When we talk about project initiation, we’re really asking:
What will be done? How will it be done? Who will do it? With what? For whom? What happens if we don’t do it? If we do it, will the world be saved? Will poverty end? Will orphans smile? Will crime drop? Will people finally recognize their shared humanity?
All of these questions are consolidated into one essential document called the Project Charter.
Without it, projects don’t start properly, and stakeholders cry rivers.
This phase is critical for project success.
Otherwise, it’s like going grocery shopping on an empty stomach without a list — you end up buying whatever you crave, wasting money on things that eventually rot in the fridge.
Another crucial aspect of this phase is identifying who’s impacted by the project and how they will influence it.
I prefer to say “interested parties” rather than “stakeholders.”
Why? Because most of these people are either disconnected investors who don’t know what to do with their money, or individuals who only appear interested because they’re being paid — they wouldn’t care otherwise.
Similarly, the people doing the work often wouldn’t even be involved if they weren’t getting paid.
So who are these “interested parties”?
- Project sponsors
- The project manager
- The project team
- Department heads
- Customers
- Suppliers
- Investors
- Legal teams and other grumpy figures
A good project manager must consider all these parties, assess their impact, and keep notes.
While some department heads might sit back with popcorn watching the project unfold and customers smile cluelessly, it’s the project manager who’s caught in the middle — juggling sponsors, suppliers, and legal obligations.
In fact, “stakeholders” sometimes feel more like “steak-holders” — blood and soul-sucking entities you must identify carefully!
Feasibility and Planning
Before starting, feasibility analysis must be done properly — or else we’re just blessing impossible dreams.
Without this, ambitious projects meant to solve unemployment or transform a region might end up as nothing more than a few dams.
Or you might aim for the largest amusement park in Europe but end up with a bizarre dinosaur park instead.
Another key point:
You need to define your team and materials.
You can’t eat soup with a fork and a flat plate — and if no one is there to cook the soup, you’re in even deeper trouble.
The Reality of a Growing Organization
Where I work, we’ve been trying to grow while juggling multiple projects — but we simply didn’t have enough people.
Some experts left, some retired, and we tried to integrate new people while struggling to manage who was even on which project.
At times we threw everyone we could at struggling projects (“all hands on deck!”).
Naturally, new team members spent time just trying to understand what was going on, and just as they became useful, we reassigned them elsewhere.
Without a Project Charter, without a capable project manager, and with too many projects running in parallel, things became chaotic — and if projects started suddenly, it was even worse.
Thankfully, we’ve moved past that phase and are approaching the ideal scenario.
The Ideal Scenario
In an ideal world:
- The team is defined beforehand
- Required materials and training needs are identified
- Learning curves are factored in
- Plans are drawn
- Preparations are made
- The project kicks off with polite but fake smiles
And of course, the kick-off meeting serves as a formal declaration:
To align everyone, discuss open issues before starting, and clearly say “today we begin.”
This meeting also gives you the ability later to say:
“I told you this from the very start — you just weren’t listening!”
In this ideal scenario:
- Feasibility studies are complete
- Documents are prepared
- All parties have approved
- The project begins
In smaller companies, however, things tend to happen differently:
The project suddenly “starts,” panic ensues, everyone runs around shouting, and the project manager quietly thinks:
“Maybe a meteor could hit the earth so I can finally get some peace.”
But they must suppress the panic and keep things calm.
Like a pilot facing turbulence:
You don’t shout “we’re all going to die!” — you calmly work the controls and guide the flight back to safety.
This is exactly what a project manager must do:
Turn panic mode into a smooth takeoff while preparing the missing documentation on the fly.
Embedded Systems and Project Delays
I recently read that over 65% of embedded systems projects run late.
This highlights why it’s so important to think from the beginning about:
- The project timeline
- Identifying and resolving open points early
- Keeping the project flow as stable as possible
Even if we say “we’ll figure it out as we go,” planning is still essential.
Dealing with Unrealistic Expectations
People who don’t understand the work but have money often develop unrealistic expectations.
In such cases, transparent communication is key — because deception always comes to light eventually.
If you hide or overlook something, the blame will land on you.
But if you are open, clear, and can account for every step and every penny, the classic project constraints (time, scope, budget) become much easier to manage.
Applying This to Daily Life
So how can we apply all this in everyday life?
By managing expectations.
- What are your expectations from life?
- What are your goals?
- Who’s around you?
- Are they helping or hindering you?
- And how realistic are you?
For example:
You might want to change your character, but if you’re spending your evenings at cafés with friends instead of improving yourself, your chances of success are zero.
If your friends block your progress or don’t understand your goals, your success depends entirely on luck.
The formula applies here too:
The right expectations, the right materials, and the right resources.
bahadirhancicek 
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