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Course Transcript

Course Overview
Read the Course Overview .

Start Up, Direction, and Initiation

1. The Purpose of the Starting Up a Project Process

2. Starting Up a Project Process Activities

3. The Purpose of the Directing a Project Process

4. Directing a Project Process Activities

5. The Purpose of the Initiating a Project Process

6. Initiating a Project Process Activities

7. Preparing Management Approaches

8. Creating Project Controls and the Project Plan

9. Refining the Business Case and Assembling the PID

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[Course title: PRINCE2® Start, Direct, and Initiate Projects (2017 Update). The presenter is Sue
Hopgood | MA (Hons), PGCE, Prince2, MSP, & APM Accredited Trainer. PRINCE2® is a registered
trade mark of AXELOS Ltd. Used under permission of AXELOS Ltd. All rights reserved.] When a
customer or company determines a need, or has an idea for a product, certain questions must be
answered in order to move forward. Is this a feasible idea? Does it meet a basic need? And once it's
decided it is a worthwhile venture, the roadmap of how to accomplish the goal must be planned out. In
this course, you'll learn about the goals and activities involved in setting up a project, activities for
directing project work, and recommended strategies for putting project plans into action with
PRINCE2®.

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Learning Objective
After completing this topic, you should be able to
identify the purpose of the starting up a project process

1.
[Topic title: The Purpose of the Starting Up a Project Process.] The PRINCE2® methodology is a
process-based approach to project management in which a process is defined as "a structured set of
activities designed to accomplish a specific objective." (Quoted text Source is Managing Successful
Projects with PRINCE2®. Copyright © AXELOS Limited 2017. Reproduced under license from
AXELOS. All rights reserved.) In other words, PRINCE2® is comprised of seven processes. Each of
which includes a purpose, objectives, context and activities that when combined and applied to your
project, aid you in successfully planning, directing, managing and delivering your project. In addition,
each PRINCE2® process can be tailored to suit the requirements of the project. The seven
PRINCE2® processes are starting up a project, directing a project, initiating a project, controlling a
stage, managing product delivery, managing a stage boundary and closing a project. In this topic,
we're going to focus on the starting up a project process. The starting up a project process is the first
process in the PRINCE2® methodology. It is used to kickstart a project, appoint the project
management team and create a plan for the initiation stage. So what triggers a project? Well,
information from an external source, such as a customer or a business trends can serve as a possible
project trigger. Even corporate or program management can act as a trigger, which can then lead to
the creation of a project mandate.

The project mandate usually comes from corporate or program management. It can come in many
different forms, such as a signed statement of work, a verbal request or even on a napkin from a lunch
meeting. Change can trigger a project. When a problem is presented that needs to be fixed, such as
an office space that is too small, a project can be created to justify change. The office moves to a
larger space to allow for growth. Projects may also be performed to create products or processes to
improve work effectiveness, such as updating department software to increase efficiency. And a
project can be triggered to create products or processes to satisfy customer needs or market demand.
The starting up a project process is relatively short, it includes compiling the information from the
project mandate to explain the reason for the project, its expected outcome and who will be
overseeing its management.

The purpose of the starting up a project process is to provide a set of procedures for forming a project
management team and deciding whether the project is worth pursuing. It does this by ensuring that
the prerequisites for initiating a project are in place, by answering the question, do we have viable and
worthwhile project? The project may be standalone, part of a portfolio, part of a program or a
combination. At this point in the project lifecycle, multiple roles are typically defined, but an
appropriate authority appoints the executive and the project manager for the project. The project
manager is involved in confirming the viability of the project and helps make further decisions. The
objectives of the starting up a project process are to ensure that the project's start is controlled, all
management roles are delegated. There is enough project base information, those delegated to the
task will carry them out, adequate planning has been done. And the organization, corporation or
program that is overseeing the project is well-informed and supportive.

It's important not to get too caught up in defining the detail plans for the project at this point in time,

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but rather capture what is known. Focus on selecting the general project approach, creating an outline
business case, assembling the project brief and documenting a stage plan for project initiation work.
All PRINCE2® project management processes can be tailored to suit the requirements of the project
as long as the PRINCE2® principles are upheld and the process purpose and objectives are not
compromised in any way. In the starting up a project process, activities may be combined, separated
or performed in parallel with others. Management products including the lessons log, project brief and
stage plan, may be more or less formal depending on the needs and known elements at this point in
time. Roles and responsibilities may be tailored as needed, too. For example, if a project manager
hasn't been appointed for the project at this point, then another role may be involved in creating the
management products, such as the project board. In summary, starting up a project is the first process
in the PRINCE2® methodology. It is used to kickstart a project, appoint the project management team
and create a plan for the initiation stage of a project. The purpose of the starting up a project process
is to provide a set of procedures, performing a project management team and determining whether a
project is worth pursuing.

