Starting up and initiating a project

During this stage of a project we need to define:

• What - is to be achieved
• Who - are the key stake holders in delivering a successful project
• How -  the project will be governed and controlled
• When - outline the key dates for the project.

• Permission to proceed with project has been given in writing
• Project Manager has been assigned.

The following requirements are the agreed minimum steps to be completed during this stage:

• Has the project manager received a business case from the project executive, (at least a one page business case template), identifying the project's subject matter and the project board?
• Are the; details of the work to be done, how it is to be approached and the customers acceptance criteria clear to the project manager ie. has the project manager arranged a workshop scoping session to agree the above?
• Does the project plan contain a checklist of key deliverables, milestone dates and expected delivery dates?
• Has the project board formally approved the PID and e-mailed the project manager with formal authorisation to proceed as planned?
• Has a Quickplace Folder been established for the project?

Things that may also be considered during this stage, but which will be essential requirements if the project is large scale:

• Have the project board and the project manager received training in the principles of project management and PRINCE2 Lite training for their project board role(s)?, If not, then line managers should make enquires  with CR&OD for principles of project management training.  Once complete please contact ICT who can organise training for PRINCE2 Lite.
• Has each member of the project board and the project manager read and understood the standard ICT role descriptions for their respective role(s)?
• Has the business case, providing the justification for the project, been documented in the PID?
• Has an investment appraisal or cost benefit analysis been documented in the business case?
• Has a project filing system (ie.Quickplace) been created?
• Has an activity code been added to the Eureka Time Recording System for the project?
• Have major project risks been identified, assessed for probability, impact and documented in the PID.
• Has Project Initiation been formally documented using the standard ICT PID template, in a Word or e-mail format, to the project board?
• Are project constraints such as any time, budget or scope constraints been documented in the PID?
• Are project tolerance levels, (within which the project manager can work without board consultation), such as time, budget and quality documented in the PID?
• Are highlight reports, their format and frequency documented in the PID?
• Are the  customers' project acceptance criteria documented in the PID?
• Are the business case benefits documented in terms that can be measured in a post project review?
• Is the project organisation documented in the PID?
• Does the PID contain a project plan?
• Does the project plan contain planning assumptions including allowances for skills availability, annual leave, etc?
• Did you involve the project team managers and members when producing the project documentation?
• Does the project plan include project management activities i.e activities to create and maintain the project documents such as Highlight Reports and Plans?