Project Mobilization

The purpose of Project mobilization is to provide the project team with a clear understanding of the
business drivers behind the project and the key metrics by which the implementation will be
measured. This also serves as an opportunity to unite the team behind a common vision and to
prepare it in the best possible ways for the engagement that lies ahead.

Project Mobilization is a key opportunity management activity. A key initial task in this activity is
conducting the planning, identification, and assignment of initial human resources for the project.
Detailed planning will occur once the Work Breakdown Structure (WBS) is further established and
confirmed in the Analysis Phase. But it is important to commence human resource planning against
the identified roles as early as possible to avoid potential delays to the project due to experience,
availability, and capacity of resources.

This activity also includes conducting a formal internal kickoff workshop where all identified team
members are introduced to each other before viewing the engagement. The engagement is
presented through a joint detailed review of the implementation proposal, project scope, schedule,
costs, risks, roles, and responsibilities. Another key element of this activity is checking that all team
members are ready for the engagement by ensuring that they have the information, resources, and
tools they require to execute their assigned role.

The internal kickoff workshop marks the beginning of the project. It should, at a minimum, cover the
following:
Introduction of team members.
Detailed review of the Statement of Work (SOW) presented to the customer in the
previous diagnostic activity.
Review of the agreed implementation proposal and methodology.
Review and assignment of roles and responsibilities.
Identification of any training requirements and/or any additional skills required and
agreed-upon for training activities and schedule.
Review of the project governance model and collection of input.
Discussion of Customer mission and goal, drivers behind the implementation, and any
other critical success factors already defined.
Discussion of the known project risks, constraints, and assumptions, clearly documenting
each item in a project risk log.
Walk-through of the Conditions of Satisfaction (COS) as defined by the Customer.
Reference to completed diagnostic activities/offerings and accessibility to the outputs and
documentation from them.
Opportunity for the team members to ask questions.
Agreement and commitment from the team.

It is imperative that everybody in the team gain a comprehensive view of the background of the
project, the Customers business reasons for undertaking the implementation, and any other
valuable information regarding Business Processeshigh-level Functional, non-Functional (IT), and
Integration and Interface requirements. It is also very important that the team have a good
understanding of the current Information Services/Information Technology (IS/IT) landscape, as well
as the short- and long-term IS/IT strategies. This will help the team avoid misaligned
recommendations and other problems.

Finally, the skill sets of the proposed team should be reviewed to ensure that all skill requirements
are met. Any additional skills required should be noted, and a training and/or recruitment plan
should be defined accordingly.