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THE FAST TRACK PROJECT TOOLKIT VERSION 4.1 (July 2015)
PRACTICES MANUAL
Published by Right Track Associates, Inc. www.fasttrackmanage.com
Manufactured in the United States of America

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FAST TRACK PROJECT TOOLKIT / TABLE OF CONTENTS

Table of Contents

USING THE PRACTICES MANUAL ..................................................................................................13
1.0 What is Project Management? ......................................................................................................17

1.0(a) Project Management Lifecycle ..............................................................................................18
1.0(b) Project Management in Practice...........................................................................................21
1.1 Conclusions.................................................................................................................................... 26
2.0 Meeting the Project Challenge ..................................................................................................... 28
2.1 Tactical Fast Tracking....................................................................................................................31
2.1 (a) Concepts and Guidelines ......................................................................................................31
2.1(b) Steps for Tactical Fast Tracking........................................................................................... 33
2.2 Strategic Fast Tracking................................................................................................................. 38
2.2(a) The Fast Track Process ........................................................................................................ 40
2.2(a)(1) Process Components........................................................................................................ 44

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2.2(a)(2) Process Principles ........................................................................................................... 45
2.2(a)(3) Process Goals and Objectives.......................................................................................... 46
2.2(a)(4) Process Workflow............................................................................................................ 49
2.2(a)(5) Workflow Progression..................................................................................................... 53
2.2(a)(6) Workflow Checklist ......................................................................................................... 56
2.3 The Fast Track Technique ............................................................................................................ 59
2.3(a) Performing the Fast Track Analysis .................................................................................... 60
2.3(b) The Fast Track Condition .................................................................................................... 62
2.3(c) Fast Track Analysis Checklist .............................................................................................. 66
2.4 Fast Track Policies........................................................................................................................ 69
2.4(a) Policy Planning Questions ................................................................................................... 70
2.4(b) Policy Application Variables................................................................................................ 72

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2.5 Conclusions................................................................................................................................... 73
3.0 Introduction: Project Terms ........................................................................................................ 75
3.1 Project Term Guidelines ............................................................................................................... 79

3.1(a) Project Size............................................................................................................................80
3.1(b) Business Need/Project Type ................................................................................................ 85
3.1(c) Planned Solutions ................................................................................................................. 88
3.1(d) Anticipated Benefits ............................................................................................................. 90
3.1(e) Value and Priority................................................................................................................. 95
3.1(f) Alternatives Considered ........................................................................................................ 97
3.1(g) Status Quo Analysis .............................................................................................................. 98
3.1(h) Project Scope .......................................................................................................................101
3.1(i) Schedule and Structure ....................................................................................................... 105

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3.1(j) Deliverables ......................................................................................................................... 108
3.1(k) Stakeholder Roles and Responsibilities..............................................................................110
3.1(k)(1) Stakeholder Analysis – R.I.I. .......................................................................................... 115
3.1(l) Capability Assessment.......................................................................................................... 121
3.1(m) Project Organization ..........................................................................................................126
3.1(n) Cost Projections................................................................................................................... 131
3.1(o) Cost/Benefit Analysis ..........................................................................................................133
3.1(p) Project Risks ........................................................................................................................135
3.1(p)(1) Risk Types and Examples .............................................................................................. 138
3.1(p)(2) Weighing Risk Probabilities.......................................................................................... 140
3.1(p)(3) Risk Ratings....................................................................................................................143
3.2 Secondary Project Terms ............................................................................................................145

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3.2(a) Refining Variables ...............................................................................................................146
3.2(b) Measurement Criteria.........................................................................................................149
3.3 Conclusions..................................................................................................................................152
4.0 Introduction to Process Terms ...................................................................................................153
4.1 Governance Planning & Process Terms ......................................................................................155
4.2 Governance Scope ....................................................................................................................... 157
4.2(a) Resource Management .......................................................................................................159
4.2(a)(1) Resource Selection Process Terms.................................................................................162
4.2(a)(2) Resource Utilization Process Terms..............................................................................163
4.2(a)(3) Resource Oversight Process Terms ...............................................................................165
4.2(b) Project Communication ......................................................................................................167
4.2(b)(1) Communication Objectives ............................................................................................170

