Project Initiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Identify the high-level decision maker(s) A1 Understand and distribute the hats A2 Select tools and create a project repository A3 Create a common understanding A4 Have Project Initiation peer-reviewed A5 Make a go/no-go decision A6 Conduct a focused communication A7 Revise and refine the common understanding C1 Have the Weekly Initiation peer-reviewed C2 Make a go/no-go decision C3 Conduct a focused communication C4 Manage follow-up items D1 Close completed deliverables D2 Measure and report performance E1 Evaluate stakeholder satisfaction E2 Capture lessons and plan for improvements E3 Consider swapping hats for the week E4 Double-check and hand over the final output F1 Evaluate stakeholder satisfaction F2 Have the Project Closure peer-reviewed F3 Consider swapping hats for Post-Project Management F4 Archive the project documents F5 Celebrate! F6 Conduct a focused communication F7 Evaluate the benefits G1 Generate new ideas G2 Conduct a focused communication G3

C3 - Make a go/no-go decision

It’s time for the cyclic go/no-go decision. Before making the decision, each hat-wearer expresses their concerns:

Creator Hat

Are the targets and expectations still realistic and achievable?

User Hat

Is the existing understanding of the project still suitable for end users?

Is it still possible to meet the requirements?

Investor Hat

Is the project goal still achievable?

Is the project still justifiable?

Is the project still the best investment of our resources at this time?

After this, the person or group responsible for the go/no-go decision (set in A1) makes a decision. The decision and its related information are recorded on a card on the Integrated Project Board.

When a project loses its justification and it doesn’t make sense to continue it anymore, a no-go decision will be expected, in which case the team should archive the documents, stop the project, and announce its cancellation. If a project has a dynamic scope and the latest output seems to be enough, a no-go option shouldn’t be used to stop it, but you should review and close the remaining deliverable cards on the Integrated Project Board as canceled ones and proceed normally to tie up the loose ends and close the project.

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