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Learning Objective
After completing this topic, you should be able to
identify the six activities in the starting up a project process

1.
[Topic title: Starting Up a Project Process Activities.] The starting up a project process involves six
different activities. These activities help you identify whether the project is viable and worthwhile.
Performing these activities helps you ensure that the prerequisites for initiating a project are in place.
The first activity, appoint the executive and the project manager, is vital to project management
because it assigns the project leaders and ensures that the project is justified. Appointing the
executive and the project manager is a prerequisite to project initiation, and is the responsibility of
corporate or program management. Next is the capture previous lessons activity. All the subsequent
activities in the starting up a project process, such as developing the business case, designing the
project management team, and planning the initiation stage, can be influenced by lessons learned
from past similar projects.

The project manager should gather the lessons reports from past projects to identify whether there is
any information that can be applied to the current project. For example, the lessons recorded from
exception reports and the results of quality audits can provide important information about project
risks. Another way the project manager can capture previous lessons is to interview the members of
past project management teams. To find out what types of issues they encountered and any lessons
they learned. All of the lessons the project manager captures should be recorded in the new lessons
log. The third activity is design and appoint the project management team. Within the PRINCE2®
methodology, a project needs a team that has the right skills for the job, the authority to make
decisions, and the ability to focus on the interests of the business, user and supplier. Once the
executive and project manager are identified, the project mandate is reviewed to identify whether any
other skills are needed, and how best to meet those needs.

The executive then appoints other members to the project management team based on the ideal
candidates for reaching project success. In the fourth activity, the executive uses the project mandate
to prepare the outline business case. At this stage, the business case is just a high level foundation
that will be expanded during the initiation stage. The outline is based on the objectives of and reasons
for the project, how the project will be funded, and any lessons related to business justification. The
project manager consults with the senior user and executive to define what the project is to deliver
and creates the project product description. This describes the overall product and is used to gain
agreement on the project scope and requirements. The fifth activity is select the project approach and
assemble the project brief. In this activity, the project manager details how the work that needs to be
accomplished by the project will be approached. This can mean requiring something to be developed
in house, or based on already existing technology or even being contracted to a third party. It also
ensures that before any planning is done, any specifications or compliance issues are taken into
consideration.

The project brief must also be put together in this activity. The project brief is really a collection of all
the information that is being gathered so far. It will contain the outlined business case, the project
product description, the project approach, the project management team structure and role
descriptions. Plus any other relevant information from the project mandate. Imagine the project brief is

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a briefcase of information that the project board will later read through in the directing a project
process, in order to decide if the project is worth initiating. The initiation stage of a project consumes a
lot of time and resources, and is critical to the success of the project. The sixth and final activity, plan
the initiation stage, is crucial to ensure that time and resources are not wasted. It is the project
manager's responsibility to produce a plan that includes all the activities that go into creating the
project initiation document, which is the key output of the initiation stage. This initiation stage plan
must also detail the chain of command and controls for the initiation stage. In summary, the starting of
a project process includes six activities. These activities include appointing the executive and the
project manager, capturing previous lessons, designing and appointing the project management team.
Preparing the outline business case, selecting the project approach and dissembling the project brief,
and planning the initiation stage.

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Learning Objective
After completing this topic, you should be able to
identify the purpose of the directing a project process

1.
[Topic title: The Purpose of the Directing a Project Process.] The PRINCE2® methodology for project
management includes seven processes. They are starting up a project, directing a project, initiating a
project, controlling stage, managing product delivery, managing stage boundary, and closing a project.
In this topic, we're going to focus on the directing a project process. One of the worst possible
scenarios you may come across in a project environment is a case of absentee decision makers. If
the person appointed to make decisions and provide a final say is not committed to their role, it can
delay a project, sometimes irreparably. A project needs to have a group that represents the interests
of corporate or program management, the customer, and the supplier. The project board in this case
must have a process whereby it can make initial decisions about funding the project and then be
involved when required to approve plans and make executive decisions.

