Attachments

 

 Project/Programme Plan Writing

 

project/program plans are meant to be concise documents.  Therefore, they often require attachments to provide additional data and support for the arguments made within the plan.  The following module highlights what type of information should be included as an attachment to a project/program plan.

 

1.    Purpose/Format

By now, the project/program plan should be near completion.  managers should have completed each section of the plan, and have provided a strong argument for the need and viability of the project/program.  However, not everything can be included within the contents of the plan.  managers have to keep the document to a reasonable length, or they risk boring their audience.  Therefore the appendix is often used to supply additional information or support that can bolster the information found within the plan.  While the reader may not look at the appendix, it does demonstrate that the manager has spent significant time researching and developing the plan.  A strong appendix only adds to the credibility of the project/program.

 

When crafting the appendix, managers must be careful not to insert items or documentation that does not add to the overall impact of the plan.  The purpose of the appendix is to allow the reader to better visualize the project/program.  In addition, it should give them a stronger sense of the manager’s accomplishments and goals for the organization while at the same time supporting information found within the plan.  Elements of the appendix should be attractive and easy to read and reference.   

 

By the time the reader reaches the appendix, they have been given a substantial amount of information.  They will most likely be fatigued from reading.  However, the only readers that will make it to the appendix are ones that are interested in the project/program based on the information in the plan.  Therefore, managers have a chance to make their final impression in this section of the plan.  The remainder of this module will discuss elements that are commonly found in the appendices of many successful plans.  Each will be discussed with regards to what information or credibility it can bring to a plan and what the risks or dangers are.

2.    organization

In the organization and sector of activity section of the project/program plan, the manager should have crafted a strong history of the organization and it’s current path of development.  In the appendix, information can be placed that supports or builds upon this information.  These elements could include the following:

·          A timeline of the key events in the organization’s history

·          A list of key investments to date

·          The organization logo

·          The organization tagline

·          Any trademark or copyright documentation for the logo and tagline

 

In addition, the appendix can also contain additional information about the sector of activity that the manager feels would bolster the information provided in the organization & sector of activity section.  This information can include:

·          Analyst summaries on the sector of activity’s performance

·          Charts outlining the sector of activity participants

·          Graphs of historical sector of activity performance

·          Projections of future sector of activity performance

 

Finally, the appendix can also contain information about where the organization hopes to head.  The organization & sector of activity section deals with the future plans of the organization.  The appendix can provide additional information on the path that the organization wishes to follow including the following:

·          A timeline for future events and milestones

·          A graph of projected market share goals

·          A list of the resources essential to growth

3.    Product

The product can often be the most difficult thing for a potential investor or lender to envision, especially if the product has yet to be developed or if no prototype exists.  It is often difficult to understand how the product will look, how consumers will use it, and how it will be produced without some sort of visual aid.  Therefore, the appendix is a useful place to provide this detail.  Specifically, the appendix can contain the following elements:

 

Photos or Drawings: Photos are the most vivid way to illustrate how the product looks and how consumers go about using the product.  In project/program plans that are crafted around complex products, the managers may use photos as an illustrated how-to guide.  This is especially important if there is a fear that the product will be too complex for the typical consumer.  In addition to photos of the product, it is often helpful to feature photos of the facility (especially for service project/programs) or key equipment needed to manufacture the product.  If not products are available or the product is in concept stage, then detailed drawings or sketches can suffice.

 

Intellectual Property Protections: The most crucial element of a new product is that the manager has protected the product from the competition.  Therefore, while any patents, trademarks, or copyrights should be mentioned within the project/program plan, the documentation of these elements can be included in the appendix.

 

Research: If the product has been through any sort of testing or studies to determine its efficacy, safety, or other aspect, the supporting data should be present in this section.  Most readers do not want to read the full testing results, and prefer to simply read the summary provided within the plan.  However, by including the results, the manager insures that the audience will believe the claims made by the testing.

 

 

 

4.  Legal

Starting a project/program requires a substantial amount of legal agreements and safeguards to ensure that all the proper steps have been taken.  managers typically make several claims within the project/program plan that require legal assistance and documentation.  It is in the appendix where this documentation should be placed to enhance the credibility of the plan.  Some key documentation includes:

 

Partnership Agreements: Potential investors or lenders want to see what type of partnership structure has been created between the founders.  They also want to see how that agreement will shift if equity is offered to outside parties.

 

Management Contracts: If key management members have already signed on to the project/program, then their contracts should be included in the appendix.  The contracts can provide valuable information on salary, stock options, and other incentives for the management team.

 

Noncompetition/Nondisclosure Agreements: It is crucial that the organization protect itself from the chance that an employee will spill trade secrets or take them with them to another organization.  While one hundred percent protection is not possible, managers can demonstrate they are requiring employees to sign these important agreements.

 

Operations/Distribution Agreements: In addition to the previous documents, the manager may also have already entered into agreements that affect the organization’s operations or distribution.  These can includes leases for facilities, the purchase of lease of key equipment, or the agreement with a key supplier guaranteeing a certain quantity or fee.  Each of these elements, if held, should be included in the appendix.

5.    Marketing

Marketing is a key element for any successful project/program.  While the marketing plan will highlight the target market and the key strategies that will be used to reach them, the appendix can offer supporting information to the reader.  This includes the following areas:

 

Target Market: The target market is selected for its attractiveness and accessibility.  Therefore, the appendix should provide the backup data that supports the target market selection.  This can include demographic data about the target market and other potential or discarded markets.  In addition, if any market research was conducted, the detailed findings of the research can be presented in appendix.