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4.2(b)(2) Project Communication Requirements......................................................................... 171
4.2(b)(3) Stakeholder Communication Requirements.................................................................172
4.2(c) Project Status Reporting .....................................................................................................174
4.2(c)(1) Status Reporting Principles ............................................................................................ 177
4.2(c)(2) Status Reporting in a Fast Tracked Project ...................................................................178
4.2(d) Meeting Management........................................................................................................ 183
4.2(d)(1) Kick-off Meeting/Event................................................................................................. 184
4.2(d)(2) Project Closure Meeting/Event .....................................................................................185
4.2(d)(3) Brainstorming Sessions ................................................................................................ 186
4.2(d)(4) Planning Sessions ..........................................................................................................187
4.2(d)(5) Status Sessions .............................................................................................................. 189
4.2(d)(6) Process Term Variables for Managed Meetings .......................................................... 190

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4.2(e) Project Risk Management...................................................................................................193
4.2(e)(1) Risk Management at Project Origination/Selection......................................................196
4.2(e)(2) Risk Management Mid-Project..................................................................................... 198
4.2(e)(3) Risk Management Roles and Responsibilities .............................................................202
4.2(e)(4) Process Terms for Risk Closure .................................................................................... 203
4.2(f) Issues Management ............................................................................................................ 205
4.2(f)(1) Governance Planning for Issues Management..............................................................208
4.2(f)(2) Roles and Responsibilities.............................................................................................209
4.2(f)(3) Identifying Project Issues ............................................................................................... 211
4.2(g) Change Management ..........................................................................................................212
4.2(g)(1) Change Request Boundaries ..........................................................................................215
4.2(g)(2) Change Management Roles and Responsibilities .........................................................217

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4.2(g)(3) Change Management and Governance Planning ......................................................... 218
4.2(g)(4) Change Request Analysis ...............................................................................................221
4.2(h) Quality Management ......................................................................................................... 225
4.2(h)(1) Quality Management and Governance Planning ......................................................... 229
4.2(h)(2) Roles and Responsibilities.............................................................................................231
4.2(h)(3) Quality Management Workflow ................................................................................... 232
4.2(h) Project Procurement.......................................................................................................... 234
4.2(i)(1) Procurement and Governance Planning........................................................................ 238
4.2(i)(2) Roles and Responsibilities.............................................................................................240
4.2(j) Project Closure .................................................................................................................... 242
4.2(j)(1) Fast Tracked Closure Planning ...................................................................................... 246
4.2(j)(2) Roles and Responsibilities............................................................................................. 250

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4.2(j)(3) Project Closure Steps ......................................................................................................251
4.3 Process Term Parameters........................................................................................................... 253

4.3(a) Process Term Descriptions ................................................................................................ 255
4.4 Conclusions..................................................................................................................................261
5.0 Introducing the Fast Track Charter ........................................................................................... 263
5.1 Charter Structure ........................................................................................................................ 267

5.1(a) Fast Track Analysis............................................................................................................. 268
5.1(b) Sizing Summary.................................................................................................................. 269
5.1(c) Project Purpose ................................................................................................................... 270
5.1(d) Cost/Benefit Statement .......................................................................................................271
5.1(e) Project Scope....................................................................................................................... 272
5.1(f) Top 3 Project Specifications................................................................................................ 272

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5.1(g) Schedule and Structure ...................................................................................................... 273
5.1(h) Organizational Model......................................................................................................... 274
5.1(i) Capability Assessment......................................................................................................... 274
5.1(j) Terms of Transition ............................................................................................................. 275
5.1(k) Governance Process Terms ................................................................................................ 276
5.2 Charter Preparation Techniques .................................................................................................277
5.2(a) SMART Criteria .................................................................................................................. 278
5.2(b) The “Top 3” Technique ......................................................................................................280
5.2(c) Data Entry Options............................................................................................................. 283
5.2(d) Content Coding .................................................................................................................. 286
5.2(e) Charter Status..................................................................................................................... 287
5.3 Charter Workflow ........................................................................................................................291

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5.3(a) Charter Delivery ................................................................................................................. 292
5.3(b) Workflow Inputs and Outputs........................................................................................... 296
5.3(c) Negotiating the Fast Track Charter ................................................................................... 298
5.3(c)(1) Negotiation Planning ..................................................................................................... 301
5.3(c)(2) The Negotiation Framework ......................................................................................... 303
5.3(c)(3) Working with a Negotiation Plan.................................................................................. 304
5.3(d) Charter Stakeholders .......................................................................................................... 311
5.3(d)(1) Resource Planning Questions ........................................................................................313
5.4 Lessons Learned ..........................................................................................................................314
5.5 Charter Workflow Checklist ....................................................................................................... 325
5.5(a) Planning Tasks and Issues ................................................................................................. 325
5.5(b) Preparation Tasks and Issues ............................................................................................ 327

