Overview
This post contains tools in the form of Worksheets, guidelines, and Checklists to help you complete each of the actions that you identified as important in previous posts. While you won’t need to use every tool for every project, you are likely to find that these tools contain valuable solutions to most of your typical project problems.
Action tools related to Initiating Phase:
- Obtain project Authorization
- Obtain authorization for the Phase
Demonstrate project need and Feasibility
Decide whether you have enough information to prove to the sponsor that the project is needed and feasible.
Desired Output
A document confirming that there is a need for the project deliverables; this would include broad descriptions of the following items:
· The project goal and/or underlying concepts
· The deliverables
· By what means the deliverables might be created
· The costs of creating and implementing the deliverables
· A list of the sponsors and stakeholders
· In what ways the sponsors and stakeholders are prepared to support the project
Evaluate your project documentation to date by asking yourself each of these questions. Check Yes for those questions that you have answered adequately. If you check No, review the follow-up suggestion and figure out what to do next.
Q1. Have I defined the project goal clearly, in terms that the sponsor/customer can
understand ? [Yes] [No]
Follow-up: If not , redefine the goal statement and have it checked by someone who “thinks like the sponsored”
Q2. Is the sponsor financially and organizationally able to provide all needed support?
[Yes] [No]
Follow-up: If not , who is the real sponsor involved?
Q3. Have I expressed the core project concept clearly and succinctly? [Yes][No]
Follow-up: If not, redefine the core project description and have it checked by
someone who thinks like the sponsor.
Q4. Does a market analysis or needs analysis show a bona fide need for the product of
the Project? [Yes][No]
Follow-up: If not, consider abandoning the project or conducting an appropriate
analysis that proves project need.
Q5. Have we clearly expressed the costs and benefits of the project? [Yes][No]
Follow-up: If not restate the description of costs and benefits and have it checked by
someone who thinks like the sponsor.
Q6. Have I consulted all project stakeholders to obtain their opinions about the need and
feasibility? [Yes][No]
Follow-up: If not, identify missing stakeholders and review the need/feasibility with
them, asking for feedback.
Q7. Have we defined a project strategy in enough details to enable the sponsors to really
understand what they’re getting into? [Yes][No]
Follow-up: If not, restate the project strategy and have it checked by someone who thinks
like the sponsor.
Q8. Have I assembled the results of my research into a well-written document and/or
presentation? [Yes][No]
Follow-up: If not, create your and/or presentation and have it checked by someone who thinks like a sponsor.
Q9. Have I Identified an appropriate audience and scheduled a time, place, and date for
presenting my project proposal? [Yes][No]
Follow-up: If not , discuss these items with your supervisor and figure out what to do next.
Q10. Have I rehearsed the presentation, including my answer to potentially controversial
questions? [Yes][No]
Follow-up: If not, plan and conduct such a rehearsal.
Obtain project Authorization
Assignment
Obtain suitable authorization from the sponsor to begin the project.
Desired Outputs
1. A “Go/No go” decision is made by the sponsor. If “No go” all planning typically stops, if “Go” the next items apply.
2. A project manager is identified and assigned
3. A “project charter” is created that:
a. Formally recognizes the existence of the project
b. Is supported by a manager external to the project and at a high enough organizational level so that he or she can support project needs.
c. Authorizes the project manager to apply organizational resources (people, equipment, materials) to project activities.
This worksheet will help you figure out whether you have been fully authorized to continue with the project you proposed. Assuming that you have been given some form of approval to begin the project, evaluate that approval to determine if it provides you with authority you need in order to do the job.
Q1. Has the project been formally recognized as a project by one or more sponsors?
[Yes][No]
Follow-up: if not, find out why and discuss what to do next with your supervisor or
the potential sponsor.
Q2. Has news of the project been widely circulated in written form? [Yes][No]
Follow-up: if not, find out why and figure out what to do next.
Q3: Has project authorization been issued by a manager eternal to the project and at a
high enough organizational level to help meet project needs? [Yes] [No]
Follow-up: if not, identify an appropriate sponsoring manager and figure out how
you can get his or her authorization.
Q4. Has the project manager been identified? [Yes][No]
Follow-up:If not, find out who should appoint the project manager and what steps
are needed to get the project manager officially on board.
Q5. Is the project manager authorized to apply organizational resources to project
activities?
Follow-up: If the project manager has not been formally authorized, then ask the
sponsor by whose authority project resources will be applied.
Q6. Has the project manager been given the green light to move on to the next project
phase? [Yes][No]
Follow-up: If not, decide what conditions need to be met to get authorization, and
begin to meet them
Q7. Has a project charter been created and approved by appropriate decision makers?
[Yes][No]
Follow-up: If not, create one and get it approved
Note
If the project isn’t authorized. You probably should not be expending resources working on it.
Obtain authorization for the Phase
Need for authorization to begin each phase will depend on the type of project and the organizations involved. Initial approval of the entire project may be enough to initiate authorization of each project phase automatically.
Assignment
Obtain suitable authorization from the sponsor to begin a particular project phase.
Desired Outputs
- A “Go/ No go” decision is made by the sponsor concerning whether the project manager will be authorized to apply organizational resources to the activities of a particular phase
- If “no go” all work typically stops.
- If “Go” continue with the next items
- Written approval for the phase does the following:
- Formally recognizes the existence of the phase
- Is supported by a manager external to the project and at a high enough organizational level so that he or she can support the needs of the phase
- Authorizes the project manager to apply organization resources to activities of the phase.
