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Best Practices for Your Project Management Initiation Phase

Each project is unique in its purpose, and its challenges. So to improve the way the project is managed, we break it into a phase, also known as the project management phase. This makes it easier for the team to evaluate and, if necessary, improve courses in the project scope – sometimes even rotate from the original plan.

Guidelines for project management, official knowledge agencies recognize five phases of project management or process groups. This is: initiating, planning, executing, controlling, and closing. And together they form all project management cycles.

For this article, we overcome the best practices for the first step in the life cycle: the project initiation phase.

What phase of project management initiation?

Because the initiation phase can mean various things in different organizations, a simple way to separate it from the rest of the project life cycle is this: it all happens before the project is approved, and before detailed planning begins.

Usually the initiation phase is a project sponsorship, together with the project manager, clarifying three main things: project objectives, scope, constraints. Then, they prepared the project charter. Before the complete project planning phase begins, stakeholders approve this charter, and then the schedule and budget are placed in more detail.

Best Practices for Project Management Initiation Phase

Know why the project exists

This might sound philosophical, but basic info that must be clear before the work is done. You must be able to answer these three questions:

What is the purpose of this project?

Why now?

What business benefits will be given to us?

Depending on whether the project is something that has been done before, you may or may not have a business case developed for the project. This is the time to make it if it doesn’t exist. Business casts will help clarify the reasons behind the project and have to answer the three questions above.

Define main stakeholders earlier

Many projects begin with fuzzy ideas about who is the main stakeholder. Their complete list of affected projects can come later, but in the initiation phase it is very important to define and approve the main stakeholders; They are people whose decisions will greatly affect the project on their life cycle. Include the owner of the business process and the main executive manager, as well as other big decision makers.

A good tool for use for this process is the rasci graph (matrix assignment of alias responsibilities), which are responsible details (those who do work), are responsible (one person who ensures the work is done), signs (those who will approve jobs) , consult (those whose inputs are needed to complete work), and are informed (those who receive status updates on the work).

Document stakeholder commitment

Ask the project manager and they might say stakeholder involvement is always a challenge. This is why you need to document and make them sign on all their commitments. Think of it as a contract that defines the role of stakeholders in the project. This commitment is formally included in the project charter they will sign at the end of the phase.

Some commitments usually include how many stakeholders are needed to make decisions or form quorums, and how long they can be intentional before the decision must be achieved.

Complete the Project Management Initiation Phase Checklist

Make your project charter

Many only see project charters (or project plans) as a step where you fill out the template with basic project information – but it’s more than that. The project charter describes the initial vision that project sponsors and project managers have projects. This will guide work throughout the Project Management Life Cycle and any changes to it need to go through a thorough approval process. Therefore it is very important that the charter is made carefully with as much clarity and details as possible.

Including the project scope

Perhaps the most important part of the project charter will be the project scope – this is where the limits are right around what the project is and it is unclear. During the initiation phase, the scope will be discussed and the points are negotiated until all the main stakeholders see their goals fulfilled. The last scope is then documented in the project charter and signed by the main stakeholders.

Other items that must be borne by the Project Charter:

Productive: This is a work product, sent on the specified date, and in a state that has been agreed upon by stakeholders.

Need business: Business cases define high-level benefits of the project and cost.

Constraints: This is the limitations of your project, including: costs, human resources, time limits, quality, and potential ROI.

Assumption: Confidence about what you predicted will be true in the future.

Risk: This is an unexpected event that can affect people, processes, technology, and resources involved in a project. It has the potential to agree or delay the project from its settlement.

How do you start determining how you end

The essence of all this is: How you start your project will greatly determine the success or failure of your project. Checking everything in the project management checklist allows you to present the vision of the project to those who will approve jobs, and clarify the scope of the upcoming work. Simply put, the initiation phase – and especially the project charter – open the way for the success of your project. Don’t start the project without one.

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