Evaluation-only projects with separate implementation projects

What you describe can help organizing projects at the PMO level.

Before funding a full project, you may require funding for in-depth investigation to determine if a project is merited. On something that is a lengthy process, a process performed in multiple locations or by multiple people, where RFIs are required, etc. it can be a large enough effort to require formal authorization and status accounting.

I am currently in a similar situation where we are working high value process and product improvements. Step 1 is containment where we often put a short term solution in place until a longer term fix is available. Breaking it into 2 projects helps to avoid confusion in our tracking and reporting systems when the containment step is at the implementation phase for example, while the preferred solution may be at the idea generation phase.

Christine -

Whether it is done as two projects or two phases within the same project, this is something I've run into frequently, especially when there is a desire for firm cost and time estimates on the implementation work. The first project usually involves gathering sufficient requirements to go through an RFI/RFP/vendor selection/contracting exercise and the second is able to be planned with a high degree of confidence given the legwork done in the first one.

I prefer the phased approach as it is hard to justify the costs of the first project based on just having a solid plan and signed contract as key deliverables.

And with the phased approach, a gate would exist between the two phases providing management the opportunity to cut their losses if no solution appears promising.

Kiron

I've had a few of these types of multi-projects. It is usually a gating process: let's invest a little to find out if we want to go further.

Think of it as a series of incremental projects. You get the benefit of learning more in each project which allows you to make better decisions on the next.

Usually, along the years, I was involved to do that in separate projects. To put this in terms of the PMI business analyst (BA) is accountable for all related to evaluation and project manager (PM) for all related to project if it is approved. Obviously, BA will work along the project too. You can find all related to both activities inside the PMI standards. The only thing, in my experience, is some organizations do not consider the evaluation as a project itself. I always try to push it.