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When a project fails, chances are it's not because of execution -- it's because of bad planning. One survey found that 75% of business and IT professionals felt that their projects were often doomed from the beginning.
If your project does not have a solid foundation, it has no chance of success -- and even if it did succeed, you would have no way of knowing.
That's where project initiation comes in. This vital first step in the life of the project lays the groundwork for the execution. Without it, you won't know what you're trying to achieve, what it will take to be successful, and who has what responsibilities.
Let's explore how you can make sure you get it right the first time.
Project initiation is the first phase in any project life cycle. It's where you define the project scope and goals, and where you figure out logistically how it's going to get accomplished.
During this phase -- which will inform all future project phases -- you'll assemble a team and conduct a feasibility study. You might also draw up a business case to justify the project, or compose a project charter to lay out some of the initial details.
This might be the most important part of the project, because if you haven't laid out a good purpose for the project and you haven't determined the basics on how it's going to get accomplished, you're going to run into trouble down the road when it's too late to easily change course.
It’s easy to spend too much time in the project initiation phase, so it’s important you don’t get bogged down with planning at the expense of execution. Here are five simple steps you should take during this phase that will keep it as short as possible while ensuring you cover all the bases.
Before you even begin to dive deep into this phase, you need to draw up a business case and project plan outline. This is the justification for the project's existence, and an explanation of what success will look like in specific terms.
It's important not to go overboard here. You just want a brief document that spells out some basics that anyone could understand on why this project is necessary.
But exactly how will the business case be laid out? It's up to you, but it might be good to start with a brief description of the project, a list of possible benefits, a basic estimate on funding and manpower needed, and a basic project schedule or next steps.
Sometimes, a basic business case won’t be quite enough. If you need to go further than that, a project charter, scope of work, or even a full statement of work will lay out what you plan to accomplish in more detail.
A stakeholder is someone who either has influence over your project, will be impacted by your project, or both. Stakeholders can include a wide range of individuals, and it's important that you identify all of them before beginning a project.
Some obvious stakeholders include the project manager and the president of the organization. Then there are less-obvious stakeholders that you may not think of as being involved in the project but actually are.
Examples might include the local government if you're doing a construction project, since it will expect you to abide by permits and regulations and can shut you down if you don't. Or if you're a retailer, it might be a supplier who you will rely on to provide goods that you will use to complete the project.
Now that you've laid out the purpose of the project and identified stakeholders, it's time to figure out whether the project is even feasible. It's important not to skip this step because discovering that the project can't succeed on a fundamental level is not something you want to find out midway through.
A feasibility study will answer vital questions about funding, the market, the organization of the project, logistics, the risk breakdown structure, and other things that will help you determine whether this project should even be attempted.
Once this study is complete, you should get together with stakeholders to go over the conclusions of the study and to determine whether it’s wise to proceed to the next step.
If the project has passed the first three steps with flying colors, it's safe to proceed to step four, which will involve putting a plan in place.
You'll need to prepare a detailed, line-item project budget that captures every single expenditure you expect to make over the course of the project.
Once that's in place, you'll need to draw up a timeline that describes when you will hit certain milestones and deliverables. You should also be assigning stakeholders to each milestone, so everyone knows their responsibilities at each stage of the project.
Then, schedule a kickoff meeting to go over the project and assign responsibilities.
When you finish project initiation, you’re not really finished; you’re going to need to do a review. And it's important to conduct a review both before you start the project, as well as after the project is completed.
A review before the project starts will help you determine if you made any mistakes or faulty assumptions when you laid out the project plan.
A good idea is to have a final meeting before the project begins to make sure everyone understands the plan and to see if there are any questions or concerns about anything.
After the project is over, you should compare your original plan to the final results of the project with the help of project documentation. This will help you do a better job of executing the initiation steps on the next project you take on.
If you’re not sure where to start, software can help. The Ascent has reviewed a number of effective project management software platforms that can assist you with the initiation phase as well as the management of all other phases in a project.
These platforms offer project management tools that you won’t be able to replicate on your own.
You should choose a few software options to try out and then give them a test drive. Doing so will help you figure out which one best meets your style of management, and ensure that they have the tools you need to draw up a proper project plan.
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