Directing a project provides a process for the project board to follow by exercising overall control and
making key decisions. And thereby being accountable for the project's success. The directing a
project process starts on completion of the starting up a project process. And is triggered by the
request to initiate a project. At that point the initiation stage plan and project brief will have to be
approved by the project board. The directing a project process does not cover the day-to-day activities
of the project manager. But the activities of those at the level of management above the project
manager. That is the project board. The objective of the directing a project process is to ensure that
there is authority to initiate the project. That there is authority to deliver the project's products. That
management direction and control are provided throughout the project's life and that the project
remains viable. And that corporate or program management has an interface to the project. The
directing a project process also aims to ensure that there is authority to close the project.

And that plans for realizing the post-project benefits are managed and reviewed. All PRINCE2®
project management processes can be tailored to suit the requirements of the project. As long as the
PRINCE2® principles are upheld and the process purpose and objectives are not compromised in any
way. In the directing a project process, and depending on whether you're directing a simple project, a
project with an Agile approach, a project from a supplier perspective, or a project within a program,
you may tailor the degree of formality necessary. For example, communicating maybe informal or
formal, as long as any decisions made are well-defined. The integrity of any interfacing with other
processes needs to be considered. You may also tailor the roles in the directing a project process as
long as the accountability for the activities in the process remains with the executive. In summary, the
purpose of the directing a project process is to make the project board accountable for the project's
success by providing overall control and key decision making authority.

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Learning Objective
After completing this topic, you should be able to
distinguish between the five activities in the directing a project process

1.
[Topic title: Directing a Project Process Activities.] There are five different activities you perform as
part of the directing project process. And each activity has its own objectives. The five activities are
authorize initiation, authorize the project, authorize a stage or exception plan, give ad hoc direction,
and authorize project closure. The authorize initiation activity flows from the activities at the starting up
a project process. The project board must ensure the project is feasible, and that the investment is
worthwhile. It takes information from the starting up a project process and uses it to make a
unanimous decision on moving the project forward. In other words, the project board will have to read
through the project brief, and if they believe there is a viable business case for the project, they
approve it.

The objective of the authorize initiation activity is also to make sure project initiation is done properly.
Projects take time and cost money to initiate. So the activities for initiation should be planned,
monitored, and controlled. The project board achieves this goal by reviewing and approving the
initiation stage plan provided by the project manager at the end of starting up a project and committing
the resources needed. The authorize the project activity comes after the completion of the initiating a
project process. This process will be triggered by a request from the project manager for authorization
to deliver the project and should be performed in parallel with authorizing a stage or exception plan.
The objective of this activity is to review and approve the project initiation documentation, which
contains the business justification for the project and all of the preliminary planning information. The
proved project initiation documentation, or PID, must be approved and baselined at this time. To
ensure a complete record, the document is on file at the start of the project. In other words, the project
board will have to read the PID to make sure that they are happy with all the plans, approaches, and
controls.

This baselined version is then the document against which changes and measurements can be made
in the future. The project board may have authorized a project. But the project manager cannot start
work in the next management stage until the board has completed their next activity, authorize a stage
or exception plan and approve the stage plan for the first delivery stage. As long as there are new
stages to kick off in the PRINCE2® project, there will be plans for approval. The authorize a stage or
exception plan activity consists of the same fundamentals as the authorize the project activity, yet it
needs to be done for each and every management stage in the project. It's important to keep in mind
that work in each stage should only begin when authorized by the project board. This also ensures
that a mechanism is in place to control when work will stop. It is important that a stage starts only
when the project board says it should. The project board authorizes a management stage by
reviewing the performance of the current stage and approving the stage plan for the next stage.
Approval of stage plans occurs at the end of every management stage, except the last one, when
there is project closure instead. If a project or stage level exception has occurred during this stage, the
project board may request that the project manager produces an exception plan, showing how the
deviation will be corrected for project board approval. If approved, the exception plan will replace the
plan that is an exception and will become the new baselined plan. The give ad hoc direction activity
provides a procedure for the project manager to seek guidance and counsel when necessary.

