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

B03 - Make a go/no-go decision

This management activity belongs to the Monthly Initiation group. This group of activities are done in the beginning of each month to prepare us for a new monthly cycle.

At this point, the sponsor has to make a new go/no-go decision based on the revised plans. They may make the decision by themselves, or arrange it with others such as the portfolio management team.

If the decision is made to stop the project, the project closure activities will be run, and the sponsor should decide whether or not to enter the post-project management cycle.

Purpose

The goal is to make sure the project is still justifiable and to remind everyone that there’s a goal for the project higher than the sum of isolated specialist activities.

Common pitfalls

The sponsor has to take this management activity seriously and not just approve the project automatically without inspection. It’s important for everyone to understand that canceling projects is a sign of good project management.

Sometimes, a project may be justifiable when evaluated in isolation, but it may not be as justifiable as other possible projects that you can run. As a result, a holistic perspective is necessary when evaluating the continuous justification of the project, and it’s best done within a single portfolio management system that oversees all the projects in the organization.

Principles

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



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