Hi all,
Sorry for the long hiatus in blogging.
I went on holiday for a couple weeks. Came back and have been busy at work ever since, particularly looking to stand up a new project that is particular large and very complex.
We recommence the blog with tips to starting new projects a project manager
1. Know The Scope
Obvious one really and the reasons why. As a Project Manager you need to know the scope like the back of your hand. It will be expected that you know and understand the scope.
- It will allow you to have conversations with project team members whether that be about planning, progress, troubleshooting, risk mitigation etc.
- It instills confidence, if you sound like you know what your saying then you probably do! You will instill confidence and gain the trust of others.
- You know your role and how it contributes. It could be that your project sits within a wider program, you need to be clear on the benefits delivered to the program so you can ensure the project is successful.
- Mitigate scope creep. Knowing the scope like the back of your hand should allow you to identify scope creep early and take the approach action.
2. Set Expectations Early
Be honest and truthful about any expectations you need to set. Don’t sugar coat any challenges or ignore problems, from the off. It’s easier to set expectations early and improve upon them later.
- Honesty is the best policy. Be honest on what can be delivered in the timescales. The old adage, under promise and over deliver.
- Others will likely have the same expectations. Don’t sugar coat it, others could be expecting challenges too, and won’t be appreciate being bullsh**ed to.
- Communicate early. Make sure you set expectations early, it’s harder to expectation later in the project. Also stakeholders make commitments based on the expectation set.
- Target your communications/expectation set. Set what you feel are the right expectations to the right people, you don’t need to bombard everyone with the project.
3. Identify Risks and Issues early.
Like expectations these need to be identified early to allow time for suitable mitigation actions can be identified and executed.
- Agree consistent approach with risks. So that there is consistency with risk scoring and impact to business but also standard language, use Risk statements if necessary (eg. IF, THEN, RESULTING IN)
- Flag any issues early. Like expectations these need to be flagged up to the right level (e.g. project board) as soon as they hit, the later you leave it the less time you have to mitigate.
- Flag any Red risks early, like issues these need to be flagged up to the right level for a decision to be taken on the approach, accept the risk, mitigate, which mitigation option?
- Knowing your risks early allows you to plan. Mitigation strategy maybe to accelerate or move elements of the project around.
.4. Know the plan
A Project manager is expected to know the plan, it is afterall their plan. It doesnt have to be to the nth degree, at least know the stages, key dates and critical path.
- Knowing the plan instills confidence.
- Knowing the plan allows for conversations around risks / issues as they arise
- Knowing the plan allows the PM to impact assess issues, change requests etc early.
- Knowing the plan, should mean you are actively communicating the plan to all stakeholders through conversations.
5. Know your team
Who are your team, do you have work package leads, full time or part time resources. Are their strong personalities and political considerations to be taken?
- Knowing the team helps to resource the plan accordingly, identify the gaps in the plan and resourcing risks
- Knowing the team helps to keep them happy, how are you going to interact, does the team like to be left alone or feel included, spend some social time together.
- Knowing the team allows you to identify the best communications method to bring the team together and the appropriate forums. Some members may not like each other. Keep them separate if you can!
- Knowing the team may identify any personal considerations you need to make, do they have holiday, illness within the family or commitments outside of work they need to stick to.
- Knowing the team will allow you to engage at an individual level, a good PM is a good people manager, you will need favours.
6. Define the communications plan
So many projects fail because people do not talk. Projects fail to setup any formal communications plans or at the right level.
- Setup workstream communications, each workstream should have it’s own meetings.
- Setup workstream / work package lead meetings, they need to talk across the workstreams. Provide updates to each other and agree on project direction, there will be dependencies between streams.
- Setup planning meetings, is the project on track, new changes need to be incorporated into the plan
- Setup risk meetings, opportunity for workstream leads to identify new risks and issues, but also review old ones.
- Setup PM to PM meetings, if you’re working with other PMs (including customer) setup meetings for one to one time
- Setup Project steering groups with key Business and Technical stakeholders to review progress and items to be flagged to the board.
- Setup Project board with senior user, supplier, sponsor for decision making
- Even if the meetings are 30 minutes, at least you are securing time from resources to talk to each other and to work on your project.
- Be pragmatic, not every project needs the above level of communication. Go for what feels right, you can always add or remove later.
7. Document
Document the agreed project approach in whatever format, PID, Brief, Mandate, Charter etc. Make sure it’s agreed between the workstream leads, PMs and Project Board.
It sets expectations earlier and gets everyone signed up to approach.
If not you could find yourself writing the PID at the end of the project, like I did with my first ever project…. !
See ya next week
Thanks
William