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5.5(c) Production Tasks and Issues.............................................................................................. 329
5.5(d) Processing Tasks and Issues .............................................................................................. 329
5.5(d) Managing Charter “Change” .............................................................................................. 332
5.6 Conclusions................................................................................................................................. 333
Appendix A: Glossary ....................................................................................................................... 336
Table of Figures ................................................................................................................................ 355
Index ................................................................................................................................................. 356

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FAST TRACK PROJECT TOOLKIT / USING THE MANUAL

USING THE PRACTICES MANUAL

This Practices Manual provided as part of the Fast Track Project Toolkit is organized into
five (5) main chapters along with a full supplemental Glossary (Appendix A). The chapters detail
each essential “fast track project management” concept, as well as the specific steps and
guidelines to be followed as you apply the process to your selected projects. For ease of use and
reference, each chapter is organized into primary “concept sections”, with each section assigned a
numbered heading. Example: 2[chapter].1[section](a)[sub-section]

And, when you see the label þACTION ITEM you know that specific “executable” steps and
guidelines follow for process implementation. The list below provides clickable links to all “action
item” locations within the body of the Practices Manual.

CHAPTER PAGES ACTION ITEM TOPIC
2 33 Tactical fast tracking.
2 56 Strategic fast tracking workflow.
2 65 Performing the fast track analysis.

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CHAPTER PAGES ACTION ITEM TOPIC
2 69 Creating fast track management policies.
3 81 Defining project size.
3 86 Defining the project “business need”.
3 89 Defining the project solution.
3 91 Defining business benefits.
3 95 Defining project value and priority.
3 97 Defining “alternatives considered”.
3 99 Defining the results of the “status quo analysis”.
3 101 Defining project scope inclusions and exclusions.
3 106 Defining project schedule and structure (phases).
3 109 Defining project deliverables.
3 116 Defining the results of the “stakeholder analysis”.
3 122 Defining the results of the “capability assessment”.
3 128 Defining the project team “organizational structure”

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CHAPTER PAGES ACTION ITEM TOPIC
3 132 Defining costs and budgets.
3 136 Defining possible and probable project risks.
3 146 Applying secondary variable to refine “defined” project terms.
4 159 Sizing and planning resource management process terms.
4 168 Sizing and planning project communication process terms.
4 176 Sizing and planning status reporting process terms.
4 190 Sizing and planning meeting management process terms.
4 195 Sizing and planning risk management process terms.
4 207 Sizing and planning issues management process terms.
4 215 Sizing and planning change management boundaries.
4 218 Sizing and planning change management process terms.
4 229 Sizing and planning quality management process terms.
4 238 Sizing and planning procurement process terms.
4 246 Sizing and planning project closure process terms.

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CHAPTER PAGES ACTION ITEM TOPIC
4 254 Answer the process term “parameter” questionnaire.
5 291 Apply the Fast Track Charter workflow.
5 298 Negotiating the Fast Track Charter with project stakeholders.
5 311 Establish Charter production resource requirements.
5 316 Perform the fast track process review (for lessons learned).
5 325 Charter Workflow Checklist.

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CHAPTER TWO

Fast Track Concepts

FAST TRACK PROJECT TOOLKIT / FAST TRACK CONCEPTS / CHAPTER TWO

2.0 Meeting the Project Challenge

“The primary challenge of project management is to achieve all of the project goals
and objectives while honoring the preconceived project constraints. Typical
constraints are scope, time, and budget. The secondary, and more ambitious,
challenge is to optimize the allocation and integration of inputs necessary to meet
pre-defined objectives.”5

E very project is executed by “process” in order to ensure that required deliverables can be
produced – on time, on budget, and as planned. As noted in the quotation above, while the
project and the process are challenges in and of themselves, the productivity challenge can only
be met when management practices are optimized to deliver required results in the face of real
and actual constraints.

