# Project Initiation: 4 Steps to Start Projects Right > Project initiation sets purpose, scope, and business value. Learn to draft a charter or business case, secure stakeholder buy-in, and test feasibility. Source: https://asana.com/ko/resources/project-initiation ## Project initiation: 4 steps to start projects effectively #### Summary Project initiation is the first of five project management phases. It's when you define why you're doing a project and what business value it will deliver, then use that information to secure stakeholder buy-in. Learn why project initiation matters, the four key steps to get started, and common mistakes to avoid. A good beginning lays a necessary foundation for [successful project management](/resources/benefits-project-management). And with project initiation, you can make sure you're checking all the right boxes before your project kicks off. In this article, we describe why project initiation matters, outline four key steps to start your project off on the right foot, and share common mistakes to avoid along the way. ## What is project initiation? Project initiation is the first phase of project management where you define your project's purpose, scope, and business value to secure stakeholder approval. It sets the foundation for everything that follows, ensuring your project is worth pursuing before you invest significant time and resources. The term "project initiation" comes from a [five-phase model](/resources/project-management-phases) created by the Project Management Institute (PMI). PMI outlines this model in their Guide to the Project Management Body of Knowledge, also known as the [PMBOK® Guide](https://www.pmi.org/pmbok-guide-standards/foundational/PMBOK). The model divides a project's lifecycle into these five stages: - **Project initiation**: Broadly define your project and secure buy-in. - **Project planning**: Create detailed goals and a project roadmap. - **Project execution**: Launch your project using information from the first two steps. - **Project performance**: Measure effectiveness using [key performance indicators (KPIs)](/resources/key-performance-indicator-kpi). - [Project closure](/resources/project-closure): Debrief with stakeholders. ## Project initiation vs. project planning During project initiation, you define your project at a high level to demonstrate business value and secure approval. Project planning comes next, when you map out the details. Here's how they compare: **Project initiation** **Project planning** High-level project definition Detailed project definition Broad scope and objectives Specific [objectives](/resources/how-project-objectives), [deliverables](/resources/what-are-project-deliverables), and milestones Secure stakeholder buy-in Create [project roadmap](/resources/project-roadmap) and timeline Prove feasibility Assign tasks and resources - [프로젝트 착수 템플릿 만들기](/templates/project-initiation) ## Why does the project initiation phase matter? Starting a new project is exciting, but it's important to make sure your initiative will add value before jumping into planning. Project initiation offers a structured approach to validate your project and set it up for success. Here's why it matters: - **Demonstrates business value:** You prove your project's worth before committing significant resources. - **Confirms feasibility:** You verify that your team can realistically complete the work. - **Secures stakeholder buy-in:** You loop in decision-makers early to gain support and resources. - **Prevents roadblocks:** You identify potential issues before they become costly problems. - [참고: 프로젝트가 실패하는 일반적인 원인 7가지 및 해결책](/resources/why-projects-fail) ## The project initiation process: 4 steps to get started So you've come up with an enticing new project idea, now what? Here's how to approach this first phase of project management and lay a solid foundation for your new project. ### 1. Create a project charter or business case In this first step, you demonstrate why your project is necessary and what benefit it will bring. You can do this with either a [project charter](/resources/project-charter) or a [business case](/resources/business-case), both of which outline key project details to pitch your initiative to stakeholders. **Project charter** **Business case** Smaller initiatives Larger projects requiring significant resources Concise overview of goals, scope, and stakeholders Comprehensive analysis including financials and risk assessment Example: Company homepage redesign Example: Company-wide rebrand Regardless of which document you use, this is your chance to demonstrate how your project will add business value and why you need specific resources, such as budget, equipment, or team members. #### Project charter A project charter demonstrates why your project is important, what it will entail, and who will work on it, all through the following elements: - **Why**: The project's goals and purpose - **What**: The [scope of the project](/resources/project-scope), including an outline of your [project budget](/resources/project-budget) - **Who**: Key stakeholders, project sponsors, and project team members - [참고: 모든 프로젝트 헌장에 필요한 3가지 요소](/resources/project-charter) #### Business case A business case includes all the components of a project charter, along with these