In this phase needs and results are explored in more detail , focus is moved successively to consider how to realize the project – who should do what and when. Preparations for the near horizon are often made more detailed, while those for later remain at a lower level of detail.
- Go through the background and work done so far.
- Actively seek out experience and learning from earlier, similar initiatives.
- Choose strategy, e.g. development philosophy and methods of execution.
- Carry out a stakeholder analysis.
- Clarify the assignment’s level of ambition by formulating its business objectives, in relation to resource requirements and possible risks.
- Describe the rest of the playfield for the assignment (assignment objectives, time and resource limits as well as other conditions).
- Visualize the assignment, for the assignment organization and other stakeholders.
- Organize the assignment and describe how interactions and communications should work.
- Plan and budget the assignment at an appropriate level.
- Anchor the assignment internally and externally and secure resources and financing.
- Describe opportunities and risks with the assignment, propose appropriate actions.
- Reconsider how the idea should best be developed – as a project, assignment or task, or in some other way.
- Describe how the work will be followed up.