5 http://en.wikipedia.org/wiki/Project_management

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What are project constraints? In short, constraints limit possibilities. Every project is
influenced by the existence of one or more operational constraints, limiting “the possibilities” and
setting the “terms” for completion. Within the project environment, operational constraints
typically fall into one or more of the following categories:

1. Budget Constraints: Limiting the amount and availability of project funding.
2. Resource Constraints: Limiting the availability of project resources, including

people, facilities, materials and equipment.
3. Capability Constraints: Limiting the ability and will to plan, execute and

implement in terms of available skills, organizational support, political mandate and
other related factors.
4. Time Constraints: Limiting the amount of time available to propose, plan, execute
and complete a given project.

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As a practical matter, common (and perhaps some not so common) constraints can and do
present themselves at any point in the project lifecycle, providing short-fuse deadlines, over
allocated resources, limited funding, competition amongst concurrent projects, constantly
changing requirements, and related impediments. At the end of the day, while specifics may vary,
smart project managers will always be equipped with the means to respond.
Coping with Project Constraints
Having established that constraints are a fact of life for projects and project managers the next
question is evident – what can be done? Obviously, constraints must be mitigated in order to
deliver projects in a resource efficient manner, considering time, cost, effort and results. This is
the purpose and intent of project fast tracking. In fact, fast tracking is applied to projects for
both tactical and strategic purposes, with the intended target forming the distinction between the

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two. Tactical fast tracking6 targets the schedule (and related tasks), and strategic fast
tracking targets the project process itself.

2.1 Tactical Fast Tracking

2.1 (a) Concepts and Guidelines

T actical fast tracking is the traditional method for sequencing project tasks and activities to
leverage concurrent tasks7 and shorten the project schedule. Tactical fast tracking is
schedule and task specific, and should only be applied when the following issues can be
sufficiently addressed:

1. The schedule must be measurable and realistic, with all tasks and activities properly
identified.

6 The Fast Track Project Toolkit provides theory, steps and tools for strategic fast tracking. The discussion of tactical fast
tracking is provided for reference purposes, and is not examined in depth.
7 Concurrent tasks are those that lack dependency and can therefore be executed simultaneously.

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2. Task dependencies must be defined and prioritized (i.e. to specify the tasks that
cannot begin until a related task ends).

3. Project requirements, objectives and priorities must be defined and accepted by
decision making stakeholders.

4. Good working relationships must exist between all project stakeholders.
5. Working, tested procedures must be readily available for status reporting, risk

management, issues management and change control.
Tactical fast tracking is appropriate under a multitude of circumstances and conditions. This form
of fast tracking is not without risk - most notably, a project that is tactically fast tracked can be
more difficult to manage because of all the simultaneous activity. In addition, if and when
problems occur, the negative consequences may be more severely felt.
As a result, tactical fast tracking must always be carefully considered before it is undertaken.

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When is tactical fast tracking most appropriate?
· The project has to be completed within the shortest time possible to meet required
business needs and objectives.
· The project has to be completed sooner than expected due to changing circumstances.
· The project is behind schedule and the remaining tasks have to be streamlined to
make up for lost time.
· The project is in trouble, and fast-tracking is needed to minimize further losses and
damage.

2.1(b) Steps for Tactical Fast Tracking

þ ACTION ITEM

Apply the following steps to implement “tactical fast tracking”.
#1 - Establish an understanding of key goals and objectives.

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c Why do you need to fast track the current schedule?
c What are the likely benefits?
c What are the likely associated risks?
c What is the urgency (considering needs, risks and benefits)?
c Do you have the skills and resources needed to properly manage the project schedule

once it is put on the fast track?

#2 - Examine the project schedule.
c Identify hard dependencies (tasks which have a "finish - start" relationship that
cannot be changed).
c Identify soft dependencies (tasks suitable for modification to remove
dependencies).
c Identify concurrent tasks (tasks having no dependencies). Concurrent tasks are
the key to fast tracking the project schedule.

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#3 – Revise the project timeline.
c Having identified concurrent tasks, the first step is to create a schedule that
allows these tasks to be completed in the shortest time possible.
c The next step is to break down soft dependencies into task sub-sets, removing
dependencies to shorten the project timeline.
c The final step is to focus on the remaining hard dependencies, using various
techniques such as staff rotations and work shifts to shorten the overall timeline.