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And one of the key characteristics of a good project board is their availability to make decisions and
provide direction to the project manager. This activity is used as required throughout the management
stages after initiation. The project board should receive highlight reports from the project manager at
set intervals. These reports may bring to light a need for the project board to offer direction, consider
external environmental factors, resolve conflict or issues outside the project manager's scope, or deal
with organizational changes. Every project needs to come to a formal end and be closed
appropriately. The controlled close of a project is as important as the controlled start. The authorize
project closure activity is the last activity in the directing a project process. The project manager
triggers the authorize project closure activity by completing activities related to the closing a project
process. Having the project board confirm project closure ensures that the project close is not only
clearly defined but also definite. And any remaining responsibilities are delegated accordingly. In
summary, the directing a project process contains five activities, authorize initiation, authorize the
project, authorize a stage or exception plan, give ad hoc direction, and authorize project closure. The
aim of the authorize initiation activity is to ensure proper project initiation. Whereas the authorize the
project activity, reviews and approves the project initiation documentation. The authorize a stage or
exception plan activity includes stage-wide approval of plans based on a stage plan and risk or
change management based on the exception plan. The give ad hoc direction activity offers a
procedure for the project manager to seek guidance and counsel when necessary. Finally, authorize
project closure ensures defined and definite project closure and proper delegation of remaining
responsibilities.

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Learning Objective
After completing this topic, you should be able to
identify the purpose of the initiating a project process

1.
[Topic title: The Purpose of the Initiating a Project Process.] The PRINCE2® methodology for project
management includes seven processes. They are, starting up a project, directing a project, initiating a
project, controlling a stage, managing product delivery, managing stage boundary, and closing a
project. In this topic, we're going to focus on the initiating a project process. During the initiation stage
of a new project, there is usually a sense of excitement and anticipation among members of the
project team. This stage in the project life cycle is important. Not only for planning and laying the
groundwork for the project, but also for getting the project off on the right foot. The initiating a project
process is triggered when the project board authorizes initiation during the directing a project process.
The purpose of the initiating a project process is to establish a solid foundation for the project. In
taking on a project, an organization is committing to spending a significant amount of money. Before
doing that, it needs to fully understand the work that will be required for the project to meet its
objectives and all the risks involved. In other words, the purpose of the process is to formalize the
project information and framework that the stakeholders and project team members will require to
successfully accomplish their goals. The objective of the initiating a project process is to create an
understanding of the benefits the project is expected to generate.

The scope of work to be done and what the final product will be. When the project work will be done
and how much it will cost. Who will be involved in decision making and who will do the work. Who
needs information, in what format, and at what time. And how quality, risks, changes, and progress
will be established, monitored, and controlled. All PRINCE2® project management processes can be
tailored to suit the requirements of the project. As long as the PRINCE2® principles are upheld, and
the process purpose and objectives are not compromised in any way. In the initiating a project
process, activities may be combined, separated or performed in parallel with others. Management
products, including project initiation documentation, PID, benefits management approach, and the
issues, risk and quality registers, may be tailored in level of formality, detail or combined with other
elements. Roles and responsibilities may be tailored as needed too. For example, the creation of
some of the management products is typically done by the project manager. And is still the project
manager's responsibility but some support products may be handled by the project support role
instead. In summary, the purpose of the initiating a project process is to formalize the project
information and framework that the stakeholders and project team members will require to
successfully accomplish their goals.

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Learning Objective
After completing this topic, you should be able to
recognize the activities in the initiating a project process

1.
[Topic title: Initiating a Project Process Activities.] The initiating a project process includes nine
different activities. These activities are the project manager's responsibility, but can be assigned to
other roles to complete as the project requires. Typically, the activities to create the approaches can
be performed in parallel, combined or split, or kept separate. They also do not have to be completed
sequentially. However, PRINCE2® recommends that preparing the communication management
approach is completed after the other approaches. Since it will have to deal with the communication
needs of stakeholders identified by the approaches for risk, quality, and change control. The first
activity of the initiating a project process we're going to discuss is agree the tailoring requirements. As
a project manager, you may need to tailor how the project and project work is directed and managed.
Any tailoring requirements should be documented and agreed upon by all relevant roles. For example,
project assurance should be consulted. And approval should be sought by the project board.
Preparing the risk management approach is another activity performed during the initiating a project
process. The risk management approach is the documented approach for managing risk for the
project. And typically includes risk management goals, procedures, responsibilities and roles,
tolerances, and tools and techniques.

