Project Initiation<\/span><\/b><\/p>\n This post is the second in a series of discussions regarding managerial challenges in current project management situations<\/b>.\u00a0 In this series, we focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses the starting point or initiation<\/b> of the<\/b> project<\/b>.\u00a0 This is a crucial challenge.<\/p>\n In a recent consulting assignment, M&M <\/b><\/a>encountered a highly respected client using a phrase that is something like \u201cBuilding the right project in the right manner.\u201d\u00a0 While this is paraphrased, the notion is clear.\u00a0 But, what could they mean \u201cBuilding the right project<\/span>\u2026?\u201d\u00a0 Why would an organization devote time and investment money to building the wrong project?\u00a0 The answer typically resides in the Project Initiation process.\u00a0 Inadequate attention and alignment regarding such items as the project objectives and scope of work [also known as the Project Scope Statement] can lead to a misguided start (and sadly sometimes, finish) of the wrong project.\u00a0 Project Initiation is the essential foundation.<\/p>\n <\/p>\n Authoritative information and guidance regarding project management comes from many sources.\u00a0 A few that may be obvious include:<\/p>\n In order to frame and organize this topic, we will use the PMI<\/a> Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK<\/a><\/i>\u00ae<\/sup> Guide)<\/i><\/a>.<\/i>\u00a0 Further, we will rely on PMI\u2019s <\/a>The Standard for Program Management<\/a>.<\/i><\/p>\n Many discussion groups and forums can be helpful.\u00a0 These include AACE<\/a>, PMI<\/a>, LinkedIn<\/a> and others.<\/p>\n PMBOK<\/i>\u00ae<\/sup> Guide<\/i> defines five process groups:<\/p>\n Our discussion will be organized along the structure of these process groups.\u00a0 Hence, the first discussion will focus on the Initiating Process Group.<\/p>\n Sources that are used in this post are:<\/p>\n The initiation process (getting started formally) requires two processes and deliverables\/outputs (see PMBOK<\/i>\u00ae <\/sup><\/a>and Kerzner<\/a>):<\/p>\n <\/p>\n Project Charter<\/span><\/b> – PMBOK<\/i>\u00ae <\/sup><\/a>presents a description of purpose of the project charter as follows:<\/p>\n \u201cThe project charter is the document that formally authorizes a project.\u00a0 The project charter provides the project manager with the authority to apply organizational resources to project activities.\u00a0 A project manager is identified and assigned as early in the project as is feasible.\u00a0 The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed.\u201d<\/p>\n Kerzner<\/a> elaborates on the charter content, which he indicates should include:<\/p>\n \u00a0<\/span><\/p>\n Preliminary Project Scope Statement<\/span><\/b> – PMBOK<\/i>\u00ae <\/sup><\/a>provides guidance regarding this process and deliverable\/work product:<\/p>\n \u201cThe project scope statement is the definition of the project \u2013 what needs to be accomplished.\u00a0 The Develop Project Scope Statement process addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the methods of acceptance and scope control.\u00a0 A project scope statement includes:\u201d<\/p>\n That said and the generic structure outlined, we move to some of the challenges that practitioners cite as troublesome and\/or problematic.<\/p>\n <\/p>\n The experience of McLaughlin and McLaughlin<\/b><\/a> includes the initiation<\/b> of large and complex projects<\/b>.\u00a0 Within these projects, M&M<\/b> <\/a>has found that time and patience applied during the project initiation (Project<\/span><\/b> Charter<\/span><\/b> and <\/b>Preliminary Project Scope Statement<\/span><\/b> processes and documentation) is essential and invaluable relevant to project success potential.\u00a0 Further, M&M<\/b><\/a> experience is that lack of robust Project Initiation can seriously degrade the project success potential.\u00a0 In this regard, the old saying about building your house on a solid foundation applies.<\/p>\n In one such example, M&M<\/strong><\/a> was called upon to provide program management services<\/b> in a large and complex ($400 million USD) worldwide program.\u00a0 A project facility had been identified and permitting \/ engineering of the facility was to begin.\u00a0 Some investigation into the basis for the program revealed that the facility definition lacked a robust business case justification.\u00a0 Requirements had not been developed based on analyses and related industry (and company) trends.\u00a0 Several months later, a solid basis for the facility requirements were developed and the program proceeded.\u00a0 The Project Initiation<\/b> was complete and the program had the requisite basis.<\/p>\n Let us all attempt to approach the practice or challenge of project management with the key knowledge, tools and lessons learned that are available.\u00a0 Setting a solid foundation in the issues as well as the process is essential and has long term (project duration) benefits.\u00a0 Happy reading and good luck in your project management challenges<\/b> and endeavors\u2026<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/b><\/a> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/b><\/a> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/b><\/a> is for the convenience of blog visitors and M&M<\/a><\/b> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/b><\/a> services, please see\u00a0<\/i>www.McLaughlinandMcLaughlin.com<\/i><\/b><\/a>.<\/i><\/p>\n Project Initiation This post is the second in a series of discussions regarding managerial challenges in current project management situations.\u00a0 In this series, we focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses the starting point or initiation of the project.\u00a0 This is a crucial challenge. In a recent consulting […]<\/p>\n","protected":false},"author":2,"featured_media":1244,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[9,49,16,3,8],"tags":[162,204,97,205,127,126,120,118,117,81,64,116,101,258,119,181],"jetpack_featured_media_url":"https:\/\/projectprofessionals.org\/wp-content\/uploads\/2012\/12\/Start-of-a-Race..jpg","_links":{"self":[{"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1243"}],"collection":[{"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=1243"}],"version-history":[{"count":4,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1243\/revisions"}],"predecessor-version":[{"id":1314,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1243\/revisions\/1314"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/1244"}],"wp:attachment":[{"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=1243"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=1243"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=1243"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
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