 

Marketing Materials: May organizations have already crafted their marketing materials prior to writing the project/program plan.  Investors and lenders are eager to know how the organization plans to market their products and services.  Therefore, the managers must include the marketing materials they have developed in the appendix of the project/program plan.  These materials include brochures, packaging, sales force materials, advertising, and promotional materials.

 

Budget:  While the marketing plan contains a budget of the marketing dollars within the plan, the appendix can contain a more detailed budget.  This includes a breakdown of spending by category and a timeline for marketing expenditures.  The reader wants to see that the budget is detailed enough to execute.

 

Customers/Sales: If the organization has already had some sales success or has landed some key clients, this can be included in the appendix.  In addition, any letters of praise from customers to the organization are also useful attachments.

 

 

 

6.    Management

Management is another key issue that many readers of a project/program plan will want additional information about.  While in the project/program plan, the managers will highlight the key management personnel, key management control systems, and other elements; the appendix provides an opportunity to bolster these policies with key information.  This information includes:

 

Resumes of Key People: Investors and lenders want to know that the project/program they are providing capital to is lead by a group of talented, hard-working, conscientious individuals.  As a result, managers often find it useful to supply the resumes of their key management members, as well as their own.  Investors and lenders provide money to individuals, not organizations; therefore the managers must take every precaution to insure they have faith in the management.  This can include letters of reference and other recommendations from well-known people in the sector of activity.

 

Management Control Systems Outline: Management control systems are rarely discussed in detail within a project/program plan.  Within the appendix, managers can explain how they plan to manage their organization, keeping it flexible while providing the structure necessary to succeed.  This could include a diagram of information flow, methods of communicating with the entire organization, or ways of creating a team environment.

 

Milestones: Management is responsible for meeting various milestones in the growth of the organization.  As a result, in the appendix, managers can include the schedule of milestones, indicating which management team member is responsible for each. 

7.    Administration

Running an organization requires a substantial amount of administration.  The audience of a project/program plan wants to see that the managers are organized and prepared for the challenges of running a organization.  While the project/program plan discusses organizational structure, staffing, responsibilities, etc, the appendix allows managers to explain their management philosophy, the organization’s structure, and other key organizational issues including:

 

Organizational Chart: Often managers choose to not include the organizational chart in the body of the project/program plan, but instead to refer to it in the appendix.  This is especially true when the organization is large and the plan takes up substantial space.

 

Training Outline: Starting a project/program typically requires training employees on the organization, and any new tasks they have to perform.  In addition, training ensures that the same quality of product is consistently delivered to customers.  As a result, many managers develop a training plan or program and include the details in the appendix.

 

Job Descriptions of Key Positions: Certain employees will be critical to the success of any project/program.  By crafting job descriptions for these employees, the managers can demonstrate that they understand the tasks required to keep the project/program successful and the division of responsibility needed to maintain office harmony.

 

Control Systems: If the manager has already decided on key systems for controlling essential functions like bookkeeping, purchasing, inventory, etc, then they should cite those systems in the appendix.

8.   Financial

As mentioned in the previous module, the financial plan requires a substantial amount of spreadsheets that include the various financial statements that investors require.   However, in addition to the core financial statements, the following items can also be included in the appendix to bolster the organization’s financial projections.

 

Break-even Analysis: As mentioned earlier, the breakeven sales level for a organization is a crucial milestone in the growth of the enterprise.  These calculations can be included within the plan or in the appendix.  Beyond the breakeven for the organization, the breakeven for a specific product or market can also be calculated and included.

 

Equipment and Capital Expenditures: While this information is aggregated in the financial statements, often managers choose to break out the equipment expenditures needed to get the project/program off and running.  An itemized list of these expenditures is often included in the appendix along with any negotiated agreements with suppliers.

 

Investment Graphs: Often graphs can convey information much faster and clearer than words can.  As a result, many managers choose to include a graph in the appendix highlighting the amount of funding needed for the project/program and the various sources available for those funds.  In addition, a funding timeline can be included, to indicate when the organization plans to seek additional capital.

 

Sensitivity Analysis: Although the sensitivity analysis should be discussed within the plan, in the appendix the managers can explore many different scenarios in detail.  That way the audience can see that the managers have considered multiple outcomes.

 

9.  Managing the Appendix

Deciding what to include in the project/program plan is highly dependent on the type of project/program it is, the type of product or service being offered, and the complexity of the project/program plan.  However, when assembling the appendix, the manager should plan carefully how the appendix will be developed.  The following are a few key tips:

 

Avoid the “wow” Factor: Many managers try to wow their audience at the end of their project/program plan by having an extensive appendix with well-produced graphs and charts.  While its size and professional appearance are impressive, most likely the appendix is not focused on adding to the readers understanding of the contents of the project/program plan.  managers want to use the appendix to reinforce and support claims made in the project/program plan, not merely to show the audience that they have done a lot a work.

 

Use an Index: The appendix is different from the remainder of the plan because it is solely a reference tool.  The appendix does not make an argument, it merely presents supporting facts.  The majority of people reading the project/program plan will not look at every item in the appendix.  Therefore, it is crucial that it begin with an index so that items can be identified and located easily.

 

Consider Summaries: Some items that managers wish to put in the appendix are quite lengthy.  They can add substantial amount of volume to the project/program plan, making it appear much more daunting to the audience.  Unless this information is absolutely critical, managers should assemble a summary page instead highlighting the item’s findings.  It can be made clear the entire document can be sent to the reader at their request, should they like to investigate it further.