Similar to the risk management approach, the change control approach is also created during this
process. Change is going to occur on your project, there is no question of that. And in order to
maintain control, you have to establish and define how and when to manage changes during the
entire project lifecycle. Preparing the quality management approach is another activity you perform
during the initiating a project process. A quality project is one that delivers what was promised. It
meets all user expectations. So in order to deliver a quality project, you should define an appropriate
quality management approach for the project. Including defined acceptance criteria, a quality register
that will be maintained, and any quality standards or practices to apply to the project. The remaining
five activities performed during the initiating a project process are preparing the communications
management approach. Setting up project controls, creating the project plan, refining the business
case, and assembling the project initiation documentation, or PID.

Preparing the communications management approach involves defining how, when, and to what detail
any relevant project information should be exchanged for both internal and external communications.
Setting up project controls involves establishing and getting agreement upon the mechanism and
levels of control for various roles. Including the project board, project manager, and team managers
based on the scale, complexity, risks, and importance of the project. Creating the project plan involves
documenting all aspects of the project that need to be managed, such as resource, cost, and time
requirements. Refining the business case entails updating the outlined business case that was
created in the starting up a project process, with details that have since been defined. For example,
cost and time scales, benefits and risk information, can now be added and expanded upon using
information that has been gathered in the previous activities. And assembling the project initiation
documentation, commonly referred to as the PID, entails compiling all the information created so far.
So that it can be distributed to key stakeholders, and give guidance and information to those involved
in the project. It will summarize the key questions, what, why, who, how, where, when, and how much.

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Learning Objective
After completing this topic, you should be able to
distinguish between the four management approaches created during the initiate a
project process

1.
[Topic title: Preparing Management Approaches.] Key activities performed during initiating of the
project process are the preparation of management approaches for the projects. This suite of
management products is required for the level of control specified by the project board. The project
board will then review and approve the resulting management products based on the criteria that were
agreed upon in the initiation stage plan. The first management approach document created is the risk
management approach. The risk management approach is created by the project manager. It
describes the goals of applying risk management, the procedure that would be adopted, the roles and
responsibilities. The risk tolerances, the timing of risk management activities, the tools and techniques
that will be used, and the reporting requirements. The change control approach, the second
management approach document created during the initiating a project process, defines how changes
should be managed throughout the project.

Change control is essential for the project to maintain control over its management and specialist
products. The initial set of configuration item records will also be created during this activity. A key
success factor of any project is that it delivers what the user expects and finds acceptable. This will
only happen if these expectations are both stated and agreed at the beginning of the project. Together
with the standards to be used and the means of assessing their achievement. The quality
management approach, the third management approach document created as part of initiating project
activities, is used to ensure such agreements are captured and maintained. And one more
management approach document is created during the initiating a project process. The
communication management approach addresses both internal and external communications. It
should contain details of how the project management team will exchange any relevant project
information with, to, and from each other or any others involved with or affected by the project. In
summary, key activities of the initiate a project process involve creating the management approaches
for the project. The four management approaches created during this process are the risk
management approach, the change control approach, the quality management approach, and the
communication management approach.

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Learning Objective
After completing this topic, you should be able to
distinguish between project controls and the project plan created during the initiate a
project process

1.
[Topic title: Creating Project Controls and the Project Plan.] Two activities performed during the
initiating a project process are creating project controls and creating the project plan. These two
activities typically run in parallel and follow similar processes. However, each control will require its
own time and resources. These controls will need to be documented in the project plan. Additional
controls may be required as products and activities are identified in the project plan. Project controls
allow for effective project management, consistent with the project's scale, complexity, risks, and
importance. Before you can establish the project controls, the level of control required by the project
board after initiation needs to be agreed. And the mechanism for such controls needs to be
established. In addition, the level of project control needs to be determined by the project manager for
any work will be completed by team managers. Some inputs to setting up project controls include the
project brief, the risk register, issue register, and the lessons log. Controls agreed at this time include
the number of management stages that the project will have, the project tolerances, the time, cost,
scope, quality, risk, and benefits, and the frequency of the regular highlight report. And besides the
project controls, two other outputs of this activity are updated role descriptions and the project
management team structure.

As the project board confirm exactly who has delegated change authority and what their decision
making limits are. Before a major expenditure commitment can be made for a project, the time scale
and resource requirements must be established. This information is contained in the project plan and
is used to refine the business case and control the project. The project manager will use the agreed
project approach and the project product description as inputs to this activity. And create the project
plan, which is the main output. They will use the product-based planning technique to assist them.
And produce a product breakdown structure, product descriptions for the major products, and a
product flow diagram to show the order in which they should be produced.

