Starting a Project: Tips for First-Time and Seasoned Project Managers...

Until last week, you were part of the project team—maybe as a Business Analyst or a developer. But guess what? You got a promotion just a week ago, and now you're on your way to becoming a Project Manager (PM)! That sounds pretty exciting, doesn't it? Before, whenever you needed something, you used to go to your PM, but now, you're the one in charge. Your teammates will be coming to you for everything.

Now, imagine you have been appointed as a PM for a new Implementation Project. The immediate task at hand is the Project Kick-off. How will you plan it? How will you ensure that the right foundation is set for your project? Whether you've done this PM thing before or not, you need to be twice as ready as someone who's been a PM for a while. But remember, being prepared and planning things out is super important, whether you're a seasoned PM or just starting out.

Hence, ensuring a successful project kick-off is crucial when embarking on a new project, which can be both exciting and challenging. Let's explore the top five areas where you need to take action to set the right foundation for your project.

Define the Project Scope: When entering into a contract with a customer, you might have already defined the scope. However, now the scope needs to be agreed upon from a delivery and planning perspective. Your journey begins with a clear understanding of what your project entails. There are several discoveries that you might need to make to validate your current understanding and create a clear scope and mutually agree on the same. Take the time to sit down with stakeholders and your team, ensuring everyone agrees on what's in and out of scope. Avoid making assumptions, as unchecked assumptions can lead to project pitfalls down the road. Validating or creating a project scope statement is your first step towards project success. Scope change or scope creep are common issues that can derail any project if not managed properly.

As a PM, you play a crucial role in managing and mitigating the impact of such unexpected twists and turns. If you are running a project with triple constraints (time, scope, and cost), you must 'manage' the scope effectively. Make sure to have a clear process to manage the scope.

Craft a Project Charter: Once your scope is defined, it's time to encapsulate the essence of your project in a project charter. Typically, project charters are provided by customers, and sometimes, this document is jointly prepared by the customer and you (the PM). At times, it is entirely created by you. Ultimately, as the PM, taking the initiative to create a project charter is your responsibility, so own it. This document serves as a live repository of vital project information, including scope, assumptions, expectations, initial risks, roles, responsibilities, high-level milestones, and budgets. Use it not only as a documentation tool but also as a means to get everyone on the same page. A signed project charter ensures that every team member is committed to the project's success.

Finalize Project Deliverables: While you may already have this as part of your SOW or contract, you need to approach it from a delivery and planning perspective. With the foundational documents in place, it's time to shift your focus to creating a project deliverable list.

This list, often referred to as a Work Breakdown Structure (WBS), provides a high-level overview of the actions or milestones within the project.

Collaborate with your team to clearly define responsibilities and deliverables. You will have to work with your customer stakeholders to plan the activities effectively (Planning & Timeline), as your customer's involvement is also very important. This step is crucial in aligning everyone with the project's objectives and ensuring a shared understanding of the work ahead.

Establishing Support Mechanisms: This is all about bringing processes and tools into your project. How project governance works, communication structure and channels, agreed-upon processes, etc., are part of this. Note that your project's success relies on effective collaboration and communication. Set up the necessary support mechanisms by deciding on tools and expectations for your team. Determine where project documents will be housed—whether it's a shared drive, SharePoint, or another platform. Standardize the tools and processes to foster a cohesive working environment. A central location for information promotes collaboration and avoids the inefficiencies associated with isolated efforts. Normally, you need to work with customers to get all the necessary tools and support, as most of the time, all project-related documents and artefacts are stored within the customer's environment.

The Kick-off: Remember, ideally, all the tasks mentioned above should have been completed by now or be on the verge of completion. Assuming that all the groundwork is laid, it's time for a pivotal moment—the project kick-off meeting. This is an opportunity for the entire project team, including customer stakeholders and your team, to come together for the first time and gain an overall understanding of the project's purpose. Ensure that the customer is well-aligned with everything mentioned in the previously discussed documents and processes. Most importantly, allocate sufficient time for team members to review the project scope, charter, and deliverable list. Encourage active participation by seeking input and feedback from every team member. This collaborative approach not only empowers the team but also ensures that each member takes ownership of their role in the project. A well-planned first meeting gets everyone on the same page and starts the project journey on a positive and productive note.

Do share your experience as a first-time Project Manager in the comments section!

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