Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appointthe sponsor A01 Appoint theproject manager A02 Appoint thekey team members A03 Describethe project A04 Identify and planthe deliverables A05 Identify risksand plan responses A06 Have project initiationpeer-reviewed A07 Make ago/no-go decision A08 Kick offthe project A09 Conduct afocused communication A10 Revise and refinethe plans B01 Have the monthlycycle peer-reviewed B02 Make ago/no-go decision B03 Kick off themonthly cycle B04 Conduct afocused communication B05 Measure andreport performance C01 Plan responsesfor deviations C02 Kick off theweekly cycle C03 Conduct afocused communication C04 Manage risks, issues,and change requests D01 Acceptcompleted deliverables D02 Evaluatestakeholder satisfaction E01 Capture lessons andplan for improvements E02 Conduct afocused communication E03 Hand overthe product F01 Evaluatestakeholder satisfaction F02 Have the closing activitygroup peer-reviewed F03 Archive theproject documents F04 Celebrate! F05 Conduct afocused communication F06 Evaluatethe benefits G01 Generatenew ideas G02 Conduct afocused 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:

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