David GENETProject & Support Team Manager| Egencia Europe (Expedia Business Travel Company)Paris, France
Could you tell me your point of view regarding this subject ?
"Setting-up a validation process in the initial phase (Conceptual evaluation/Feasibility Study/Pre-project/Project sanction) of a IT project, is it sufficient for taking into account the whole of needs and constraints ?"
My point of view is that, if the question is about whether or not a validation process is sufficient, then clearly the answer is no - that's why you need a Change Management process too. Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
To add to Julien's point, it depends what your validation process includes. If it only includes sign off of business requirements by one stakeholder, then it is clearly not sufficient for the needs and constraints of the project. Validation should involve everyone, all the time, which is where the change management process is so valuable as it provides a structure for when what you validated changes. Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
Not sure if I understood the question correctly. A validation is a continual process at each major milestone in the project where activities are carried out to check if the project is on the right track and aligns with the objectives. During the initial phase, we will have limited information and we can only make limited judgement and decisions, and that is why the validation process has to be conducted continuously. Saving Changes...
Validation process can only be determined based on the nature or kind of the project you've undertaken.
If it is an automation project, you can always baseline the existing validations/controls and take the project forward. Whereas, in a build-from-scratch new project, a strong requirements team should be able to brainstorm on this.
in any case, if you'd presented more information, making an appropriate suggestion would have been easy. Saving Changes...
