Issue link: https://epubs.iltanet.org/i/74024
www.iltanet.org and the tools required to execute a project successfully without overwhelming the project team with too much complexity. Determining just how much is enough should be one of the first steps the project manager undertakes on each project. Whether led by using a formally trained project manager or an appointed project manager (the "accidental" project manager), the goal must be to keep the level of project management process to the absolute minimum required for the project to be successful. This often means reducing the number and types of project tools (artifacts) used and decreasing the number of meetings team members must attend. Project Steps In essence, a project is a series of steps undertaken to achieve a specific outcome. There are four primary steps in every project, so why complicate things by introducing too much process, too many tools and too many meetings? Initiation: This is the most basic and most important step. It involves figuring out what the project is, its level of importance compared to other projects, what the project should deliver and what will and will not be included. Then the project is formally launched with a simple project definition or charter document. (Note the word "simple.") During project initiation, a project manager is selected and given the authority to begin the project and work with the project owner to identify an appropriate team. Planning: This step requires the project manager to develop an appropriately detailed plan and task list, resource assignments, a schedule, a budget, a list of identified risks and a communications plan. At this stage, the project manager should also determine how to manage change control. While this list may seem daunting, depending on the level of process and the tools needed for the size and complexity of the project, it can all be captured in a fairly simple Excel spreadsheet. Upon completion of the planning process, the project sponsor approves the plan and the work begins. Execution: The work identified in the plan is performed and tracked throughout this phase. The project manager communicates with the project team and firm 16 ILTA White Paper management, ensuring the work is done on time, within budget and according to the project specifications and requirements. Deviations from the original plan (scope creep) should be reviewed carefully and any agreed-upon, approved changes should be documented. Anyone with a stake in the project should be kept informed by regular, yet concise, project status reporting. Closure: Upon completion of the work outlined during the planning step, the project manager should confirm the project has achieved the goals set forth in the project charter, and then hand off the deliverable to the project sponsor for approval. The project manager should ensure that lessons learned are documented and shared with the project team so they may be used to further the success of future projects. And every project should end with the team celebrating their success! Just the Necessary Artifacts, Ma'am How do you successfully manage these four steps without overwhelming your team with too much process, too many tools and too many meetings? Your firm may already have a comprehensive list of project artifacts available to you. While vastly different from firm to firm, these artifacts generally include: charters, project plans, work breakdown structures (WBS), scope documents, contact lists, risk plans, communication plans, resource plans, issue lists, task lists, project decision logs, meeting agendas and reports. You may also have a formal project management office (PMO) that requires the same level of process and the same tools on each and every project. Thankfully, many progressive PMOs are modifying that stance. They recognize that flexibility positively impacts success and builds greater acceptance of project management across the firm. If you are being told you have to go "by the book," push back a little. If the tools and artifacts you use add value to the project, then go for it. If not, get rid of them. With too many artifacts, you are making the project too complicated; with too few, you risk not having the level of planning and control necessary to ensure a successful outcome.