View source for Project initiation

'''Project initiation''' stage covers all preparatory and [[start-up]] activities of the [[project]]. This is where the [[planning]] [[process]] of the entire project begins. It aims to ensure that the project has a solid "baseline [[plan]]" so that all key decision makers understand exactly what is involved and to get their formal acceptance of the original project plan. This stage includes, among others: [[quality]] planning, establishing project control elements and establishing its [[documentation]] [[system]].

The "Project Initiation" process results in the "initiating document" of the project. It is used throughout the entire project. It helps ensure that the [[work]] done and products produced support the main [[objectives of the project]] and meet the [[customer]]'s [[needs]]. Such a document must always include:
* [[identification]] of benefits and risks along with the assessment of [[management]] proposals for identified [[risk]] areas
* providing a basis for the project on which the project initiating document can be prepared or prepared
* providing supporting [[information]] on the basis of which the [[steering committee]] will be able to confirm the initial validity of the project
* an incentive for the steering committee to understand the project and take responsibility for its success
* providing the steering committee with sufficient information to approve the entire project and formally commit resources to the next stage of management
* providing a baseline for all decisions made throughout the project
* initiation of the project in an orderly manner, establishing "norms" for the rest of the project
* monitoring progress in the process of project initiation against accepted plans.

This document is also used in the "Closing a Project" stage to assess project results in relation to [[acceptance criteria]].

During the "Project Initiation" stage, the "[[quality plan]]" of the project is created. It plays an important role in projects carried out in accordance with PRINCE2. The [[project quality]] plan should be built and adapted to the [[client]]'s and [[supplier]]'s own organizational quality standards. Once it has been created, you go to the "project planning". This [[action]] must be taken at the very beginning of the project. Requires a project manager presented the project in the long term. He does not [[need]] to know all the dangers threatening the venture, but he should try to show his future and plan his reserves. The next step is to clarify the business case. A preliminary assessment of this action must be accepted by the steering committee to develop a more detailed 'Project initiating document'. The business case of the project should be clearly defined, and after its approval review Page data and updated during the preparations for each stage of the management review. At this point, the risks associated with the project should also be identified. The business and risk justifications, if possible, should be considered together.

==Project control==
During the implementation of the "Project Initiation" phase, project control elements are gradually established. They are the key to the success of any project. They enable project control only to the degree of detail for which it was planned. These elements can be assigned to two categories:
# Control elements used by the steering committee:
#* The conference initiating the project and initiating the project,
#* Management stages,
#* Deviation reporting and deviation management - Extraordinary assessment,
#* Tolerances - for time and costs ; scope and quality; benefits and risks,
#* Reporting on important events,
#* Re-assessment of [[business justification]],
#* [[Risk estimation]], response to risk occurrence and [[risk management]]
#* Closing the project
# Control elements used by the project manager and team manager:
#* Checkpoints,
#* Quality reviews (informal),
#* Quality reviews (formal),
#* Daily [[communication]] and informal meetings.

A large amount of documentation is created during the creation of each project. It should be stored and collected in a secure manner. The PRINCE2 methodology does not impose a strictly defined way of collecting documentation. One of the most popular approaches is collecting documents in both electronic and physical form. All files with documentation should be archived at the [[end of the project]]. Successful initiation of a project can determine its success. The elements elaborated at this stage give a solid basis for further decision-making on proposed changes in the direction of action or [[resource]] [[investment]].

==Examples of Project initiation==
* '''Developing the [[project charter]]''': The project charter is a document that outlines the scope, objectives, and deliverables of the project. It also describes the roles and responsibilities of the [[project team]] and [[stakeholders]].
* '''Identifying team members''': This involves selecting the right people for the project and assigning them to the appropriate roles.
* '''Defining [[project scope]]''': The scope defines the boundaries of the project and serves as a reference for [[decision making]].
* '''Establishing project timeline''': This involves creating a timeline for the different phases of the project and setting milestones for each.
* '''Setting [[project budget]]''': This involves estimating the costs associated with each task and the overall project budget.
* '''Securing resources''': This includes securing any equipment, materials, or other resources necessary for the project.
* '''Creating a project plan''': This involves documenting the project in detail, including tasks, timelines, and deliverables.

