Framing the Project
My experience planning and executing successful project and program management and organizational changes in both for-profit and non-profit sectors ensures a thorough, collaborative plan that brings together key stakeholders, addresses potential challenges and opportunities, and clarifies goals across businesses, functions / teams.
Some of the greatest pitfalls of a project or program happen when stakeholders aren't aligned, the requirements are misunderstood, or the contract has missed assumptions and exclusions. For IT, this may be as simple as missing a requirement for the automated transfer of data between two systems such as project accounting to corporate accounting. For construction, this could take the form of missed scope on a lump sum job in which the contractor failed to consider parts of the overall requirements of a processing plant or other structure (piles, lights, fireproofing, security, permits, etc).
To avoid these often costly challenges, the project must be framed to determine what should and should not be included in the deliverables list, requirement specifications or product(s). What are the "must haves" versus the "nice to haves"? What is the central purpose of this effort and what should and should not be included?
During the Initiation / Planning / Definition Phase(s) my job is to lay the foundation of the project by bringing together key stakeholders to ensure that the project contract, requirements, deliverables, and final acceptance criteria have gone through a thorough "Framing" (inside the picture frame versus outside). In the case of an iterative process, this may be done in Sprints or combination of Scrum and Traditional.
Risk workshops, interviews and surveys would also be conducted prior to finalization of requirements or contract to determine qualitative and quantitative risks and opportunities and likely probability of success based on the organizational risk culture.