The project controls are another input. Once they are agreed by the board, these controls, such as
stage boundaries and project tolerances, will allow the project manager to complete the project plan. If
the project is using configuration management, then there will be a configuration item record created
for each product to be delivered by the plan. These, along with the project plan, become the outputs
for this activity. In summary, project controls include confirming reporting requirements, stage
boundaries, project tolerances, and limits on delegated authority. Inputs to creating project controls
include the approaches, risk and issue register, project brief, and a lessons log. Besides the project
controls, two other outputs are amended role descriptions and project management team structure. In
contrast, the project plan establishes the time scale and resource requirements for the project. While
creating the project plan activity has a lot of the same inputs and outputs as creating project controls,
two unique inputs to the project plan are the project approach and project product description. The
project plan is the main output, along with optional configuration item records.

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Learning Objective
After completing this topic, you should be able to
distinguish between refining the business case and assembling the PID activities

1.
[Topic title: Refining the Business Case and Assembling the PID.] Two activities performed during the
initiate a project process are refining the business case and assembling the project initiation
documentation, or PID. Refining the business case involves the project manager taking the outlined
business case produced during the starting up a project process. And updating it to reflect the
estimated time and costs, as determined by the project plan and the aggregated risks from the
updated risk register. The detailed business case will be used by the project board to authorize the
project. It is also used as a baseline to verify whether the project remains viable throughout its lifetime.
The PID is typically made up of several documents. In other words, it consists of a compilation of all
the documentation developed during project initiation. It is used to gain approval by the project board
to proceed with the project. There are several key actions you take when refining the business case.
First, you review the project brief to check whether there are any corporate or program management
requirements for the format and content of the business case.

You also seek out any lessons learned from similar previous projects, corporate or program
management, and external organizations related to business case development. Then you create the
detailed business case with the additional detail gained. Which will include items such as the costs
and time scale as calculated in the project plan. It will also include any updates to the benefits to be
gained and the tolerances allowed for each benefit. At this point, you can create the benefits
management approach. The PRINCE2® methodology also recommends that you update the risk
register, issue register and daily log if any new risks or issues are identified or existing ones have
changed. And consult with project assurance to confirm that the proposed business case and benefits
management approach meets the appropriate needs of the project board, and corporate or program
management. Finally, the project manager may also seek to gain project board approval for both the
business case and the benefits management approach. PRINCE2® project management
methodology outlines several recommended actions to take when you're assembling the PID. First,
you should extract, and if necessary, revise, any useful information from the project brief. The brief will
now be archived, as it's no longer required. Next, we gather up all the information that's been created
or updated in the previous initiating a project process activities. This will include the updated project
management team structure and role descriptions.

The detailed business case, the project plan and major product descriptions, and the relevant quality,
change control, risk and communication management approaches. You should also include or
reference the project controls and summarize any tailoring. These documents now become the PID,
or project initiation documentation. The PID gives the direction and scope of the project, and along
with a stage plan that will be made later in the managing a stage manager process. Forms the
contract between the project manager and the project board. It might help to think of the PID as a
filing cabinet of information, it is a living product. It will always reflect the current status, plans, and
controls of the project. Its component parts will need to be updated and re-baselined as necessary at
the end of each management stage. Other recommended actions include performing a cross-check of

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the information for compatibility and consistency. And consulting with project assurance to check that
the assembled PID meets appropriate needs. From here, the project manager will move onto the
managing the stage management process, and start preparing for the next management stage.

But before they do that, the project manager will pass the PID to the project board, and formally
request authority from the project board to deliver the project. The project board will make their
decision using the directing a project process. In summary, two activities you perform as part of the
initiating a project process are the filing the business case, and assembling the project initiation
documentation. Actions you perform when refining the business case include reviewing the project
brief, seeking out lessons learned, creating the detailed business case, creating the benefits
management approach. Updating the risk register, issue register, and daily log, consulting with project
assurance, and seeking approval of the refined business case and benefits management approach.
When assembling the PID, actions you may take include extracting and revising project brief
information as needed. Referencing relevant information created in the previous initiating a project
process activities. Cross-checking information for compatibility, consulting with project assurance, and
requesting project board authority to deliver the project.

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