MODULE IV Project Initiation Objectives

1. MODULE IVProject InitiationObjectives In this module you will learn: Chapter 1Best practices for initiating a project Chapter 2How to develop a project Charter Chapter 3How to identify Project Stakeholders

2. MODULE IVProject InitiationChapter 1 – Best Practice Activities Assign a Project Manager This sounds like a ‘no brainer’. If we are ready to start a project, we need a Project Manager to lead it. However, quite often the Project Manager is not assigned until later in the project. Keep in mind that ‘best practice’ calls for the Project Manager to start on the project when the project starts. We will assume this is case for ease of instruction.

3. MODULE IVProject InitiationChapter 1 – Best Practice Activities Collect and Review Historical Data The Project Manager needs to understand the environment in which the project has been selected, will be developed, and eventually used to fulfill specific objectives. To better understand this environment, the Project Manager should collect and review the organization’s: Business Case for the project Existing business processes (manual and automated) Existing systems Procedures, rules, and guidelines Overall ‘corporate culture’

4. MODULE IVProject InitiationChapter 1 – Best Practice Activities Collect and Review Historical Data A Project Manager should know why the project was selected. Reviewing the Business Case helps the Project Manager better understand the selection. In addition, reviewing previous projects can improve the process of project management. Historical information from such projects can include: Lessons Learned Identified Risks Estimates Project Plans Correspondence

5. MODULE IVProject InitiationChapter 1 – Best Practice Activities Discover Initial Requirements and Risks One of the first things a Project Manager should do when assigned a project is to determine the initial requirements of the project and obvious risks associated with the project. During the Planning Process many people will be rolling up their sleeves to collect and identify the detailed requirements and risks associated with the project. But here, during the Initiation Process, it is the Project manager who is doing a high level assessment of the project’s requirements and possible risks.

6. MODULE IVProject InitiationChapter 1 – Best Practice Activities Discover Initial Requirements and Risks This activity is needed as it is the basis for the next two (2) Best Practices Activities: Discover Initial Requirements and Risks Divide a Large Project into Sub Projects or Phases Create Measureable Objectives

7. MODULE IVProject InitiationChapter 1 – Best Practice Activities Divide a Large project into Sub Projects or Phases There are times when the scope and breadth of a project is so large that it is better to divide it into multiple parts. The reason for doing so can be any one or more of the following: Ease of project management (multiple Project Managers would be used) Project funding is contingent upon the successful delivery of certain Deliverables The project spans multiple functional areas and multiple areas of responsibility

8. MODULE IVProject InitiationChapter 1 – Best Practice Activities Create Measureable Objectives An ‘objective’ can be defined as: Something that is intended to be attained or accomplished A project’s objectives are the reasons why we are doing the project. They need to be measureable, i.e., there is some way of knowing whether or not they were accomplished. A project cannot be considered complete until its objectives have been met. Project Objectives are initially determined during the Project Initiation Process and later refined during the Planning Process.

9. MODULE IVProject InitiationChapter 2 – Develop Project Charter Project Charter A written document giving a high level description of a project which at aminimum lists a project’s: Name Purpose Initial Objectives High Level Deliverables High Level Plan Schedule Rough Order of Magnitude (ROM) Budget Estimate Name and title of person(s) authorizing the project

10. MODULE IVProject InitiationChapter 2 – Develop Project Charter Project Charter Other elements which may appear in a Project Charter are a project’s: Organization and Approach Business Case Potential High Level Risks Change Strategy Relationship to an Organization’s Strategic Plan Basis for Selection Constraints Assumptions Dependencies Terms and Abbreviations Assignment of a Project Manager and his/her Authority Level

11. MODULE IVProject InitiationChapter 2 – Develop Project Charter Project Charter All organizations are free to ‘pick and choose’ what ‘best practices’ and formats they wish to follow in their usage of a project management process. This is very evident in the development of a Project Charter. Examples: What is included in a project Charter and what is not Many organizations look at the Business Case and the Project Charter as one document The Project Charter may or may not be written by the Project Manager The Project Charter is not issued by the Project Requestor or the Project Sponsor, but rather by the Project Manager after receiving approval from the project Sponsor(s) Benefits associated with a project may be found in either the Business Case or the Project Charter

12. MODULE IVProject InitiationChapter 2 – Develop Project Charter Let’s Look at an Example

13. MODULE IVProject InitiationChapter 2 – Develop Project Charter Work Book Time

14. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Let’s revisit the definition of Stakeholder: A Stakeholder is a person or a group of people who has one or more of the following characteristics: Has a vested interest in the proper execution and completion of a project, i.e., a project may positively or negatively affect them in some capacity May influence the content and management of a project

15. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders How to Identify The Project Manager with the assistance of ‘others’ can identify all project Stakeholders by reviewing the following: Project Charter Third Party project involvement Contractors Suppliers / Vendors Labor Unions Government agencies Organizational structure (administrative and functional) Subject Matter Experts (SMEs) aligned with the project Stakeholders identified in previous projects

16. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders What To Do Once the Stakeholders have been identified, the Project Manager with the assistance of ‘others’ determines Stakeholder: Requirements Expectations Interest Level of Influence Method of Communication

17. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Stakeholder Register A Stakeholder Register may be created to record the identified list of Stakeholders and their associated project information. It could look something like:

18. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Stakeholder Register

19. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Stakeholder Register vs. Communications Plan Not all Project Managers create and use a Stakeholder Register. Why not? All the information contained on a Stakeholder Register is input to the creation of a Communications Plan which is a process found in the Planning Process Group. So rather than creating two documents (Stakeholder Register and a Communications Plan), many Project Manager create a Communications Plan during Project Initiation and later ‘tweak’ it during Project Planning (never using the term Stakeholder Register).

20. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Stakeholder Register Work Book Time

21. MODULE IVProject InitiationChapter 3 – Identify Project Stakeholders Quiz Time