How to Write Project Description
If you’re writing a project description, there are a few things that you should know. First, you should be as brief as possible. You don’t want your description to be filled with references to other projects or other information that is not related to the project. Instead, include everything that is relevant to the project, and make sure that you’re 100% accurate. That way, you’ll be able to convince potential clients to hire you and work on the project.
The project description must contain objectives and goals. The goals should be specific enough to motivate readers and show why the project is necessary. If the project doesn’t have any goals, it will be difficult to motivate the team. The objectives must be SMART, or specific, and have a measurable time and resource requirement. Goals should be attainable and related to the project’s overall objectives. Once you have determined the goals, you can write the project description and objectives.
The goals should be related to the primary stakeholders. Make sure they are related to the mission or vision statement of the organization. They should also be relevant to the project’s primary stakeholders. Write in simple language that a reader can understand. Don’t use big vocabularies or technical terms. Instead, use words that provide a clear picture of the problem that the project will solve. This way, your project description will have a better chance of being accepted.
A project description should detail the objectives and limitations of the work to be performed. These goals may include the deadline, budget, and deliverables. It is also helpful to provide a metric, or relative value, for each objective. Projects are not carried out in a vacuum; they are initiated to achieve a goal for an organization. For example, an organization might want to cut its operating costs by five percent next year, improve efficiency, or increase headcount by 20 percent. In order to create a project scope statement, specify the goals and objectives of the organization, including the key goals and objectives of the project.
The scope of a project can change along the way. This is called scope creep. It happens when parts of a project are changed, without modifying the original scope. Sometimes, this happens because the nature of a company’s business changes. To avoid scope creep, a project manager must develop and implement a change management process. A change in scope can lead to overruns or wasted time. A project description should be specific enough so that it is easy to identify the risks associated with the project.
Assumptions are key to any project, and they need to be broken down into several categories. These categories should be fewer in number, but are more specific. Examples of these categories are delivery, methodology, and approach to completion. These can be grouped in terms of what is expected from each of them. This type of information is vital for creating a project description, but there are some best practices to keep in mind.
Assumptions should be treated with skepticism, but not wishful thinking. When writing assumptions in a project description, keep in mind that a constraint is a fixed limitation on how much can be accomplished. Regardless of the kind of constraint, there should be some workaround for it. Once these constraints are identified, the assumptions log should be aligned with the project charter, risk register, and issue log. The project assumption log should be referenced during the entire project, and should inform requirements, scheduling, resource planning, risk management, and scope management.
Measures of success
The project description should include measures for success. Listed below are some ways to define project success:
Success measures can be very different depending on the industry and type of project. Satisfying one measure might not be enough if it is not also meeting the other three. Adding this information in your project description will help you determine whether it is worthwhile to add the measures. The next step is to describe the types of successes that are necessary to measure your project’s success. The following are some of the common measures that project managers may consider.
Scope and performance: A project’s scope defines the goals and key tasks. These can be measured by checking boxes. The budget and deadline can be used to determine whether a project is successful or not. While these are both important metrics, they do not always take into account the broader aspects that make a project successful. For example, a company may want a specific design applied to its software. In this case, the scope of the project is defined.
One mistake many people make when writing a project description is using generic statements as risks. These statements are not helpful for understanding the risks that are inherent to a project. Rather, risks must be associated with an actual consequence and be documented with an actionable date. For example, if a project requires website interface development to be completed in September and October, the risks that relate to website interface development would be delayed until September and October respectively. Moreover, each day that the project is delayed will add a day to the completion date.
A good project description should include several essential components. The justification should identify the problem or opportunity that needs to be solved. The objectives should be specific and set clear goals for the project. The project should also have phases, each describing the expected outcome of a phase. Metrics are important for evaluating the project’s success. The timeline should also outline the project’s basic tasks, including start and end dates.