The initiation phase focuses on defining the project at a high level and establishing its viability via the business case. Detailed planning, including a full WBS and schedule, requires the foundation of an approved business case and belongs to the subsequent planning phase. Creating them prematurely can lead to wasted effort if the project is not approved or based on insufficient information.

Effective change control relies on governance and authority. The project board (or steering committee) owns the business case and has the authority to enforce processes. Gaining their explicit support and reminding them of the impact of uncontrolled change (on the business case) is crucial. This approach addresses the root cause (lack of enforcement) rather than just reacting to symptoms.

A key purpose of the business case is to present reasoned options and recommendations for decision-makers. The project manager’s role is to analyse and present information—including trade-offs between cost, time, scope, risk, and benefits—objectively. The final decision on balancing cost against risk appetite belongs to the project board/sponsor.

This is a classic change scenario. Any potential change, even one that seems beneficial, must be evaluated formally for its wider impact (not just development time). The defined change control process should be followed: capture, assess (for impact on all project aspects), and then decide (via the appropriate authority). This ensures disciplined management and avoids unintended consequences.

The project management plan integrates all subsidiary plans (scope, schedule, cost, quality, risk, etc.) and establishes the agreed-upon baselines. The fundamental principle of project control is to compare actual performance (‘where we are’) against this planned baseline (‘where we should be’) to identify variances and manage them effectively.

The project quality plan is the central document that describes the quality approach. It defines the quality standards (what ‘good’ looks like), the quality management and control activities (e.g., reviews, testing), and the roles responsible. Without it, quality efforts are ad-hoc and inconsistent. Other documents are inputs or related, but the quality plan is the governing document for the quality management process.

Benefits realisation is a core responsibility of the project board and sponsor, but the project manager facilitates the process. The concern highlights a potential disconnect between outputs and outcomes. The correct action is to revisit the benefits management plan (created during initiation/planning), which should trace how project outputs enable business outcomes. This ensures alignment and may trigger a change request if the project’s direction needs adjustment to meet its objectives.

A Product Breakdown Structure is a hierarchical decomposition of the project’s scope into its required deliverables (products). This product-centric approach ensures complete scope definition and agreement on deliverables before planning the work. It helps prevent scope creep and provides a clearer foundation for subsequently creating the activity-oriented WBS. It defines ‘what’ must be delivered before planning ‘how’ to deliver it.

The closure report is a key project management product. Its primary purposes are: to provide a formal, auditable record that the project has finished; to document performance against the original baselines; to confirm the handover of deliverables; to outline the plan for benefits realisation; and crucially, to capture lessons learned for the benefit of future projects. It is a cornerstone of organisational learning.

The initiation phase focuses on defining the project at a high level and establishing its viability via the business case. Detailed planning, including a full WBS and schedule, requires the foundation of an approved business case and belongs to the subsequent planning phase. Creating them prematurely can lead to wasted effort if the project is not approved or based on insufficient information.0