Project Management Write For Us – A project can have a global product: a website, a program, an event, or a brand design, but most projects have several or more phases or elements that must be completed in a particular order. All documentation, including a project scope statement and scope of work, contract, and work plan, should include a humble list of each item your team is expected to deliver. For example, if you are constructing a website, you could consist of the following:
- start
- content strategy
- wireframes
- The first round of design
- The second round of design
- The third round of design
- development
- content input
- evidence
- launch
- medium
Although the Project is a “website,” it is your accountability as the Project Manager to stay on top of each of the deliverables and moving parts to ensure they are completed on time, on schedule, and to specification. Ask your boss, team, or client to confirm that you have the complete results list and nothing is missing. Also, be sure to find out what has been completed, what is in progress, and what is yet to come.
What Are We NOT Delivering?
Knowing what part of the Project is as important as knowing what is NOT. For example, in the #1 simple website, your company provides content strategy, but does that mean you’re also writing all of the copy and providing photography, video, or illustrations/visuals to accompany it? Be sure to ask stakeholders if they will give these items or want to add them to the scope. This is one of the calmest ways to avoid increased content, confusion, and extra work.
There is also a middle ground where you might recommend another company or a partner company to provide additional services. If the previous Project Manager on the Project has already gone over this with the client, asking again could be an excellent opportunity to see if the client has altered their mind or if this could be an opportunity to sell more amenities. Either Way, it’s essential to determine who will be responsible for all project elements two weeks before launch. You don’t have to explain to your client that you thought HE would provide the copy; he assumed YOU would give it.
Is There A Deadline?
Most plans have deadlines; believe it or not, that’s a good thing. Having a specific amount of time within which you must complete a project helps your team stay focused, hopefully, ensures the client stays focused, and enables you to determine time and budget. When you land on a new plan, ask stakeholders about limits. Perhaps there is a firm deadline due to a creation launch, event, or budget constraint. (I call this an “immediate delivery deadline.”) Sometimes, the deadlines can be slightly more flexible, i.e., “We’d like to have this done sometime this summer.” Either Way, as a project manager, you need to quickly determine the deadline so you can plan from there backward. This is also a moral time to check the progress against your timeline – until you get to the project. Is the team on track to finish before the deadline? If so, great! If that is not the case,
What is the Benchmark for Success?
This is one of the most crucial project administration questions to ask when wondering how to start a project introduction. A goal may seem simple, such as creating a new website. But don’t be scared to dig a little deeper. Ask your clients and investors what they are trying to achieve with this job. Do you want to make your brand more known? Ensure a successful launch of a product or program? Acquire more users? Increase revenue? Get your client to open up to you about why he is embarking on this projectProjecteep that goal at the forefront of discussions.
Reaching the middle of the project lifespan also means it is an excellent time to ask the stakeholders if their goals/vision have changed since the start and how you can most effectively help them achieve this. Achieve all these goals.
Who is the Customer…Truly?
If you work in action, I’m sure this has ensued to you. I know it has happened to me more times than I can count!
While you’re applying for a project, you’re dealing with one or maybe two people, but once the work is underway, other people suddenly start coming out of nowhere to offer feedback and make decisions. I don’t blame customers for bringing too many chefs into the kitchen; this could be a policy issue, or the initial contributor may want a second (or third, quarter, or fifth) estimation of the work. After all, we must remember that, in many cases, clients invest a lot of time and trust in your team and are permitted to contribute to the labor. Hence, they are not solely responsible for the final product’s success.
Whatever the reason, I believe you can achieve this sometimes frustrating “multiple client” phenomenon simply by asking up front: “Which review is vital? Can additional stakeholders be brought in to provide feedback over time?” This Way, you can not only prepare for the frenzy, should it occur, but you can also remind your primary client, if necessary, that they had agreed that you would only take the notes of 2-3 people. Now that 10 people are collaborating, you may feel overwhelmed.
Remember: to have a positive customer experience, you must first know who you are and your goals.
Who is the Point of Contact?
This question may seem redundant if you’re already working with a seemingly dedicated project team. Still, it’s essential to determine who is the MAIN point of contact in case of an emergency or significant project decision-making. And an additional question about project management: find out what their favored method of communication is. Email? Office phone? Mobile phone? The last thing you want to be concerned about is if something goes off schedule within the project you should contact and whether or not they will even read your email.
Who is Doing the Work?
Most of the project management queries on this list are the ones you will be asking your clients/stakeholders, but this question is fundamental. It is about your internal team. Maybe you’re joining a project where you already know the designers, developers, etc., or maybe you’ve just started a new company where you can’t tell anyone. Either Way, as soon as you staff the project, you have the right people for the job. One question to ask yourself before considering how to start a project introduction is, Does everyone have the necessary skills to complete the project project and on a budget? Does anyone on the team need additional coaching or support? Have you filled all the required roles and researched independent/contractors if you need further help?
What is the Audience for the Project
In project management, we consider every project as two sets of stakeholders: the customer or the person requesting the work be done and the team or people doing the work. But there’s usually a third, sometimes silent stakeholder group: the audience/consumer/recipient/user who will interact with, buy, or view the work when you’re done. The audience for the job is significant. Some projects will allow surveys or research to be conducted to learn more about the customer at the other end of your project work, but if not, you can still ask the client, your team, and yourself this question: Who are we building this for? What is significant to them? The responses to these project management questions will help you focus on your goals.
Has This Been Done Before?
Even the most innovative, unique, and remarkable work in our industry is often based on or inspired by something that has come before. Don’t be embarrassed to see what else has been done on this spectrum or by similar organizations when assigned a new project! This is a fundamental question when considering how to start a project introduction. Asking your stakeholders (customers AND internal team) what other projects have been done before that the unit can be inspired/learn from is a great way to get everyone excited about the work ahead, get new ideas, and be on the same page. Aware of the competition. I love asking clients to show me examples of products/projects that inspire them so my team knows what to aim for, and with dedication,
What Could Get in the Way?
Believe it or not, this might be my favorite question when taking on a new project. It may seem a bit complicated to delve into all the potential problems you may face as a team embarking on this work. Still, coming together to responsibly identify potential obstacles to success is not just an exercise in humility – admitting that something could go wrong at any time. Moment – but it can also help you be prepared when that moment arrives. Hopefully, everything is proof against common mistakes: personnel, schedule, budget, technical specifications, etc., but what else could prevent everything from happening according to plan? Get together with your team and ask your stakeholders what they envision as potential obstacles to success or what barriers have already arisen, and then make sure.
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