BM-TD-P-25-001
1. Purpose #
1.1 Establishes a standardized, transparent, and comprehensive procedure for initiating all new projects and products within the Technology Department of Blih Technology Solutions.
1.2 Ensures that every proposed project or product idea undergoes a rigorous evaluation process, encompassing feasibility analysis, thorough interdepartmental consultation, and formal executive approval, before any resources are committed to planning or development activities.
2. Scope of Application #
2.1 This procedure applies without exception to all technology-related project and product initiation activities originating within or impacting the Technology Department within Blih Marketing & Communications. This includes, but is not limited to:
A. Internal innovation initiatives aimed at improving processes or creating new capabilities.
B. Client-driven requests for custom solutions or product enhancements.
C. Strategic initiatives identified by executive leadership that require technology development or integration.
3. Definition #
3.1 Project / Product Initiation: -The formal process by which a new project or product idea is proposed, evaluated, and prepared for potential development. This encompasses all activities from initial concept submission to executive approval.
3.2 Initiation Request Form (IRF): – A standardized document used to capture the essential details of a new project or product idea. The IRF serves as the initial input into the initiation process and includes information such as the project’s background, objectives, target users, key features, and anticipated business benefits.
3.3 Initiation Packet: – A comprehensive document compiled by the Technology Department that summarizes the findings of the feasibility study, outlines the proposed technical approach, and details the resources required for the project. The Initiation Packet provides the Management Team with the information necessary to make an informed decision about whether to proceed with the project.
3.4 Cross-Departmental Consultation: – A structured meeting involving representatives from key departments – typically Business Development, Technology, Creative & Design, and Finance – to collaboratively review the proposed project or product. The purpose of this consultation is to gather diverse perspectives, identify potential challenges, and ensure alignment across the organization.
3.5 Kickoff: – The formal commencement of a project, marked by a kickoff meeting with the project team and stakeholders. This signifies that the project has been approved and is transitioning into the planning and execution phases.
3.6 SAM: – Senior account manager
3.7 BDO: – Business development officer
4. Responsibility #
4.1 Business Development Department
4.1.1 The BDO is responsible for proactively identifying and cultivating new opportunities for technological projects and products, whether driven by internal innovation or in response to specific client needs. This includes market research, competitive analysis, and client relationship management.
4.1.2 In the case of initiating a product as a customer, shall complete and submit the Initiation Request Form (IRF) with meticulous attention to detail, ensuring that it clearly articulates the business objectives, identifies the intended users, and provides comprehensive supporting information, including market data, competitive analysis, and potential revenue projections.
4.1.3 Actively participates in feasibility discussions, providing clarification and elaboration on the business requirements and objectives as needed. This includes providing solutions for requirements considering the business sector from the Technology Department and other stakeholders.
4.1.4 The SAM shall coordinate on the alignment between business goals and technical proposals, ensuring that the proposed technology solutions effectively address the identified business needs and contribute to the overall strategic objectives of the company.
4.1.5 The SAM shall ensure that proper documentation and sign-off are completed before the project kickoff, providing a clear audit trail of the decision-making process and ensuring accountability for project outcomes.
4.1.6 The SAM shall also ensure that the company has the capacity to fulfil the client request in collaboration with the finance for budget and resource allocation and with counter departments for the needed manpower and skills.
4.2 Technology Department
4.2.1 Conducts a thorough review of all submitted IRFs to ensure clarity, technical viability, and alignment with the existing technology infrastructure and strategic technology roadmap including the complete assessment of the information provided on IRF and identifying any potential gaps or inconsistencies.
4.2.2 Assigning qualified experts that are relevant to conduct detailed technical feasibility and risk analysis.
4.2.3 Coordinates and facilitates cross-departmental meetings to gather essential input from all relevant stakeholders, including scheduling meetings, preparing agendas, and ensuring that all participants have the opportunity to contribute their perspectives.
4.2.4 Develops and compiles the Initiation Packet, ensuring that it comprehensively addresses all key aspects of the project, including technical feasibility findings, a detailed project timeline, a clear description of the proposed technologies, a comprehensive resourcing plan, and a thorough risk assessment.
4.2.5 Schedules and manages the project kickoff process after receiving formal executive approval and preparing kickoff meeting materials to ensure that all relevant stakeholders are informed and prepared to begin the planning and execution phases of the project.
4.2.6 Assigns a formal internal project code to all approved projects, ensuring that they can be properly tracked and managed throughout their lifecycle.
4.3 Creative & Design Department
4.3.1 Provides early-stage feedback on branding direction and user interface (UI) / user experience (UX) expectations, ensuring that the proposed project aligns with the overall brand identity and delivers positive user experience. This includes reviewing the IRF and providing preliminary design concepts.
4.3.2 Actively participates in the cross-departmental alignment meeting to ensure that visual and usability standards are clearly understood and acknowledged by all stakeholders. This includes presenting design mockups and prototypes to illustrate the proposed user interface and user experience.
4.3.3 Collaborates closely with the Technology Department to proactively identify any design constraints that could potentially affect technical implementation, ensuring that the design is technically feasible and can be effectively implemented within the project’s timeline and budget.
