The minimalist project management system
Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appoint the sponsor A01 Appoint the project manager A02 Appoint the key team members A03 Describe the project A04 Identify and plan the deliverables A05 Identify risks and plan responses A06 Have project initiation peer-reviewed A07 Make a go/no-go decision A08 Kick off the project A09 Conduct a focused communication A10 Revise and refine the plans B01 Have the monthly cycle peer-reviewed B02 Make a go/no-go decision B03 Kick off the monthly cycle B04 Conduct a focused communication B05 Measure and report performance C01 Plan responses for deviations C02 Kick off the weekly cycle C03 Conduct a focused communication C04 Manage risks, issues, and change requests D01 Accept completed deliverables D02 Evaluate stakeholder satisfaction E01 Capture lessons and plan for improvements E02 Conduct a focused communication E03 Hand over the product F01 Evaluate stakeholder satisfaction F02 Have the closing activity group peer-reviewed F03 Archive the project documents F04 Celebrate! F05 Conduct a focused communication F06 Evaluate the benefits G01 Generate new ideas G02 Conduct a focused communication G03

A03 - Appoint the key team members

This management activity belongs to the Project Initiation group. This group of activities are run at the beginning to prepare us for the project.

At this point, the project manager starts forming a team for the project. While the project is not yet approved, and its execution has not begun, key team members are now needed in order to complete the project initiation activity group. These appointments are not preliminary, and the same people selected at this point are expected be the key team members when project execution starts.

The key team members who are probably needed at this point are as follows:


One of the purposes of the project initiation activity group is to evaluate the justification of the project, which will be used to decide whether or not it’s a good idea to invest in the project. This information is based on a high-level plan, and proper planning requires the collaboration of a wide range of experts. If not performed well, some beneficial projects may be rejected and some unjustifiable projects may be selected.

Common pitfalls

Some may consider it a waste of time to work on a project that might not be executed. The project manager should ensure that everyone understands that this is, however, an important investment for the organization because it allows them to select the best projects to invest in. Even if it’s decided not to execute the project, their efforts are not wasted, as they saved the organization from investing its resources in an unjustifiable project.

When it comes to appointing existing people to the project or hiring new people, the organizational governance system has a major role. It’s the responsibility of the sponsor to enable the project manager to have enough say in this selection.


The following principles play a significant role in this management activity:

⊚ Download the manual in PDF

⊚ Download the diagram

Thanks for sharing your opinion with us. Please note the following:

  • Please write it briefly and clearly.
  • Feel free to write in any language you prefer.
  • If you have multiple suggestions, please submit them separately.

If your suggestions inspire a positive improvement, we’d be happy to credit you as a contributor (if you provide us with your name and email address in this form).

To distinguish you from random bots on the Web, please enter the number of P3.express activity groups below.

If you like, you can share your name and email address with us, in case we need to talk to you about your comment, or give you credit as a contributor:

It's best to use micro.P3.express instead of the regular P3.express if you have micro-projects with approximately 1 to 7 team members.