#4 - Examine the alternatives.
Tactical fasting tracking is an alternative management methodology to be applied under specific
and appropriate circumstances. When these circumstances arise, decisions will have to be made;
specifically - is tactical fast tracking the best option? This is the primary question that must be
addressed as tactical alternatives are examined:

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c Can additional resources be added, and how can they be best allocated and
assigned (considering the work remaining, related tasks and scheduling
requirements)?

c Can additional work hours (overtime) be authorized, and how should those
additional hours be applied?

c Can the scope of the project be changed to shorten the project schedule?
c Can deliverables be modified to shorten the project schedule?
c Can outsourcing be used in order to shorten the current schedule?

#5 - Weigh the alternatives.
Comparative analysis is the next step. Once fast tracking alternatives have been identified, each
specified option must be weighed against the four (4) specific variables to reach informed
conclusions:

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c Time: How much time will be saved by each alternative and how does that
compare to the fast tracking options?

c Gain: What benefits will be realized from each alternative compared to those
realized from tactical fast tracking?

c Costs: What costs will be incurred by each alternative compared to those
incurred by tactical fast tracking?

c Risk: What are the risks associated with tactical fast tracking compared to those
each alternative (including the option of maintaining the status quo)?

#6 - Seek consensus from project stakeholders.
Before a schedule can be safely fast tracked, the aforementioned analysis must be completed, and
stakeholder buy-in must be obtained. Even if consensus cannot be achieved, stakeholder
cooperation will be greatly enhanced if all points of view are considered.

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#7 - Monitor progress and track problems.
Once in fast track mode, the project schedule will likely proceed at an aggressive pace, with
significant simultaneous activity. Above all, the ability to track multiple tasks and manage related
issues and problems is critical to success.

2.2 Strategic Fast Tracking

W hile tactical fast tracking focuses on the project schedule, strategic fast tracking
takes a “big picture” point of view, focusing on the project lifecycle “as a whole” and the
steps, strategies and practices it takes to make “projects happen”.
In keeping with the “fast track” philosophy of working smart and making the most of available
resources, strategic fast tracking is designed to maximize “the positive” and minimize “the
negative”.

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Making the Most of Available Capabilities
· Make “projects possible” with a focus on negotiated priorities.
· Maximize project “capabilities” with a focus on properly sized management practices.
· Maximize productivity through established standards that offer both consistency and
flexibility.

Overcoming Obstacles and Constraints
· Establish a stakeholder meeting of the minds for a defined project vision and work
effort.
· Establish an “aligned” project scope (inclusions and exclusions) through negotiated,
“reality based” priorities.
· Adapt and apply standardized project management practices to suit project “size”,
minimizing management overhead.
· Set realistic expectations for how the project will be managed.

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· Set realistic expectations for what will be delivered, when it will be delivered, and how
much it will cost.

· Secure informed stakeholder acceptance and buy-in for all of the above.
In order to achieve all of these intended goals and benefits, strategic fast tracking is structured
into two (2) primary practice components: “The Fast Track Process” and “The Fast Track
Technique”

2.2(a) The Fast Track Process

Projects often begin with a built-in conflict between requested results and current capabilities. As
discussed, tactical "fast tracking" is used to address this conflict -- at least in part, by rearranging
project tasks to allow more work to be done in a consolidated period of time (assuming you have
the resources to make it happen).

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But projects are more than tasks and timelines. Projects are also about process, purpose and
results. And to deliver successful projects, process has to work, purpose has to be realized, and
results have to be produced. And at times, all this has to happen under less than perfect
operational conditions. That's the project management reality. And that's just the type of
situation "strategic fast tracking" is designed to address.

Capabilities vs. Demands - Out of Balance or In Balance?

Capabilities Demands Capabilities Demands

Resources Time
Funding Scope
Work Effort

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Strategic fast tracking goes beyond the project schedule to streamline the entire project
management process. As a process and a strategy, fast tracking is a balancing act, using
negotiated priorities and optimized practices to overcome the obstacles that stand in the way of
viable, valuable projects. Fast tracking puts demands and capabilities in balance to deliver
prioritized results, on time and on budget. It's about re-sizing project demands according to
priorities, and then using fast tracked practices to maximize resources and optimize capabilities.
It makes otherwise "can't-do" projects possible and as such, it's a win-win for the project customer
and management team. The “fast track process” is the structural and philosophical basis of
strategic fast tracking. As illustrated below, it’s a “process overlay” to be applied to the traditional
five (5) phase project management lifecycle.
By design, the “overlay concept” is applied to lessen management overhead and to focus on certain
“must-do” planning and work elements (ensuring that projects can be delivered in a consistent
manner even in the face of limiting management constraints).

