The start-up standards focus attention on this critical, and often challenging, phase of the project management cycle. When start-up is poorly planned or executed, it affects the entire project. CRS teams often wait too long to initiate project start-up planning and activities. As a result, many projects are “late out of the gate,” and have trouble completing activities per the schedule set out in the proposal.
The CRS project management standards encourage a new understanding of “start-up,” particularly for donor-funded projects. While the timing of start-up will differ depending on the funding opportunity and project context, the standards emphasize early, timely start-up—both for CRS and our partners—complementing the emphasis in the design phase standards on developing activity schedules with realistic timeframes for project start-up.
WHEN DOES START-UP START?
For projects where there is a very high win probability (i.e., non‑competitive, solicited proposals), start-up activities can begin shortly after proposal submission.
For competitive proposals, certain start‑up activities may begin prior to any formal notification from the donor, if CRS is confident of winning or if other considerations necessitate initiating pre-notification start-up planning.
For highly competitive proposals where CRS’ win probability is low, start-up activities might begin only after formal notification from the donor of an intent to fund (i.e., during the award negotiation).
KEY MEETINGS AND EVENTS DURING START-UP