ACTIONS INVOLVED IN PROJECT INITIATING

SELECT PROJECT MANAGER DETERMINE AUTHORITY OF PROJECT MANAGER COLLECT HISTORICAL INFORMATION DIVIDE LARGE PROJECTS INTO PHASES IDENTIFY STAKEHOLDERS, THEIR INFLUENCES AND THEIR RISK TOLERENCE DETERMINE HIGH-LEVEL REQUIREMENT, CONSTRAINTS, ASSUMPTIONS AND RISK TURN HIGH LEVEL STAKHOLDER NEEDS, WANTS AND EXPECTATIONS IN TO REQUIREMENTS MAKE SURE BUSINESS CASE AND ANALYSIS SUPPORTING THE NEED FOR THE PROJECT IS DOCUMENTED AND UNDERSTOOD ENSURE PRODUCT SCOPE IS FINAL AS PRACTICAL UNDERSTAND HOW THE PROJECT SUPPORTS THE ORGANIZATION STRAGETIC OBJECTIVE DETERMINE MEASUREABLE PROJECT AND PRODUCT OBJECTIVES FACILITATE THE RESOLUTION OF CONFLICTING OBJECTIVES BECOME FAMILIAR WITH COMPANY CULTURE AND STRUCTURE AS IT RELATES TO THE PROJECT FIND EXISTING PROCESSES, STANDARDS, AND COMPLIANCE REQUIREMENTS THAT AFFECT THE PROJECT UNDERSTAND HOW THE ORGANIZATION DOES BUSINESS AND WHAT PROCEDURES AND POLICIES ARE ALREADY IN PLACE TO USE ON THE PROJECT DO PLANNING USING THE PROJECT PLANNING PROCESS ON HIGH LEVEL BASIS PERFORM HIGH LEVEL ESTIMATING FOR THE PROJECT SCHEDULE AND BUDGET DETERMINE WHETER THE PRODUCT CAN BE ACHIEVED WITHIN THE GIVEN CONSTRAINTS DETERMINE WHAT FORM THE PROJECT CHARTER WILL TAKE, INCLUDE THE LENGHT, LEVEL OF DETAIL, AND REASONS FOR SELECTED FORMAT COORDINATE PROJECT INITIATING EFFORTS WITH STAKEHOLDERS AND THE CUSTOMERS WORK WITH CUSTOMER AND OTHER TO DETERMINE ACCEPTANCE CRITERIA AND CLARIFY WHAT IS AND IS NOT IN THE PROJECT DETERMINE INITIAL PROJECT ORGANIZATION IDENTIFY ANY INHERENT OR REQUIRED MILESTONES ON THE PROJECT DETERMINE WHAT SPECIFICALLY WILL CONSTITUE PROJECT SUCESS FINALIZE PROJECT CHARTER OBTAIN FORMAL APPROVAL OF THE PROJECT CHARTER CREATE A STAKE HOLDER MANAGEMENT STRATEGY