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Fast Tracking and the Project Management Lifecycle

Origination Select

Closure Traditional Initiation Review Fast Track Define
Lifecycle Process

Execution Planning Oversee Govern

As illustrated above, each phase of the fast track process is aligned with a corresponding phase of
the traditional management lifecycle. That’s the basis of the “overlay” concept.
(a) Selection is aligned with origination, (b) definition with initiation, (c) governance
with planning, (d) oversight with execution, and (e) review with closure.

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CHAPTER THREE

Project Terms

FAST TRACK PROJECT TOOLKIT / PROJECT TERMS / CHAPTER THREE

3.1 Project Term Guidelines

C onsidering the nature of projects as unique, short term endeavors it takes certain key
variables to define projects in the most essential terms, starting with “size”:

a) Project Size i) Schedule and Structure
b) Business Needs/Types j) Deliverables
c) Planned Solutions k) Stakeholders
d) Anticipated Benefits l) Capability Assessment
e) Value and Priority m) Project Organization
f) Alternatives Considered n) Cost Projection
g) Status Quo Analysis o) Cost/Benefit Analysis
h) Project Scope p) Project Risk

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3.1(a) Project Size

The fast track process and corresponding workflow can be applied to every project, in whole or
part, depending upon individual needs and circumstances. Strategic fast tracking relies upon
situational awareness and flexibility to make the “process fit the project”. While all projects share
certain defining elements, not every project can be managed in the exact same way. Projects of
short duration and lesser complexity may not require the same management overhead as lengthy,
complex projects. On the other hand, short term projects are not automatically simple projects,
and optimized management practices must account for all variations on the theme.

In order to maximize productivity and results, the fast track process provides an optimizing
baseline for management activities and decisions, while still allowing sufficient flexibility to offer
more or less governance as circumstances demand. Every useful set of project management
practices must account for variations in project size. For clarity and structure, projects are most
often “sized” as small, medium and large. These designations put projects in perspective
considering overall impact and effort, determining the extent to which structured management

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methodologies should be applied. Project management practices are meant to ensure that projects
can be completed in a structured fashion - on time, on budget, and producing expected results.
But the process should never be allowed to overtake the project. In keeping with this theme, the
strategic fast tracking is specifically designed to make the process fit the project. Project
sizing is a key element of fast track success, both in terms of selecting projects for fast track
implementation, and for the execution of fast track steps and deliverables.

þ ACTION ITEMS

Defining project terms for project sizing.
Project Sizing Variables
The "sizing" process is part art and science. Every project has a personality of its own, and may not
always fit neatly into specific size categories.

As such, it is best to apply sizing guidelines at multiple levels, ensuring that all variations and
nuances are considered. This is illustrated in the examples below:

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Example: Level One Sizing Variables

Table 1 Level One Sizing Variables

Sizing Variable Small Medium Large
Project Duration 6 months or less 6 – 12 months 12 months or more
10K – 100K 100K or more
Project Cost Less than 10K 5 - 15 15 or more

Staff Resources Less than 5

Example: Level Two Sizing Variables

Table 2 Level Two Sizing Variables

Sizing Variable Minor Moderate Significant
Strategic Value Minor connection to Moderate connection to Significant connection
overall business overall business to overall business
strategies. strategies. strategies.

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Sizing Variable Minor Moderate Significant
Organizational Impact to a single Impacts 2 – 4 business Impacts more than 5
Impact business unit. units. business units.

Financial Minor impact on Moderate impact on Significant impact on
Impact revenue, expenses or revenue, expenses or revenue, expenses or
transactional volume. transactional volume. transactional volume.

Visibility to The project is of minor The project is of Senior management
Senior interest to senior moderate interest to will be very interested
Management management. senior management. in this project.
Complexity The problem and
Dependencies The problem and The problem and solution will be difficult
solution are defined solution require to define and achieve.
and easy to achieve. refinement and will be Multiple links to other
No links somewhat difficult to projects.
(dependencies) to achieve.
other projects. Limited links to other
projects (creating low
risk).

