Do I Need an Intranet?
This is an obvious question, but should be taken seriously. For some businesses the answer is an easy yes, but for others, there may be better solutions. It is wise to seek professional advice when answering this question. Having an outside professional examine the question may cost some money up-front, but they are far less costly early on the development.

What specific Problems will it solve?
Write down the four, five, ten, whatever, number of problems that having an Intranet will solve. The problems should be clearly stated, be very specific, and have testable criteria for success. Make sure you publicize these problems and get user and management feedback.

What are my available resources (time, money, and personnel)?
Knowing what your actual resources are at the beginning is critical for defining the development path. If your budget is low, consider down-scaling the effort. If time is short, consider using off-the-shelf products extensively. If your personnel resources are thin, consider outsourcing. Being realistic about your actual resources will help you prevent overruns and project disappointments. Promising a gold watch when you only have resources for a plastic toy will always doom a project. Also, don't be afraid to tell upper management that the resources are too small for solving the problem. Believe me, they would rather know up front than get a surprise during deployment.

What criteria will I use to measure success?
This is an often overlooked step in the problem definition. For every problem stated, you must define a means for determining the success of the solution. If you can't think of a success criteria, then the problem is not defined specifically enough. Stay away from problem statements such as "The network must be faster." Restate the problem in quantifiable terms, like: "The network must provide a response time of no longer than 1.5 seconds for the XYZ accounting program for up to 50 simultaneous users."

Should I outsource all, some, or none of the development and operation?
If you have in-house personnel that are under-utilized or have time to be assigned to the development process, then keeping most of the development in-house makes sense. If not, then you can either hire additional staff or outsource some or most of the development. I recommend that you do not outsource all of the development. You must have some in-house expertise available or at least strong upper management support. Otherwise you may end up with a very nice system that does not solve your problems. Strategic outsourcing makes sense in most medium to large development projects. The outsourcing contractor can supply the needed expertise and personnel at the various development phases. And when a particular phase is finished, you are not left with a staff member looking for something to do. You will probably find the up-front costs of an outsourcing firm to be higher than hiring in-house personnel. But the long-term savings will be far greater with a professional outsourcing firm than by retaining in-house personnel. Remember to make sure you feel comfortable with the outsourcer's style and abilities. You will be working with them very closely. Don't just choose the largest or best-known source. How you and your outsourcer "mesh" is far more important than their list of clients.

1. Clearly state the problem(s) you wish to solve.
2. Identify the users of the completed system.
3. Formulate a specific budget -- time, money, personnel.
4. Ask identified users to specifically state what they expect the system to do.
5. Ask management to specifically state their success criteria.
6. Separate their requirements from their "desirements." Only design to requirements. The enhancement phase is where you address the "desirements."
7. Group and "bubble-up" requirements.
8. Generate a prioritized requirements table listing the requirement, where it came from, the success criteria, and priority. Keep this table high-level. A table with a dozen requirements will be much easier to manage than one with hundreds.
9. Produce a detailed development schedule including hardware, software, personnel, documentation, and reviews. Include outsourcing requirements and long lead-time items.
10. Get a sign-off of the requirements, resource allocation, and schedule from top management before you go any further.

Note that items 4 & 5 will be asked throughout the development cycle since their responses will change when they see prototypes and when they are being trained. Be sure to update items 6 through 9 each time.

Beware of getting caught in the cycle of

You: What are your requirements?

Them: I don't know, what can you do?

Rapid Prototyping
There are five keys to a successful rapid prototyping methodology:

1. Assemble a small very bright team of programmers, hardware technicians, designers, quality assurance technicians, documentation and graphic artist specialists, and a single manager.
2. Define and involve a small "focus group" consisting of users (both novice and experienced) and managers (both line and upper). These are the people who will provide the feedback necessary to drive the prototyping cycle. Listen to them.
3. Generate a user's manual and user interface first. You will be amazed at what you will find out by producing a user's manual first!
4. Use tools specifically designed for rapid prototyping. Stay away from C, C++, COBOL, etc. Instead use tools such as Visual Basic, HTML authoring, and similar development environments.
5. Remember a prototype is NOT the final application. Prototypes are meant to be copied into production models. Once the prototypes are successful, then begin the development processing using development tools, such as C, C++, Java, etc.