Introduction The final document in this series, the Formal Project Authorization Notice, is the outward-facing broadcast of the project’s official status. While previous templates like the Charter Approval (Template 82) or the Launch Authorization (Template 99) are internal governance records meant for the Project Manager, Sponsor, and Steering Committee, the Authorization Notice is designed for…
Introduction The Project Launch Authorization is the formal “green light” that moves a project from the theoretical planning environment into the live execution environment. While the Charter gave the Project Manager permission to plan, and the Phase Gates validated the quality of those plans, the Launch Authorization is the final executive decree that says: “The…
Introduction The transition between project phases is often the point where governance fails. Teams frequently drift from one phase to another without a clear understanding of whether they have actually finished the previous stage. The Phase Exit Criteria (Initiation) document provides the objective “Finish Line” for the Initiation phase. It is a set of mandatory…
Introduction The transition from project initiation to project planning represents the first formal transition in the project lifecycle. While the Pre-Initiation Gate (Gate 0) was about the “idea,” the Initiation Phase Gate Approval (often called Gate 1) is about the “mandate.” At this stage, the project team has spent time and resources defining the project’s…
Introduction In many organizations, projects simply “start” because a senior leader has an idea or a customer makes a request. However, skipping the rigorous assessment that should occur before a project is even officially born is a recipe for wasted capital. The Pre-Initiation Gate Review (often referred to as Gate 0) is the most important…
Introduction The transition from the abstract world of “Initiation” to the high-stakes environment of “Execution” is the most dangerous moment in a project lifecycle. In the early phases, mistakes are theoretical: they exist only on paper and cost very little to fix. Once execution begins, however, the “burn rate” of the budget accelerates. People are…
Introduction In the idealistic phase of project initiation, teams often focus on what is possible. However, the reality of project delivery is governed by what is restricted. Every project exists within an ecosystem of limitations known as Constraints. Unlike risks, which are uncertain events that might happen, constraints are definite, pre-existing conditions that limit the…
Introduction Every project is built on a foundation of beliefs. We believe the funding will arrive on time. We believe the technology will work as advertised. We believe the market wants our product. We believe the regulatory environment will remain stable. In project management terms, these beliefs are called Assumptions. The danger of assumptions is…
Introduction Project management is fundamentally an exercise in risk management. Every decision a Project Manager takes involves a trade-off between certainty and opportunity. In the early stages of a project, specifically during Initiation and early Planning, the sheer volume of unknowns can be paralyzing. The team identifies dozens of potential things that could go wrong,…
Introduction Project success relies heavily on the people doing the work. However, in most modern organizations, the people doing the work do not report directly to the Project Manager. They work in a “matrix” structure. They belong to a functional department (like Marketing, IT, or Engineering) and are merely “loaned” to the project for a…