==Advantages of Project initiation==
* Project initiation provides an opportunity to identify the project scope, objectives and success criteria. This helps to ensure that the project is well-defined and that everyone involved has a clear understanding of what is expected from them. 
* It allows for the establishment of an appropriate project team, which is essential to the [[success of the project]]. This helps to ensure that the project has the right people with the right skills in place to carry out the work. 
* It provides a platform for [[effective communication]] between all stakeholders, including project team members, vendors and customers. Having a plan in place helps to ensure that everyone is on the same page and that any misunderstandings or disputes can be resolved quickly and efficiently. 
* It allows for the identification and management of project risks. By taking the time to identify potential risks and create strategies to mitigate them, the project team can ensure that the project remains on track and on budget. 
* It provides an opportunity to define the project plan. This plan should include activities such as project scheduling, resource management, budgeting and tracking of progress. Having a plan in place helps to keep the project organized and on track.

==Limitations of Project initiation==
* The project initiation stage is limited in its ability to anticipate potential changes in scope, budget, and timeline. This can lead to an inaccurate baseline plan, which can cause delays and [[cost]] overruns.
* The project initiation stage is limited in its ability to identify and address potential risks that may arise during the life of the project. This can lead to unexpected problems and delays in the [[delivery of the project]].
* The project initiation stage is limited in its ability to identify and plan for the resources and personnel needed to successfully complete the project. This can lead to the [[lack of resources]], personnel, or expertise, which can [[compromise]] the successful [[completion of the project]].
* The project initiation stage is limited in its ability to obtain [[stakeholder]] buy-in and commitment. This can lead to a [[lack of support]] for the project and difficulty in obtaining the necessary resources.

==Other approaches related to Project initiation==
Project initiation stage covers variety of approaches which are necessary for successful project start-up and completion. These include:
* Defining the project scope - this includes outlining the project purpose and objectives, identifying stakeholders and defining the project deliverables.
* Establishing a project team - this involves determining the resources required to successfully complete the project, including the roles and responsibilities of each team member.
* Setting up project governance - this includes creating a [[project steering committee]] to ensure decisions are made in the best [[interest]] of the project, and establishing a communication plan to ensure effective communication between project stakeholders.
* Developing a project plan - this includes creating a timeline, budget, and resources plan to ensure the project is delivered on time and within budget.

In summary, project initiation stage requires a variety of approaches to ensure the successful start-up of the project, including defining the project scope, establishing a project team, setting up project governance, and developing a project plan.

{{infobox5|list1={{i5link|a=[[Preparation of project]]}} &mdash; {{i5link|a=[[Stages of project]]}} &mdash; {{i5link|a=[[Project steering committee]]}} &mdash; {{i5link|a=[[Project sponsor]]}} &mdash; {{i5link|a=[[Accountability and transparency]]}} &mdash; {{i5link|a=[[Process owner]]}} &mdash; {{i5link|a=[[Business justification]]}} &mdash; {{i5link|a=[[Aspects of project management]]}} &mdash; {{i5link|a=[[Importance of project management]]}} }}

==References==
* Kloppenborg, T. J., Tesch, D., Manolis, C., & Heitkamp, M. (2006). [http://www.ucipfg.com/Repositorio/GSPM/Cursos/SPOA_GSPM_02/1.pdf#page=18 An empirical investigation of the sponsor's role in project initiation]. [[Project management|Project Management]] Journal, 37(3), 16-25.
* Kloppenborg, T. J., Manolis, C., & Tesch, D. (2009). [https://www.jstor.org/stable/pdf/40604638.pdf?casa_token=4PS7wENLUXAAAAAA:dMYh7lNf3wPG64UEEQwg8eYCWdE0qaSUtvocDgxD9nVmKRsT5KGkXnPx-fEmlkNxldsTuEFJdmVpumI382Lvjsd0YA6w5z6X2pwRYjDuX_axXUAlXHaA Successful project sponsor behaviors during project initiation: an empirical investigation]. Journal of Managerial Issues, 140-159.
[[Category:Project management]]
[[pl:Inicjowanie Projektu]]