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Note: The examples listed above are provided for illustrative purposes. Specific sizing
specifications will vary based on individual needs and circumstances. What may constitute a
“small” project for one organization may in fact qualify as a large project for another.
Sizing to Form the Meeting of the Minds
Project “sizing” data is an “information variable” used to formulate the stakeholder meeting of the
minds. It serves as an expression of key project characteristics, to identify management process
requirements, and to place the project in proper perspective considering established sizing
guidelines and practices. To achieve fast track success, project “size” must be an accurate
reflection of overall work effort compared to existing capabilities and constraints (i.e. How big
can this can project be and still get done?).
The defining characteristics16 used to determine project size include duration, due dates, resource
requirements, assessed complexity, priority and value, overall budget, return on investment

16 Refer to Appendix A: Terms Glossary for definitions of each sizing characteristics.

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(ROI), net present value (NPV) and payback period. This information connects the anticipated
“cost and effort” of the current project with organizational experience and project execution
capability.

3.1(b) Business Need/Project Type

Every project originates from a need and this need must be connected to a specific business issue,
requirement and purpose. When it comes to defining specific project terms, the underlying
business need is the “driving force”. A given project may be driven by one or more needs, forming
the overall purpose.
Projects arise when a need is first recognized, most often as problems to be solved,
opportunities to be met, or legal and regulatory mandates to be fulfilled. These variables
define the project “type”, determining the degree to which a project is discretionary or non-
discretionary. Discretionary projects are driven by “opportunities” (or the need to solve specific
problems), and are more suited to compromise and re-sizing. Non-discretionary projects are

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mandate driven providing less room to maneuver when it comes to negotiated priorities. As such,
underlying business need and resulting project type will be a key factor in determining whether a
given project is suited for fast track management. Business needs must be fully identified and
analyzed in order to define the project in actionable terms. This demands answers to three (3) key
questions:

þ ACTION ITEMS

Defining project terms for business needs analysis.
c What is the nature of the underlying business need, considering mandates,
problems and opportunities?
c Why does this business need demand and warrant a “project” to provide an
appropriate solution?

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c How much discretion exists with regard to whether the project goes forward and if
so, whether it can be re-sized for fast tracking purposes?

Background and Business Need
Background is a secondary variable used to explain and explore a given “business need”. In
practical application, background can be most simply defined as the events and circumstances
leading to the recognition of the business need and the origination of the requested project.
Background can be quantified in the following terms:

c Awareness. How did the organization become aware of the need?
c Source. Who raised the need and communicated the request for the project?
c Reference. Has the need ever been addressed before and if so, what were the

results?

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CHAPTER FOUR

Process Terms

FAST TRACK PROJECT TOOLKIT / PROCESS TERMS / CHAPTER FOUR

4.0 Introduction to Process Terms

A s discussed, it takes more than “project terms” to form a valid stakeholder “meeting of the
minds”. In fact, negotiated priorities also depend on the comprehensive specification of
relevant “process terms”, defining the “sized” practices to be followed as part of fast tracked
project governance.
Basis, Means and Methods
Within the fast tracked project environment, defined project terms form the “basis” for project
execution (what will be delivered). Working in concert, the corresponding process terms
provide the “means and methods” by which that defined basis is governed in order to deliver on
time, on budget, priority based results.

Key Question: What is project governance?

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We all know that projects have a lot of levels and layers (technical, operational, strategic,
organizational, financial, legal, etc.) and it takes more than one “practice” to ensure that all these
varied elements fit together to achieve a common goal. This is the purpose of standardized
project governance. In practical terms, fast tracked governance provides an actionable framework
to implement prioritized management practices, designed to serve the following foundational
guidelines:

· Standardized governance practices promote consistency, productivity and
shared stakeholder expectations.

· Standardized governance practices lead to well executed, relevant deliverables.
· Standardized governance practices empower performing stakeholders to

focus on results rather than process.
· Standardized governance practices provide flexibility for application to

projects of varying size and scope.

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4.1 Governance Planning & Process Terms

S uccessful governance of a fast tracked project relies upon the ability to evaluate needs,
negotiate priorities and adapt standardized practices to maximize resources and optimize
performing organization “capability”. Governance “planning” options can be summed up in the
following primary questions:

a) What specific governance practices are available for use considering resource
management, communication, status reporting, meeting management, risk
management, issues management, change management, quality management,
procurement, and project closing procedures?

b) How will these practices be applied to individual projects considering project need
and type (opportunity, problem and/or mandate) and related “size”?

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