Project Initiation: Starting a Successful Project
Initiation is an argument, not a schedule
Initiation produces the documents that authorize work: the business case (why the project exists - benefits, costs, risks, ROI, alignment to strategy), the project charter (who and what - authorizes the project and names the PM), and the stakeholder analysis.
Charter contents: purpose, measurable objectives and success criteria, high-level requirements and scope, budget, schedule or key milestones, deliverables, high-level risks, key stakeholders, and approval requirements. The charter does not contain a WBS, task-level schedule, or detailed cost estimates - that is planning.
Goal vs deliverable is a reliable trap. A goal is the outcome ("reduce customer onboarding time by 30% within two quarters"); a deliverable is the tangible output ("a redesigned onboarding portal"). SMART goals are specific, measurable, achievable, relevant, and time-bound - questions hand you a goal missing measurability or a deadline and ask what is wrong.
Stakeholder analysis: log each stakeholder's interest, influence, and impact, then act. High power + high interest = manage closely; high power + low interest = keep satisfied; low interest + high interest = keep informed; low on both = monitor. Answer with the action, not just the quadrant label. Note the difference between a stakeholder register (initiation/planning record) and a RACI chart (planning tool that assigns responsible, accountable, consulted, informed per task).
Worked example: a new stakeholder appears mid-project. Correct first move - assess their influence and interest, add them to the register, then update the communication plan. Not: invite them to every meeting or ignore them.