Project Selection
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Project Selection
The Project Management Office (PMO) task, per our company’s vice-president Wendell Deirelein, is to review Piper Industries Corporation’s upcoming project selection candidates to determine the best way forward for their production of the widget. In response to your request to evaluate the three projects, Juniper, Palomino, and Stargazer, we have developed the opinion that Juniper is the most beneficial project to undertake, in both monetary and reputational returns.
Recommendation Reasoning
We are performing the first “Initiate” step of the project process by identifying the stakeholders and naming and defining the projects at a broad level; we have not completed project initiation as we are also currently developing the feasibility study. When we complete this phase, we will have a list of requirements and full analysis of the recommended project.
This memo is one part of the first step in the process, by which we provide our recommendation to proceed with a project line. Many considerations go into choosing the project to pursue beyond the financial benefits such as ease of production, customer support and satisfaction, and the level of risk acceptance. This careful consideration is not completely independent of project planning. Identification of the key deliverables necessary project success is part of that second step, known as the “Project Planning” phase.
Key Deliverables
These key deliverables are the major components that lead to the final objective (Woods, 2016). When considering these key deliverables, we notice that along with the more simple Juniper project, the key deliverables have been previously planned, identified, trained and implemented and for that reason harbor less risk. As the difficulty rise, the sub-deliverables and