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