Congratulations! You have been assigned to manage your next project and you’re eager to get started with planning. There’s a lot to be done, build the WBS, schedule the work, assemble the implementation team, and meet with the client. But with so much to do, what should you do first? Here is a simple check list to help you get started. Each project is different; feel free to add to this list or make modifications to suit the needs of your project.
Confirm Your Authority
This is probably the most important step when starting a new project. You want be sure that you have the authority to manage the project budget and make project related decisions as you proceed through the planning and implementation phases. Get a copy of the project charter and be sure it shows you as the project manager. If a project charter doesn’t exist, write one and get it signed by the project sponsor. Make sure that you get it in writing because “a verbal contract isn’t worth the paper it’s written on.” Another way of making the point is, “what is not on paper has not been said.”
Understand the Project Scope
The project charter should define the scope of the deliverables that will be created by the project. Ask for clarification if there is any ambiguity in the description of the scope. Take a look at what’s not included in the scope. Use an out of scope statement, if necessary to put a fence around the project scope.
Study the Project Assumptions
Assumptions are circumstances and events that need to occur for the project to be successful. Assumptions are typically outside the control of the project team and are usually taken for granted. List those assumptions that have a reasonable chance of occurring and describe them in specific detail and measurable terms. Assumptions that are invalidated at a later date may impact schedules and/or budgets and should be reflected in an updated project plan and on the risk register.
Identify the Constraints
Constraints are limitations, under which the project must be managed. Every project manager is already familiar with the triple constraint of time (start date and end date,) scope and cost, but are there others? How about resource limitations, quality, equipment, or supplies? Be sure that you understand and thoroughly document each constraint.
Gather Information
Gather as much historical information about the project as possible. Review lessons learned documents from past or similar projects. Take a look at previous risk assessment and management plans to see what issues were encountered on previous projects and how the risks and issues were managed. Talk to other project managers about their experiences with similar projects or internal political concerns that you should watch out for.
Broaden the search to see what others within the industry or competitors have done and what issues they ran into when doing similar projects. Don’t be afraid to talk to past customers or clients. Ask for their suggestions and/or recommendations.
Begin Planning
Finally, proceed with planning and implementation with confidence knowing that you have taken all the appropriate steps to begin the project.
Author Resource:
Ray Myers, Jr. is a PMP certified project manager with over 20 years experience planning and managing technology projects. Contact Ray at http://www.pmservicesnw.com Article Source: http://www.pmservicesnw.com/2009/11/ready-set-start-your-project/
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