additional elements: - A comprehensive financial analysis, such as a [cost-benefit analysis](/resources/cost-benefit-analysis), including an estimate of the return on investment (ROI) your project will bring - An analysis of project risks and a [risk management plan](/resources/project-risk-management-process) - An action plan that includes how decisions will be made (such as a [RACI chart](/resources/raci-chart)), a [communication plan](/resources/communication-plan), and the next steps you'll take if your business case is approved - [참고: 초보자 가이드: 효과적인 비즈니스 케이스 작성 방법](/resources/business-case) ### 2. Identify key stakeholders and pitch your project Next up, determine who needs to sign off on your project charter or business case. This includes key stakeholders who have a say in the outcome of your project, for example, executive leaders, [project sponsors](/resources/project-sponsor), or cross-functional teams that you're requesting budget or resources from. If you're not sure who your key stakeholders are, ask yourself the following questions: - Who needs to approve my project? - Who will provide resources for my project? - Who can influence my project? You can also create a [project stakeholder analysis](/resources/project-stakeholder) and use a [stakeholder register](/templates/stakeholder-register) to ensure you're not overlooking any important players. This methodology divides stakeholders into four groups: those with high influence and high interest, high influence and low interest, low influence and high interest, and low influence and low interest. Anyone in the first bucket (high influence and high interest) is likely a key stakeholder who should approve your project during the initiation phase. - [필독: 프로젝트 이해관계자 분석이 무엇이고 중요한 이유는?](/resources/project-stakeholder) Aside from key stakeholders, now is also a good time to identify other individuals who may be affected by or interested in your project. While these people don't need to officially approve your initiative, it might be helpful to give them an early heads-up. They may also be able to provide additional support, such as insight or resources. A strong [stakeholder engagement plan](/resources/stakeholder-engagement-plan-template) during the initiation phase helps you secure approval, support, and resources while increasing project visibility and preventing costly roadblocks later in the project life cycle. ### 3. Run a feasibility study At this point, you've pitched your project, demonstrating that it adds value and fits with your company's overall [strategic plan](/resources/strategic-planning). Now, it's time to run a [feasibility study](/resources/feasibility-study) to confirm your project is possible with the resources you have at your disposal. Simply put, a feasibility study evaluates whether your project is feasible. For innovative initiatives, you may also develop a [proof of concept](/resources/proof-of-concept) to demonstrate viability. It answers the following questions: - Does my team have the required resources to complete this project? - Will there be enough return on investment (ROI) to make this project worth pursuing? If you can answer yes to both questions, you have a solid rationale to move forward with your project. If your feasibility study concludes that you don't have enough budget or resources, you've created a strong case to go back to stakeholders and request more. And if your project's ROI isn't up to snuff, you can use that data to tweak your [project plan](/resources/project-management-plan), or pursue a different opportunity entirely. - [참고: 프로젝트 관리에서 타당성 조사를 사용하는 방법](/resources/feasibility-study) #### Does every project need a feasibility study? Not always. Feasibility studies are typically used for larger projects that require significant company resources. You might skip this step if: - Your project is small with minimal long-term impact - You've managed a similar project in the past - Your competitors are already succeeding with a similar initiative - You've run a similar feasibility study within the past three years Keep in mind that a feasibility study takes time and resources to complete, so make sure it's really necessary before you dive in. ### 4. Assemble your team and tools Now that your project is approved and its feasibility has been proven, you can finally start assembling your team, workspace, and tools. Here are some pointers to get you started: - **A good team can go a long way in making your project a success,** and it can take time to find people with the right experiences and skills. It's a good idea to start this process as soon as possible once your project is confirmed, especially if you need to hire new employees or onboard contractors. - **Consider how you want to organize your**[team structure](/resources/team-structure)**.** For example, do you want a simple hierarchical structure with team members reporting to a single team lead, or does it make more sense to divide your team by geographical region? - **Where you work can influence how you work.** If you're planning to manage your project remotely, make sure you have the right infrastructure in place to support a [virtual team](/resources/virtual-team). And if your team will work on-site, keep in mind that you may need to request office space well in advance of your [project kick-off meeting](/resources/project-kickoff-meeting). - **Choose the right tools.