The Art and Science of a Good PID
By Tim Rogers | Programme Manager | Leadership & Change Advocate
A successful project doesn’t begin with a plan—it begins with a shared understanding. That’s the role of the Project Initiation Document (PID): to create consensus, clarity, communication, and engagement before delivery starts. Done well, a PID isn’t just paperwork—it’s a leadership tool.
Purpose of the PID
The PID is the foundational document that formally authorizes a project. It sets the tone, scope, and governance framework, ensuring that everyone—from sponsor to team member—understands the “why, what, how, and who.”
Key objectives:
Define why the project exists (business case).
Establish what it will deliver (scope).
Clarify how it will be managed (governance).
Identify who is involved (roles and responsibilities).
The Process of Creating a PID
1. Mandate Review – Start with the request or idea that triggered the project.
2. Stakeholder Engagement – Consult early, capture expectations, and surface concerns.
3. Drafting the PID – Pull together scope, objectives, risks, and governance.
4. Approval and Sign-Off – Secure endorsement from sponsor or board.
5. Baseline for Delivery – The PID becomes your contract for scope, decision-making, and accountability.
Composition of a Strong PID
A robust PID blends structure and story. The science is in the framework; the art is in how you make it engaging and relevant. Typical sections include:
1. Project Definition – Title, context, objectives, and success criteria.
2. Business Case – Benefits, value, costs, and funding.
3. Scope and Deliverables – What’s in, what’s out, and when.
4. Governance – Roles, responsibilities, decision-making, reporting.
5. Plan – Timelines, resources, dependencies.
6. Risks – Key risks, assumptions, and mitigations.
7. Quality & Change Control – Standards and processes for adaptation.
8. Communication – Who needs to know what, how, and when.
Benefits of a Good PID
Clarity: Aligns all parties on purpose and priorities.
Control: Defines governance and escalation routes.
Confidence: Builds trust that the project is grounded in evidence.
Continuity: Serves as a living reference point through delivery.
The Art Behind the Science
The science of a PID is about frameworks, checklists, and compliance. The art is about tone and engagement. A PID that simply lists deliverables may tick boxes—but a PID that tells a compelling story of why this matters inspires alignment and energy.
Good PIDs are co-created, not imposed. They emerge from dialogue, balancing business objectives with human dynamics. In this sense, a PID is as much about psychological safety and shared ownership as it is about scope and governance.
Reflective Exercise
Think about your last project initiation:
What went well?
What challenges emerged?
Which issues could have been avoided with better initiation?
Did the PID help create clarity and consensus, or did it sit unused?
What would you do differently next time?
Final Thought
A good PID is not bureaucracy—it is the art and science of alignment. It provides the clarity of science through structure, and the energy of art through engagement. Get both right, and you don’t just launch a project—you launch collective ownership of success.