The Compass Left Solution Lifecycle

PHASE ONE: PROJECT QUALIFICATION

The qualification phase is the foundation of a successful project and consists of four key components: project drivers, resource considerations, financial considerations, and executive commitment. This phase is about assessing whether a project is viable, what it will require, and if the organization is truly prepared to move forward.

A project driver is the underlying business need or motivation to take action. For Example,

in Scenario 1, the VP of Sales feels the current CRM platform lacks critical functionality and has identified a new system he believes better supports the company’s growth. He hopes to implement it by the start of the next calendar year.

In Scenario 2, the organization’s financial platform is reaching end-of-life within 12 months and must be replaced to avoid operating on unsupported software.

Each driver includes a time objective, which may be either defined or desired. A defined time objective, such as in Scenario 2, is tied to a hard deadline and cannot be missed. A desired objective, like in Scenario 1, reflects a preference but may be adjusted during planning. In either case, every project driver must be evaluated in terms of risk—what are the consequences of proceeding, delaying, or not doing the project at all? Project drivers clarify the business case, timing, and risk, forming the core justification for taking action.

Once the business need is understood, the next question is whether the organization has the right people—and enough of their time—to execute the project. A common misconception is that once a vendor is hired, they will handle everything. In reality, vendors typically focus on system configuration and deployment based on direction provided by the client. They do not redesign business processes, make policy decisions, or manage internal change. These responsibilities fall squarely on internal staff, who must have the capacity and skill to contribute effectively.

Assessing resource readiness involves more than reviewing titles and technical skills. You must consider each person’s role in the project, the complexity of their responsibilities, their availability beyond day-to-day tasks, and their ability to coordinate with others and make decisions. This is where principles from the EOS framework, such as the GWC model—Gets It, Wants It, Capacity to Do It—are useful. Roles like the Project Sponsor and Project Leader must be clearly defined. The sponsor provides strategic direction and high-level support, while the leader drives execution. Clarity in these roles prevents micromanagement on one hand and unsupervised decision-making on the other.

Additionally, we must evaluate the availability and skillsets of core project team members and subject matter experts (SMEs). Even if we aren’t yet assigning final roles, we need to understand if the internal team has the GWC to contribute meaningfully. If not, supplemental resources or backfill support should be considered—and budgeted for—as part of the overall project plan.

Now, let’s assess the financial impact. Is this a $5,000 initiative or a $500,000 investment? What is the estimated total cost of ownership? Will the organization realize a return on investment—and over what timeline? While exact numbers will be defined in the planning phase, the qualification stage should provide a credible cost range to support decision-making.

For projects with a clear need and timeline, such as replacing an end-of-life financial system, costs can often be estimated within a tighter margin. For less defined initiatives, like replacing a CRM system that still technically functions, more detailed financial analysis may be required before moving forward. This evaluation helps determine whether the project should proceed, be refined, or be deferred until more justification is available.

The final and most critical component of the qualification phase is executive commitment. Once the drivers, resource needs, and financial scope are outlined, leadership must decide: are we moving forward or not? Commitment means more than passive approval—it requires full alignment from leadership on the project’s importance, goals, and impact. If the decision is to proceed, executives must become advocates, reinforcing the project’s value across the organization and supporting the team throughout execution.

If the decision is to delay or not pursue the project, the risks and consequences must be acknowledged and accepted. For example, if the organization chooses not to upgrade the CRM system this year despite its limitations, there must be alignment on the trade-offs, such as limited reporting or inefficiencies that will persist in the short term.

To sum it up…

The qualification phase is essential to setting the stage for a successful project. It ensures that the business need is real, the team is ready, the budget is justified, and leadership is aligned. Rushing past this phase often leads to misaligned expectations, overwhelmed staff, and stalled initiatives.

Taking the time to thoroughly qualify a project provides clarity, reduces risk, and increases the likelihood of long-term success.

CLICK THIS IMAGE TO DOWNLOAD OUR FRAMEWORK