The EUPM² Guide project lifecycle has four different phases with a different type of activity prevalent in each phase (i.e., initiating activities are prevalent in the Initiating Phase, etc.). The Planning Phase is divided in two stages: Designing and Preparing. The Designing Stage ends with the submission of the project proposal to the Contracting Authority (CA), while the Preparing Stage starts after its (positive) financing decision.
However, while phase-related activities peak in terms of effort during a specific phase/stage, activities of this type can also be executed during neighbouring phase(s) (e.g., planning activities are also repeated in the Executing Phase).
A project moves on to the next phase when the goals of its current phase/stage have been deemed achieved as the results of a formal (or less formal) phase/stage-exit review, supported by a checklist.
Fig. 4.2.- The EUPM² Guide lifecycle
The focus of an EU-funding project shifts from initiating to planning before the financing decision, although planning activities continue also after the project approval which could take several months. The planning phase is thus divided in two different stages. After the planning phase the project moves to executing, with acceptance and closing activities at the end. Monitoring and Control activities happen all throughout the lifecycle, although they peak during the executing phase.
| Phases | Stages | Description |
|---|---|---|
| 1. Initiating | Identify the project idea to submit to the call for proposal and assess its coherence with the organization's objectives. Share the project idea to find project partners. Get the project idea off for the Designing Stage. | |
| 2. Planning | Designing | Define the project partnership and develop the project idea by elaborating the Project Logical Framework, plan the work, accordingly, fill and submit the Project Application Form to the Contracting Authority (CA) |
| 2. Planning | Preparing | Elaborate and update the Project Work Plan, finalize the project plans and governance model, assign the Project Core Team (PCT) |
| 4. Executing | Coordinate the execution of project plans. Produce deliverables and assure internal acceptance, submit the project reports. | |
| 5. Closing | Coordinate formal acceptance of the project by the Contracting Authority (CA). Report on project performance. Capture Lessons Learned and post-project recommendations. Close the project administratively. |
The importance of the initiating and planning phases is often underestimated and inexperienced project teams may start working on the formulation of the project proposal based on the call for proposals without developing an adequate project logical framework. This may result in poor-quality project proposals, ineffective deliverable, delays, over expenditure, reduced impact, and stressful implementation. It is a common and often costly mistake, that is often the root cause of project funding ineligibility or weak acceptance, inability to realise the project´s intended benefit, which in the end may limit the final acceptance of the project by the Contracting Authority (CA), with direct implications in the final payment of the grant.