The first month of a new project: an inception checklist
A checklist for the first month of an NGO project: agreements, team roles, work plan, MEAL, risks and partners, plus what an inception report holds.
Short answer
In the first month, confirm your agreements and approvals, set up team roles, update the design if the context has changed, build a detailed work plan and budget set-up, prepare your MEAL plan, create a risk register, and agree with partners and stakeholders on how you will work. Many donors also expect an inception report that records these updates.
Key points
- Use the inception period to check that the design still fits reality.
- Confirm agreements, signatories and team roles first.
- Build the work plan, budget set-up and MEAL plan together.
- Hold a kick-off meeting with the team, partners and stakeholders.
- Record changes in an inception report or updated project document.
What is the inception phase?
The inception phase is the period between securing funds and full implementation. The CISU guide describes it as the phase where partners and other stakeholders build consensus on the scope of the project and the way it will be implemented. It involves detailed planning and collecting the remaining data you need.
A strong start saves months later. An ILO brief on project inception notes that a faltering start can be hard to recover from, and that projects in "catch-up mode" face pressure from stakeholders and risk falling out of rhythm.
Why does the design need checking?
Time often passes between writing a proposal and starting work. Prices change, access changes, partners change. The CISU guide says that if there has been a time lapse between design and implementation, you should update your design (theory of change, results framework and budget) for any changes before making the activity schedule.
Do this together with your donor where required. Our guide on managing changes to scope, budget and timeline explains how.
What should you do in the first month?
Work through these six areas. Tick each item only when it is done, not just planned.
- Agreements and approvals. Signed grant agreement on file. Internal sign-off recorded. Authorised signatories confirmed. Registration and permissions cover the project location and sector.
- Team and roles. Project manager, finance focal point and MEAL focal point in place. Job descriptions shared. Decision rights clear. See the RACI matrix guide. Code of conduct and safeguarding policies signed by all staff.
- Work plan and budget. Detailed activity plan with milestones agreed. Approved budget entered in the accounting system. Procurement and recruitment timed against the plan. See how to build a work plan and Gantt chart.
- MEAL. Results framework finalised with indicators and targets. Baseline plan and data sources agreed. Tools prepared. A feedback and complaints mechanism set up.
- Risk and safeguarding. Risk register created, with owners. Security and access plan reviewed. Reporting pathways documented. See risk register guide.
- Partners and stakeholders. Partnership agreements signed before funds move. Reporting calendar logged. Kick-off meeting held.
What goes into an inception report?
The ILO brief says inception periods tend to end with an inception report, or an updated project document. It describes contents such as:
- a more detailed project strategy and theory of change;
- revisions to team structures and roles;
- an updated budget breakdown and results framework;
- operational work plans for the year ahead;
- technical annexes with analysis of sectors and designed interventions.
Check what your donor requires. Even if no report is required, write a short internal version. It becomes the reference for the whole project.
How do you run the kick-off meeting?
A kick-off meeting turns documents into shared understanding.
- Invite the project team, partner leads and key stakeholders.
- Present the objectives, scope, work plan and roles in plain language, in Burmese or English as needed.
- Review the risks and the safeguarding rules.
- Agree the meeting rhythm, reporting lines and how changes are approved.
- Record decisions and actions. See how to run project meetings that end with decisions.
How should you spend the four weeks?
A simple order helps teams that feel pressure to start activities at once.
| Week | Focus | Output |
|---|---|---|
| 1 | Agreements, signatories, staff roles, recruitment started | Governance and roles checklist complete |
| 2 | Review of design against the current context; budget set up | Updated results framework and budget |
| 3 | Work plan, MEAL plan, risk register, partner agreements | Plans agreed and filed |
| 4 | Kick-off meeting, first community contact, inception note | Shared understanding and a written record |
Adjust the order to your agreement. If a donor expects a report at a set date, work backwards from it. If your team is new, put staff induction in week one. The aim is that by the end of the month every person can answer three questions: what are we here to achieve, what is my role, and what happens next?
What common problems appear in the first month?
- Spending before agreements are signed. Wait for the signed agreement.
- Hiring too late. Staff recruitment can take longer than the plan assumes. Start it first.
- No baseline. You cannot show change without a starting point.
- Different people holding different versions of the plan. Keep one master file, with version dates.
- Skipping stakeholders. Run a short stakeholder analysis and visit the community early.
- Over-reporting. Do not spend the whole month on documents. Balance paperwork with first contact in the field.
How EMPO can help
EMPO is a trusted, Yangon-based training and consultancy provider and one of Myanmar's leading names in practical NGO training, with 1,200+ people trained and 15 partner organisations. Our Project Management and organisational development support, delivered online or in person across Myanmar in English and Burmese, can help your team start a new project well. See our services or contact us.
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Questions people ask
How long should inception take?
It varies by donor and project. Many projects use the first one to three months. Check your agreement for the required period and any report due.
What if the context changed since the proposal?
Update the design, results framework and budget before you finalise the work plan, and tell your donor about significant changes through the agreed process.
Do we need a baseline in the first month?
Often yes, or at least a plan for it. If baseline data is missing, collect it early, before activities change the situation.