4.4 Finance Department
4.4.1 Conducts a rigorous review of the estimated budget and cost projections including estimated cost for labor, materials, software licenses, and other expenses presented in the Initiation Packet, ensuring that the financial assumptions are reasonable and well-supported.
4.4.2 Assesses the financial risks and overall financial viability of the proposed project, considering companies’ priority, available resources, and potential return on investment (ROI).
4.4.3 Approves or recommends revisions to financial figures prior to submission to the Management Team and or the customer, ensuring that the budget is accurate, realistic, and aligned with the company’s financial goals.
4.5 General Manager
4.5.1 Conducts a comprehensive review of the final Initiation Packet to assess its strategic alignment with the overall company goals and objectives, as well as its overall viability and potential for success.
4.5.2 Approves or rejects project initiation based on a careful evaluation of the project’s potential risks, anticipated value, and overall readiness, considering the company’s strategic priorities and resource constraints.
5. Work flow #
5.1 Submission of Initiation Request
5.1.1 The Business Development Department (External customer/user) or initiate department (internally initiated) completes the Initiation Request Form (IRF), providing comprehensive details regarding the business case, target users, key features, and strategic goals of the proposed project or product.
5.1.2 The IRF should be as complete and accurate as possible to facilitate a thorough evaluation.
5.1.3 The completed IRF is formally submitted to the Technology Department for review and processing.
5.1.4 The submission shall be made through the designated channel, such as an email address, telegram or other communication tools.
5.2 Initial Technical Review
5.2.1 The Head of the Technology Department conducts an initial evaluation of the IRF to assess its clarity, technical viability, and alignment with the department’s strategic priorities.
5.2.2 This review should be completed within max. Of 2 working days.
5.2.3 If the request is deemed viable based on the initial review, a qualified expert from the Technology team is assigned to conduct a more in-depth technical assessment and support.
5.2.4 The Technical Lead should be selected based on their expertise and experience in the relevant technological areas.
5.3 Feasibility Study
5.3.1 The assigned Technical Lead conducts a detailed feasibility study, analyzing all relevant technical aspects of the proposed project, including the required technologies, infrastructure compatibility, system security, scalability, and potential technical risks. The feasibility study should be documented in a comprehensive report.
5.3.2 As part of the feasibility study, the Technical Lead prepares a rough estimation of the project timeline, required human resources, and necessary tools and equipment.
5.3.3 This estimation should be based on the best available information and should be clearly documented.
5.4 Cross Departmental Consultation
5.4.1 A formal alignment meeting is scheduled and conducted, involving representatives from Business Development, Technology, Creative & Design, and Finance.
5.4.2 The meeting should be facilitated by the Technology Department and should have a clear agenda and a meeting minute.
5.4.3 During the departmental consultation meeting, each department presents their insights and perspectives regarding the project, including potential risks, strategic priorities, branding considerations, cost implications, and implementation feasibility.
5.4.4 All participants should have the opportunity to contribute their expertise and raise any concerns.
5.5 Preparation of Initiation Packet
5.5.1 Based on the findings of the feasibility study and the discussions during the departmental Consultation Meeting, the Technology Department drafts the Initiation Packet.
5.5.2 The Initiation Packet shall be a comprehensive document that provides all the information necessary for the Management Team to make an informed decision about whether to proceed with the project.
5.5.3 The Initiation Packet should include, at a minimum, the following elements: a summary of the feasibility findings, a detailed technical overview of the proposed solution, visual or conceptual drafts of the user interface, an estimated project timeline, a list of the technologies to be used, and a comprehensive budget.
5.6 Internal Review and Finalization
5.6.1 The draft Initiation Packet is circulated internally to relevant departments for review and feedback.
5.6.2 The review process should be structured and should provide clear deadlines for providing feedback.
5.6.3 Feedback from the internal review is incorporated into the Initiation Packet, and the final version is prepared by the Technology Department.
5.6.4 The final version should be carefully proofread and should be free of errors.
5.7 Executive Review and Approval
5.7.1 The finalized Initiation Packet is formally submitted to the Management Team for review and approval.
5.7.2 The submission should be made through the designated channel i.e. email and should include all supporting documentation.
5.7.3 The General Manager shall view the Initiation Packet and make a final decision about whether to approve or reject the project. If the project is approved, an internal project code is issued by the technology dep’t.
5.7.4 If the project is rejected, the Initiation Packet is returned to the Technology Department with comments and suggestions for revision.
5.8 Kickoff Preparation
5.8.1 Upon approval of the project, the Technology Department schedules a project kickoff meeting with all involved teams and stakeholders.
5.8.2 The kickoff meeting should be scheduled well in advance and shall be attended by all key project participants.
5.8.3 Project tracking tools, such as Jira or Notion, are configured to support the project, and initial tasks are created and assigned to team members.
5.8.4 The project tracking tools should be configured to track progress, manage risks, and facilitate communication among team members and stakeholders.
5.8.5 The project formally enters the planning and execution phases, and the selected experts from the Technology team begin working to deliver the project according to the approved plan.
6. Generating records #
6.1 <<<< BM-TD-P-25-001-01A Product Initiation Request Form>>>>
7. Reference documents #
7.1 <<ISO 9001:2015>>
8. Relevant documents #
8.1 << N/A>>
9. Flow chart #
