Starting up a Project Checklist
You understand the purpose statement and can identify any missing words.
You know how the mandate is used as a trigger and that corporate or programme management provides it.
You know which management products are used; Project Brief, Project Product Description (PB) (PPD), and outline Business Case, the initiation stage Plan, and the logs created and used within this process.
Starting Up a Project is not a stage; it happens quickly before the project and provides an overview of the proposed project.
Starting Up a Project filters out potential bad project ideas and saves time and cost by taking time and effort into full Planning.
You know and recognize the activities within this process, what happens in each, and their sequence with each other
You understand how to apply the project management team structure and which individuals may have which role or, optionally, are responsible for several roles, particularly the Executive and Project Manager.
You know the definition of a stakeholder and that the Executive of the Project Board is appointed from among them.
You know which processes are used to appoint the project management team roles.
You know that the Project Board will need to consider the Project Brief, then consider authorizing the start of the project via the Directing a Project process and proceed to the initiation stage.
Initiating a Project Checklist
You recognize the purpose statement and would identify any errors or missing words.
You know the use of the Project Initiation Documentation (PID) and its contents.
You understand the relationship, similarities and differences between the Project Brief and the Project Initiation Documentation (PID)
You know that the Managing a Stage Boundary process is where the stage Plan for the first delivery stage is created – and not in this process.
You know the names of the activities within this process, what happens in each, and their suggested sequence
You are familiar with the responsibilities for carrying out the various activities within the Initiating a Project process.
You know which management products feed from the Starting Up a Project process, including the logs, and why they are used here.
You are familiar with the management products created or modified by the Initiating a Project process, including the three registers and the four strategy documents.
You understand the difference between a register and a log, including their formal and informal uses.
Directing a Project Checklist
You understand the purpose statement and can quickly identify any errors.
You understand that the Project Board is there to manage and not carry out the work itself. Instead, their job is to focus on decision-making.
You appreciate that this process is mainly about making decisions and how it relates to its five activities.
You know the names of the five activities and why the activity giving Ad-Hoc direction is different. In addition, you understand the specific information and two-way communication use of this activity.
You understand how the activity giving Ad-Hoc direction triggers premature project close.
You fully understand how the Project Board’s roles fulfil the business, user, and supplier viewpoints.
You understand the Project Board responsibilities contained within each role.
You know the relationship between the Project Board’s responsibilities, Project Assurance, and a change authority, particularly the use of the Project Board or independent individuals to fill those roles.
You are familiar with the Project Board responsibilities at the end of a stage or when holding an exception assessment.
