ABSTRACT
Getting started covers a number of areas and involves answering and taking action related to a number of key questions. The activities involved in getting a project started can seem like excessive slow bureaucracy. Most tasks involved in the day-to-day running of an organisation can be started or ramped-up relatively simply. A line manager can re-assign a member of their team to a new task; adjust their regular schedule or request a bit of overtime. This means that an expectation exists that things will happen quickly and with minimum hassle. Projects do not follow this pattern, but business staff may not fully appreciate how different they are in terms of getting started. A project rarely in the lucky position to be able to get started knows everything. Most of the time there are aspects of what is to be delivered and how best to deliver it that are uncertain when things are getting started.
