How to Start a Project?

By Zulk Shamsuddin

You have been assigned to manage a project but have no clue how and where to begin. It sounds like an opportunity but it can also turn out to be a disaster if you do not possess the knowledge and skills.
You must have come across a book called The Project Management Body of Knowledge which is most commonly called PMBOK. PMBOK is about processes, tools, and techniques to manage a project. It does not talk about the art and science of executing a project from the initial phase to the end of the project life cycle. PMBOK introduces you to a bunch of processes that you may use in managing a project, initiation processes for the project initiation phase, planning group of processes that you may apply during the planning phase, and the list goes on. After reading the PMBOK guide, you still have no idea where to begin. If you do not have the time then what you need is a book that will provide a birds-eye view and content that is sufficient enough to assist you in kicking off a project. Get this book now and begin to kick off a project like a pro.

• Language: English
• Publisher: Lulu.com
• Release date: Oct 16, 2016
• ISBN: 9781365465192

Book preview

Copyright © 2020 Zulk Shamsuddin, PhD / GAFM ACADEMY

All rights reserved.

ISBN: 978-1-365-46519-2

INTRODUCTION

You have been assigned to manage a project but have no clue how and where to begin. It sounds like an opportunity but it can also turn out to be a disaster if you do not possess the knowledge and skills.

You must have come across a book called The Project Management Body of Knowledge which is most commonly called PMBOK. PMBOK is about processes, tools, and techniques to manage a project. It does not talk about the art and science of executing a project from the initial phase to the end of the project life cycle. PMBOK introduces you to a bunch of processes that you may use in managing a project, initiation processes for the project initiation phase, planning group of processes that you may apply during the planning phase, and the list goes on. After reading the PMBOK guide, you still have no idea where to begin. If you do not have the time then what you need is a book that will provide a birds-eye view and content that is sufficient enough to assist you in kicking off a project.  Get this book now and begin to kick off a project like a pro.

Starting a project involves a 7-step process.

Step #1: Initiating the Project

Step #2: Defining Project Scope

Step #3: Developing the Project Schedule

Step #4: Define Quality Requirements

Step #5: Developing the Project Budget

Step #6: Identify Project Risk

Step #7: Develop Project Plan

The above steps in starting a project are available in a slides’ presentation format that provides the best learning experience.

There are five phases of a project management life cycle. The Project Initiation phase as the name suggests is the first phase that kicks off a project. The Project Planning phase will start only after approval has been obtained from the Project Sponsor to proceed with the implementation of the project. The Project Execution phase will be carried out only after the project sponsor is satisfied with the planning work performed during the project planning phase. The Project Execution phase deals with the execution of the various tasks undertaken by the project team based upon the detailed scope of work defined in the planning phase. The Project Monitoring and Control phase run in parallel with the Project Execution phase that deals with the management and control of the cost, scope, schedule, risk, and quality affecting the project. The Project Closeout phase deals with the tasks to close the project after all project deliverables have been delivered and accepted by the Customer.

The purpose of initiating a project is to get the project off to the best start, by talking to relevant stakeholders and gathering the right information to start planning the project in more detail.  The project initiation process will allow the Project Sponsor to decide whether or not the project should continue to the planning stage, based on the forecasted benefits and whether or not it is aligned with the corporate or program strategy.

Development of the Project Charter is a pivotal starting point for the project, establishing the project definition that will serve as the foundation for all future efforts. The completion of this process is marked by the project kick-off meeting, in which the Project Manager presents the Project Charter to the project team in the presence of the Project Sponsor.  We shall discuss the details of the Project Charter in the following chapter.

Information related to the project including the Project Charter needs to be stored in a central database that is accessible by all members of the project team. This is the project repository with version control software to keep track of the latest copies of documentation including application source codes, change requests, project management plans, project reporting, and other relevant project communications.

To initiate a project, you will need to define the project scope of work (SOW).  SOW involves defining the overall parameters of a project and establishing the appropriate project management and quality environment required to complete the project.

A high-level project schedule will be developed based upon the requirements defined in SOW as a preliminary roadmap to more detailed planning later. This high-level project schedule will be refined over time and will serve as the primary source of information regarding project status and progress. An accurate, realistic, and complete schedule, rigorously maintained, is essential to the success of a project.

Successful projects begin with a detailed project definition that is understood and accepted by Stakeholders. Putting everything down in writing helps ensure a commitment among Project Team members and between the team and the project Stakeholders. As part of Project Initiation, an initial Project Plan is developed which includes preliminary project budget, scope, schedule, and quality (CSSQ), and list of project risks. These documents, once approved, ensure a consistent understanding of the project, help to set expectations and identify resources necessary to move the project to the next level of detailed planning. Potential problems are identified so that they can be addressed early in the project.

Sponsorship of the project must be confirmed during the Project Initiation phase. Having a Project Sponsor, and securing approval early in the project management lifecycle helps to ensure a commitment to the project.

After obtaining a formal project approval from the management, the project is assigned to a Project Manager whose first responsibility is to initiate the project. The Project Manager who is the primary individual in the project team must work to ensure that the Customer’s expectations and all available project information are effectively conveyed to the Project Team. This can be done collaboratively with the Customer’s management team.

IDENTIFY PROJECT STAKEHOLDERS

Project Stakeholders

Internal stakeholders include all the people that are in any way affected by the new product or service within the customer organization. This may include the project team, the customer organization management, customers who will be affected by the change in customer work practices due to the new product or service. External stakeholders include all the people outside the customer organization that are in any way affected by the new product or service.

Project Sponsor

First and most important, if a Project Sponsor has not been identified, the Project Manager must work with the customer management team to identify and formally appoint someone to that position. This is because the Project Sponsor will champion the project within the customer organization, secure spending authority, and resources, and provide support to the Project Manager, he/she must be identified as early in the project as possible. Building the relationship between the Project Manager and the Project Sponsor is critical to project success.

The Project Sponsor is a someone with demonstrable interest in the outcome of the project who is responsible for securing spending authority and resources for the project. Ideally, the project sponsor should be the highest-ranking manager possible, in proportion to the project size and scope. The project sponsor initiates the project proposal process, champions the project in the customer organization, and is the ultimate decision-maker for the project. The project sponsor provides support for the project manager, approves major deliverables, and signs off on approvals to proceed to each succeeding project phase. The project sponsor may elect to delegate any of the above responsibilities to other personnel either on or outside the project team.

The project sponsor has ultimate accountability and responsibility for the project and is a member of the steering committee, usually the committee chair (sometimes referred to as project owner). The sponsor oversees the business management and project management issues that arise outside the formal business of the steering committee. The sponsor also lends support, by advocacy, at senior levels, and ensures that the necessary resources (both financial and human) are available to the project.

The corporate client and project sponsor may be the same person for some projects. The project sponsor is ultimately responsible for ensuring that project benefits are secured before formally closing the project. The project

Reviews for How to Start a Project?

[Amanda Sofea Binti Zulkhernain · Rating: 5 out of 5 stars]

A must-read for anyone who needs to get involved in a project. A step-by-step guide to initiating a project. Well structured. Highly recommended.