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Representative POMs are described for Project Initiation Management at each level of maturity.

2Basic

• Practice

  Develop a project charter/project initiation document for key projects to include things such as project scope briefs, project governance structures, and funding and resourcing.

  Outcome

  The documentation approach is delivering consistency in project initiation.

  Metric

  Number and percentage of projects with a project charter/initiation document in place.

• Practice

  Seek project approval in accordance with organizational and programme or portfolio management practices, as appropriate for key projects.

  Outcome

  Authorization to expend resources on the project is legal and has the support of the organization.

  Metric

  Number and percentage of projects where formal project approval is granted.

3Intermediate

• Practices

  • Define and document a project charter/project initiation document (using available templates) to agreed standards.
  • The charter will include a business case and rationale for the project.

  Outcome

  The rationale and business case for the project make gaining stakeholder support and commitment easier.

  Metric

  Number and percentage of project charters/initiation documents that include rationale and business cases.

• Practice

  Review project approvals criteria and ensure that project requests provide sufficient information to enable informed decisions by the approvals board.

  Outcome

  Project approvals cycles are shrunk and are increasingly consistent and predictable.

  Metrics

  • Number and percentage of project proposals approved or rejected without requests for additional or clarifying information from the proposer.
  • Elapsed time from submission to decision announcement.

4Advanced

• Practice

  Use systematic approaches, templates, and automation to assist with project approvals submissions.

  Outcome

  Comprehensive standard documents assist decision-makers locate the information they need when making the decisions.

  Metrics

  • Number and percentage of project proposals approved or rejected without requests for additional or clarifying information from the proposer.
  • Elapsed time from submission to decision announcement.

• Practice

  Review project approvals criteria and ensure that project risks are expressed in the required formats and that requests provide sufficient information to enable informed decisions by the approvals board.

  Outcome

  The additional level of granularity provided enhances the decision-making process resulting in increased project success in all projects.

  Metrics

  • Number and percentage of project proposals approved or rejected without requests for additional or clarifying information from the proposer.
  • Elapsed time from submission to decision announcement.

5Optimized

• Practice

  Develop and maintain a programme of continuous improvement for the management of project initiation that follows best-known industry practice, research ideas, and the advice of vendors.

  Outcome

  Future projects benefit from the learnings of previous projects, from business ecosystem stakeholder feedback, and from emerging research ideas.

  Metrics

  • Number and percentage of projects with a project charter/initiation document in place.
  • Number and percentage of changes made to project charter/initiation document based on lessons learned.

• Practices

  • Monitor ongoing risk, quality and project progress-to-plan analysis — specifically, increase quality checks if early artefacts are of a low quality but relax them if quality is very high.
  • Similarly, if someone's estimates are consistently low or high, apply a corrective multiplier to any remaining tasks estimated by the same worker(s).

  Outcome

  Project processes are dynamically reconfigured based on monitoring activities.

  Metric

  The number of projects where plans were adjusted based on the quality of early stage artefacts, and also on timeliness, perceived risk, and so forth.