Issue link: https://info.corpedgroup.com/i/414837
Phase I: Initiation Pitfall Assumption: "I have been told everything I need to know in order to complete this project." The initiation phase is generally a clarifying phase. In this phase, it is important not to make faulty assumptions that will hurt the success of the project. For everyday project managers, the trouble often begins when one person initiates the project and they are then brought in to execute that project. The danger is jumping into the execution phase without clarification or planning; this often happens if the project manager assumes they have all the information and is already stressed by an overload of other work. However, by eliminating assumptions and understanding the importance of planning, a project manager can go from overwhelmed to in-control. So, at the onset of a project, do not assume any of the following: n I have all the information needed to begin the project. n The stakeholders have told me everything I need to know. n The stakeholders and I have the same understanding of the project. n I should not ask too many questions at the risk of looking stupid. n The constraints of time and resources have been set and are inflexible. n I cannot ask for more time, money or resources because I will not get them. n There is not enough time to ask questions and to do planning. Now that you have rid yourself of false assumptions, it is time to gather the necessary information from your stakeholders. Some project managers feel intimidated by this step because they think they should know what the stakeholders want in advance. However, gathering the right information so a project goes smoothly is very important and your stakeholders will respect that. List out the questions that need to be answered at the beginning of the project, draft an initial copy of the scope statement and then discuss it with your project sponsor so everyone is on the same page. Make the document simple, preferably something that takes 20 minutes or less to complete. Document answers to these questions in writing. Documentation will help you understand what you know, what you do not know and what you assumed. Also, keep in mind that everything is relative so scoping a project is usually proportionate to the size of the project; smaller project equal shorter scoping time, larger projects equal longer scoping times. Suggested Key Scope Questions: n Who – Who are our stakeholders? Who will use/buy the project? n What – What are we doing? What are our deliverables and requirements? What are the must-haves, nice-to-haves and must-not-haves? What are the constraints in relation to our time and resources? What constraints do I have to work within? n When – When it is due? How much flexibility is there with the deadline? n Where – Where will it happen? Within the US or internationally? n Why – What is the justification for the project beyond the "because I said so"? n How – How will success be defined? Please do not confuse a deliverable with success. 9