Project Start Up Workshop – June 13, 2014
The Key Elements of Project Start-up and Implications Beyond participatory workshop will support
divisions in their project management practices across the project life cycle. The session focuses on the
basic outputs of the project start-up phase, and links these building blocks to addressing common
project ailments the groups will identify during the session e.g. fuzzy project aim, unclear scope,
stakeholder engagement issues. Participants will also have an opportunity to identify areas for future
improvement.
Objectives
 Provide a brief overview of the key elements of project management, particularly around the
start-up of a project
 Identify and discuss common project challenges
 Complete an exercise assessing your project management practices
 Identify hot topics
 Discuss project issues and brainstorm solutions
Things we could do to better support you at this phase in your work:
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Project management tools and templates – completed examples of project plans, workplans etc
Coaching
Helpline for Project Management
HR Tools or Contract Management Tools – what to screen for when hiring a good project
manager
Start Up Stage – Define, Resource and Structure
 “Project plan is the main deliverable of the start-up stage.”
Infrastructure
Project Plan Elements
 Purpose of the project – the need or gap the project is addressing
 Project goals and objectives
 Deliverables and milestones
 Scope – what is in and what is out
 Governance structure (project structure, roles and responsibilities)
 Budget and resources
 Work plan, timeline
 Etc…
Work Plan
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Created during the defining stage – before the project launch
Describes all that is necessary to achieve project objectives
Answers – what (tasks), when, who and how much will it cost
Continues to be updated throughout the project lifecycle
Guides the progress of the project
Steps for Creating a Work Plan
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Review and clarify project goals and objectives
Brainstorm with a team activities and tasks
Organize tasks under each goal/deliverable
Estimate time/task
Assign tasks to people
Estimate budget per task
Create an e-copy of the work plan
Update the work plan regularly
Project Governance
A structure and process by which high level decisions are made:
 Need for clear Terms of Reference, and roles and responsibilities
 Sets project objectives
 Determines the means to attain the objectives
 Monitors and evaluates the performance
 Ensures alignment of vision, mission, values, norms and culture
 Outlines relationships between internal and external stakeholders
 Oversees communication
 Responsible for risk management
 Manages resources
Stakeholder Engagement – who needs to be involved? Who else?
 Communicate
 Consult
 Collaborate
Benefits
 Better planned, more informed projects that meet community needs
 Higher quality decision making
 Improved risk identification and management
 Buy in – community confidence in project
 Development of trust, respect and understand that builds a foundation for future initiatives
Communication Plan
Right format…
… at the right time…
…in the right format
Who needs to know what, how, when and why?
? Who: internal or external?
? What: what kind of info, data, updates?
? How: what is the best medium/vehicle?
? When: regular or one time?
? Why: what is the purpose?
Consider: audience, author and language level to use
Risk Management
A plan should:
 identify and analyze risks
 estimate potential impact
 provide mitigation strategies
 define responses and interventions, should the negative issues occur
Approaches
 Avoid (circumvent potential problems)
 Control (reduce impact or likelihood)
 Mitigate (provide safety net)
 Accept (take a chance, budget accordingly)
 Transfer (outsource to 3rd parties, outsource, insurance and contractors)
Why projects fail?
 Underestimate of complexity, cost or schedule
 Unclear scope – failure to set limits
 Failure to establish appropriate control over the project
 Lack of communication
 Failure to engage stakeholders at the right time
 Poor project management practices, lack of oversight
 Poor quality – unexpected results
 Lack of risk management
 Poorly planned/managed transitions