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Additional PM Information
Project Initiation Processes

"An executive is a person who always decides; sometimes he decides correctly, but he always decides"
John H. Patterson

PMP Module 4 (see also Integration Management

These notes are supplementary information that expand on the core information contained in Mosaic's PMP Exam Prep courses. Whilst not central the the PMP exam requirements the materials are intended to add value to our course notes and increase the overall richness of the materials as a project management reference resource.

Organisational Governance
   
Defining as accurately as possible 'what' the project has to deliver is a critical step towards a successful outcome! It goes without saying the 'what' should be aligned with and contribute to the strategic objectives of the organisation. This aspect of governance is closely aligned with portfolio management [WP1017 discusses portfolio management] and is assisted by an effective project classification system [WP1072 discusses the sizing and catagorisation of project].  
 
The two key questions that need to be answered before initiating a project are 'can we do it?' and 'should we do it?'. If there is any doubt about the first question a feasibility study is required, WP1027 outlines the processes involved in undertaking a Feasibility Study. The question 'should we do it' is answered by the Business Case.
 
Project governance is a sub-set of the overall governance processes of the organisation. The purpose of governance is to 'to align as nearly as possible the interests of individuals, organisations and society'; this is a much higher order of objective than merely enforcing processes and procedures. WP1033 discusses how processes and procedures contribute to effective governance at the organisational level (and how they can obstruct good governance); WP1073 looks at project governance and WP1084 discusses governance systems.  Three of our published papers canvass the overall issue of effective project governance:

- Paper: Effective Project Governance – A Cultural Sea Change!
- Paper: Effective Project Governance – The Tools for Success
- Paper: Effective Project Governance – Linking PMI’s Standards to Project Governance
 
The person responsible for all aspects of project or program governance from the business case through to the final delivery of value to the organisation is the 'Project Sponsor', or 'Senior Responsible Owner'. WP1031 Project Sponsorship outlines this critical role.
   

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Benefits Realisation & Value
 

WP1018 Developing a Business Case, describes the purpose of the business case, the business case should define the value the project will create if successful, to justify its cost. However, the project manager cannot be held directly responsible for delivering value to the organisation, WP1023 describes the relationship between outputs, outcomes, benefits and value (see also value creation and success below). WP1042 defines the interrelationship between Goals and Objectives and how these interlink with the value creation chain.
 
- Blog (Mar 2009): When does a project start and end?  

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Value Creation and Success
 
Projects are a key part of an organisations value delivery chain. Delivering a successful project and creating value are aligned but not synonymous.
 
- Blog (Nov 2008): Achieving Real Project Success
Blog (Nov 2008): Value is in the eye of the stakeholder
- Blog (Nov 2008): PMI Proves the Value of Project Management
- Blog (Nov 2008): PMI Proves the Value of Project Management (2)
   

The challenge for project and program managers is that most of the benefits are realised by the organisation after the project is closed. An emerging technique that helps align project and program work with the realisation of value by the organisation is BRM - Benefits Realisation Management.

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Initiating the Project
 
This topic includes defining the Project Boundaries, Authority levels and creating the Project Charter.
The purpose of the Project Charter are defined in WP1019.
 
WP1005 - Project Definition outlines the processes needed to define the work of the project and WP1071 outlines the steps needed to define the user's requirements; these are integral with the development of a meaningful Charter. Once the project has been Chartered, the next step is developing a strategy for the delivery of the project, WP1038 discusses strategy and WP1039 the closely aligned work of 'project planning'.    
 
Project Statement of Work (SOW): The various types of scope documentation including SOW, Scope statements and specifications are defined in WP1070.  
 
The critical role of the Project Sponsor in providing active support and guidance to the project is recognised by PMI and is the subject of our Successful Project Sponsorship - The critical role of the Senior Responsible Owner workshop [view course details].
 
- Blog (Mar. 2009): When does a project start and end?  

- Paper: The Project Start-Up Conundrum   

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Assumptions and Constraints
   

Add topic details.....................

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Organisational Process Assets
 

Organisational Process Assets (OPAs) are the artifacts and information the organisation has acquired that you may, or should, use to assist in the successfully deliver the project. The differences between OPAs and Enterprise Environment Factors (EEFs) are discussed in WP 1026.
   
One of the key OPAs should be an effective set of processes incorproated into a methodology. WP1046 discusses process improvement, methodologies are discussed in WP1045.
   

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