HKSM

Formally start a project or phase by confirming the need, defining high‑level outcomes, and issuing a charter that grants authority to the project manager.

Purpose & When to Use

• Clarify why the work is needed and how it supports strategy and expected benefits.
• Define vision, high-level scope, success measures, delivery approach, and governance.
• Formally authorize the project manager and allocate initial resources through a charter.
• Use at the start of a new project or at the beginning of a major phase, or when a significant pivot requires re-authorization.

Mini Flow (How It’s Done)

• Review the business case and benefits roadmap to understand value and success criteria.
• Identify the sponsor and key stakeholders; confirm decision-making and governance structures.
• Elicit high-level requirements, outcomes, and acceptance criteria from stakeholders.
• Outline high-level scope, major deliverables, exclusions, key milestones, and a budget range.
• Assess major risks, assumptions, and constraints; consider regulatory and compliance needs.
• Select a delivery approach (predictive, adaptive, or hybrid) based on uncertainty and constraints.
• Draft the project charter and, if adaptive, an initial roadmap or feature backlog.
• Agree on benefits ownership, reporting cadence, and initial funding strategy with the sponsor.
• Obtain formal approval of the charter; name the project manager and define authority and responsibilities.
• Capture the initial stakeholder register and communication expectations; define phase-gate criteria if applicable.
• Record tailoring decisions for life cycle, documentation, metrics, and reviews; prepare for kickoff.

Quality & Acceptance Checklist

• Approved charter that names the sponsor and project manager and states objectives, boundaries, and authority.
• Clear linkage to strategy and measurable benefits with an assigned benefits owner and timeframe.
• High-level scope with major deliverables and explicit exclusions to set expectations.
• Initial milestone map and a cost range with identified funding source and constraints.
• Key stakeholders identified with interest, influence, and initial engagement approach.
• Top risks, assumptions, and constraints captured with owners and next actions.
• Chosen delivery approach and governance model, including decision rights and phase gates.
• Compliance, procurement, and vendor considerations noted with lead times and responsibilities.
• Tailoring decisions documented for life cycle, reviews, artifacts, and measurement.
• Kickoff readiness confirmed: communication channels, repositories, logistics, and working agreements.

Common Mistakes & Exam Traps

• Starting detailed planning or procurement before the charter authorizes the work.
• Confusing the business case with the charter; the business case explains why, the charter authorizes how and who.
• Skipping stakeholder analysis, leading to missed expectations and later rework.
• Locking in fixed scope, schedule, or cost without acknowledging uncertainty and delivery approach.
• Selecting predictive or agile by preference rather than evaluating uncertainty, variability, and constraints.
• Failing to assign benefits ownership, causing weak value tracking after delivery.
• Not defining the project manager’s authority and decision rights, causing delays and conflicts.
• Assuming phase initiation is automatic; major phases may require re-authorization or charter updates.
• Ignoring early risks and assumptions on adaptive work, assuming they will be discovered later.
• Exam trap: Using change control before the project is authorized; escalate authorization issues to the sponsor, not a change board.

PMP Example Question

A sponsor asks the project manager to begin detailed planning and issue an RFP while the project charter is still under review. What should the project manager do first?

1. Proceed with planning to avoid schedule delays.
2. Work with the sponsor to finalize and approve the project charter.
3. Start a preliminary risk workshop with the team.
4. Create the detailed schedule baseline to guide the RFP.

Correct Answer: B — Work with the sponsor to finalize and approve the project charter.

Explanation: The charter formally authorizes the project and the project manager’s authority. Initiation must be completed before detailed planning or procurement actions begin.