** Consider how your team will work together on daily tasks, for example, will you use email, Google Docs, or more robust [project management software](/uses/project-management)? You may want to consider a tool like [Asana](/product), which allows you to centralize team communication in one place, assign tasks with clear owners and due dates, and easily organize projects tailored to your team. Once your team is in place, use a [team charter template](/templates/team-charter) to help everyone understand shared goals, roles, and responsibilities from day one. - [참고: 팀에 적합한 프로젝트 관리 소프트웨어를 선택하는 방법](/resources/project-management-software-buyers-guide) ## Common mistakes to avoid during project initiation Even with the best intentions, project initiation can stumble if you're not careful. Here are common pitfalls to watch out for, and how to avoid them: - **Unclear objectives and scope:** If your project goals aren't clearly defined from the start, your team will lack direction. Take the time to articulate what success looks like before moving forward. - **Insufficient stakeholder engagement:** Failing to identify or engage key stakeholders early on can lead to a lack of buy-in, missed requirements, or unexpected roadblocks later in the project lifecycle. - **Skipping the feasibility analysis:** Rushing past the feasibility study might save time upfront, but it can lead to wasted resources if the project isn't viable. - **Rushing through the process:** It's tempting to jump straight into execution, but skipping or shortcutting initiation steps often leads to scope creep, budget overruns, and project failure down the line. - **Not securing formal approval:** Without a signed project charter or approved business case, you risk losing support when challenges arise. Make sure you have documented buy-in from key decision-makers before proceeding. By taking the time to address these common mistakes, you set your project up for a smoother path from initiation through completion. ## Start your next project with confidence The project initiation phase empowers you to lay a strong foundation for your project. It ensures that you prove the business need for your project, secure the necessary approvals, confirm the feasibility of your work, and begin assembling your team. With that done, you're free to finalize the details of your project plan and determine your specific objectives, deliverables, milestones, and project roadmap. Ready to put these principles into action? [Get started](/create-account) with Asana to manage your projects from initiation through completion, all in one place. ## Frequently asked questions about project initiation #### How long should the project initiation phase take? The duration depends on your project's size and complexity; small projects may take a few days, while large initiatives could span several weeks or months. #### What's the difference between a project charter and a project initiation document? A project charter is a concise overview of your project's purpose and scope, similar to a [project brief](/resources/project-brief), while a project initiation document (PID) is more comprehensive and may include risk assessments and resource requirements. Many organizations use these terms interchangeably. #### Is project initiation part of the work breakdown structure? No, the WBS is created during the planning phase after initiation is complete. However, in a phase-based WBS, initiation may appear as one of the five project phases at the top level of the structure. #### What happens if you skip project initiation? Skipping project initiation often leads to unclear objectives, misaligned stakeholder expectations, scope creep, and budget overruns, all of which increase the risk of project failure. - [프로젝트 관리](/resources/project-management) - [비즈니스 리스크를 예방하는 비상 대책을 수립하는 8가지 단계](/ko/resources/contingency-plan) 비즈니스 전략 프로젝트 계획 #### 글쓴이 원래의 계획이 실패하길 바라는 사람은 아무도 없습니다. 하지만 확실한 차선책을 마련해 두면 어떤 상황에도 잘 대처할 수 있습니다. 탄탄한 예비 계획을 세우면 예상치 못한 상황에서도 효과적으로 대응하고 최대한 신속하게 원래 계획으로 돌아올 수 있습니다.비상 대책은 부정적인 결과를 초래할 수 있는 상황에서 용이하게 대처하고 ... - [효과적인 프로젝트 킥오프 미팅을 진행하기 위한 10단계](/ko/resources/project-kickoff-meeting) 프로젝트 계획 #### 글쓴이 프로젝트를 성공적으로 시작하려면 많은 노력을 쏟아부어야 합니다. 하지만 프로젝트가 시작되기도 전에 계획에서 벗어난 것처럼 느껴질 때가 많습니다. 프로젝트에 참여하는 팀원과 이해관계자가 저마다 다른 지식을 가지고 있으며, 기대치와 우선순위가 다양하기 때문입니다. 프로젝트를 시작하기 전에 모든 구성원과 보조를 맞출 기회를 ... - [이해관계자 분석과 그 중요성](/ko/resources/project-stakeholder) 프로젝트 관리 프로젝트 계획 #### 글쓴이 여러분의 프로젝트가 오스카상 후보작에 올랐다고 생각해 보세요. 상을 받은 뒤 무대에 올라가서 소감을 말해야 합니다. 누구에게 감사를 표하시겠습니까?프로젝트 관리에서는 프로젝트 이해관계자에게 감사를 표할 것입니다. 이해관계자는 프로젝트에 이해관계가 있고 어떤 형태로든 목표 달성에 기여한 사람들입니다. 업무를 수행하는 사람 ... - [아이젠하워 매트릭스: 할 일 목록의 우선순위를 지정하는 방법](/ko/resources/eisenhower-matrix) 리더십 프로젝트 계획 생산성 #### 작가 할 일 목록을 만드는 것은 업무를 완료하기 위한 첫 번째 단계입니다. 그런데 하루 안에 모든 일을 처리할 시간이 부족할 때, 어떤 업무부터 착수해야 할까요? 효과적으로 업무 우선순위를 지정하면 생산성을 높이고 가장 중요한 업무에 먼저 집중할 수 있습니다.아이젠하워 매트릭스는 긴급한 업무와 중요한 업무를 구분하여 효율적인 ... - [프로젝트 착수: 성공적인 프로젝트 관리를 위한 첫 번째 단계](/ko/resources/project-initiation) 프로젝트 계획 프로젝트 관리 프로젝트 관리 - [콘텐츠 작가](/author/caeleigh-macneil) A good beginning lays a necessary foundation for successful project management. And with project initiation, you can make sure you're checking all the right boxes before your proj ...