Services - Project Management Tips
How can I put risks, timelines, and resources in the charter, we don�t know enough yet to provide accurate estimates?
True, some would argue you don�t have enough information to be accurate until your sponsor signs off the closing document. When you are completing the charter, it�s not important to be 100% accurate, you will learn as you plan and execute. What is important to get as close as possible in the scope statement. When you have that, you can give your sponsor a high-level estimate of how much the project will cost in people and dollars, how risky the project is likely to be, how long before the benefits will be realized. With a high-level estimate, your sponsor can make a more informed decision about proceeding.
What�s the most common issue in projects and how do you fix it?
In my experience, it�s all about communication. If you have the right communication channels in place, and you use them, you will be able to resolve many of your issues. Issues often arise because of a misunderstanding, or incomplete understanding of what is needed; documenting minutes and decisions is key to keeping people up to date
Why do I have to document every decision, some of these are no-brainers?
True, most decisions as they are made seem like no-brainers, all the analysis is completed and the recommendation is usually pretty clear. No decision is 100% perfect, there�s always something about the choice not made that looks appealing. In a month, or in six months � usually when someone disagrees or something goes wrong � someone usually asks some form of this question, �who made this XXX decision.� At that point, it�s no longer clear why the decision was made. Having documentation on file is your defence. Believe me I�ve even had the person who made the decision ask the question. If it seems overkill to complete a decision document, save a copy of an email, if it was a verbal decision, go ahead and send a confirming email.
If we all know what�s supposed to be done, why create the scope document, isn�t that just bureaucracy?
It always looks that way when you are in the initiation stage, heck it looks like planning is delay, too, when you are doing it. If you don�t go through the process of chartering the project I pretty much guarantee you will get off track. Without a signed scope statement, you have no way to manage scope; it�s as simple as that.
My sponsor says I shouldn�t keep asking him to sign off on these documents; shouldn�t I do as he says?
If you stop asking him to sign off how are you going to control the project outcomes? I sat in one meeting where the new sponsor called the project manager to account for making changes to the budget allocation. When the sponsors changed, there was little or no handover but the previous sponsor had given the project manager the power to reallocate. Without documentation, the project manager had to work hard to prove the existing arrangement and save his reputation.
I think my project is going to be cancelled. What should I do?
In my experience, it�s best to talk to your sponsor about what is making you feel that way. It�s better to clear the air than walk on tiptoes. A few events can make you feel that your project is on the chopping block; economic downturns, corporate restructuring, people are avoiding you� you can probably think of more. It is more professional to face this and, if necessary, close your project formally, than to try to hide until the axe falls and the project is dropped without closure.