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

A04 - Describe the project

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

Conduct workshops to gather information and prepare a Project Description that contains the following information:

Some of the information required for the Project Description doesn’t exist at this point – you should focus only on the existing information and add the rest later. Regardless, this document will be revised and refined throughout the project.

If a similar project has been done before, check its archive and use that information to prepare a more realistic description.

Project Description template

Purpose

This document helps us stay aligned with the high-level goals of the project throughout its execution. It’s also a great resource for new team members, higher level managers, or any other people not inside the team to understand what the project is about.

Common pitfalls

There’s an optimal level of detail and accuracy for this document, which is usually lower than what practitioners assume. Make sure you create a document that serves its purpose, rather than just satisfying a preconceived notion of proper project management.

Describe everything clearly and briefly. Avoid the typical kind of corporate statements that don’t communicate any real meaning.

Principles

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



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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.