirements, budget, and schedule milestones
remain in line with the current approved project plan or are changed officially
providing new requirements, budget, or schedule milestones.

4.1.2 Task

4.1.3 Task
4.1.4 Task
4.1.5 Task
4.1.6 Task

4.1.7 Task
4.1.8 Task
4.1.9 Task

5.0 Phase

Project Standards, Approval, And Document Controls Conduct

administration of approvals, project library, administrative filing, and securities.
Communication Management Deliver communications or facilitate
communication delivery and conduct ongoing administration of communications
Status Reporting Conduct ongoing project status reporting of work activities,
budgets achievements and issues.
Procurements & Contracting Management obtain quotations, bids, offers, or
proposals, choose from among potential vendors, administer the contract, and
close.

Del Name & #

Dur. Est.

Critically
Depend

Skill

FPC Stds, Approvals, & Cntls

FPC Comm. Plan & Mgmt
FPC Status Rptg
FPC Procurements & Contracting

Quality Assurance monitor and identify way to eliminate causes of FPC- QA

unsatisfactory quality performance.
Time Tracking administer the time tracking activities and team recording of FPC Time Tracking
individual time
FPC Issue and Decision Mgmt
Issue and Decision Management Administer the issue and decision process.
Close Evaluate the projects achievement of scope, N/A

objectives, and measurements. Identify the maintenance

plan, turn-over to maintenance, and release project
resources.
5.1 Activity

Project Evaluation Recognize the achievements and lessons N/A

learned of the project, and determine readiness to close the project.

5.1.1 Task

Prepare a project evaluation Review the projects completion criteria, scope, Project Evaluation & Lessons Learned
objectives, measurements, and lessons learned. Document and analyze the
information and review with the sponsors. Obtain agreement from the sponsors
on readiness to proceed with project closure.

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5.2 Activity

Plan for Maintenance and Turn-over Coordinate what will be N/A

maintained and prepare supporting materials to enable smooth
transition to maintenance. Close Project.

5.2.1 Task

Coordinate Maintenance Turn-over Identify all items or components, and their Maintenance Turn-over
production version/location, which will become maintenance responsibility. Ensure
change request log is accurate and up-to-date. Ensure all issues and prior
decisions are documented for turn-over. Identify maintenance staff and any
associated budgets. Meet with maintenance lead and review this information.

5.2.2 Task

Close out Project Prepare for and celebrate project closure.

project resources.

5.2.2.1 Mileston Project successfully turned-over to maintenance and closed

Del Name & #

Dur. Est.

Critically
Depend

Skill

Release Project Celebration Closing

N/A

5.2.3 Task

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