| Steps to Setting Up a Project* Don Mize (C) 2003, Don Mize Requirements: 1. 2. 3. Here you list the requirements of your project. In other words, what will the completed project have accomplished? Picture the finished project. State the requirements as objectively and concretely as possible. You want to be able to use objective criteria to prove that the finished project accomplished the requirements. Fact Gathering: State of the Art Here is where you do research. What is being done in this area? What are the latest techniques, technologies, methods, and ideas? Of course, you can research indefinitely. The larger and more formal the project, the more research will enter into great depth and breath. Previous Experience Write out a brief summary of your previous experience in the area. Include things that have worked, problems that emerged. When you have no experience in an area, assume that the project will take three times as long and cost three times as much as seems reasonable. In fact, you would be wise to multiply your estimate of costs and time by three to avoid frustration. Better to bring in a project ahead of schedule than be constantly behind and in trouble. Qualified/Key Sources of Opinion Here is where you consult others. Your research may have turned up new information. Here is where you review your initial requirements for the project and update as necessary. In consulting others, expert sources of opinion are those people who are the leaders in the field. Key sources of opinion are those key people whose opinion you must take into account to make the project work, whether or not they are experts. By consulting expert/key sources of opinion, you further focus your project and make adjustments (including winning over or neutralizing those negative key opinions that can wreck your project). Basic Approach Assumptions We must assume certain things to be true in order to live, act, make decisions, etc. However, assumptions in a project can ruin. Now is the time to make a list of everything you are assuming to be true. Limitations Every project has limitations. Time and money make almost every list every time. Personnel, training, background of your team, and other factors also impose limitations. Unknowns Make a list of the unknowns. Will the money really be available and on time? Will people be dependable? Will the help promised really be available at the time you need it? The more unknowns, the more likely failure. Basic Plan Things to Do in Sequence 1. Step 1. Write down the first thing you need to accomplish. Requirements Write out in one, two, three order the requirements for the completion of this step. In other words, if this step is completed, list in one, two, three order what will have happened. Be objective. Each step may have several requirements. Criteria Take Requirement #1. What are the criteria for success? How do you know the requirement has been completed? A report, a shipment in the warehouse, a written confirmation may all give you objective evidence that the requirement has indeed been met. Each requirement has at least one criterion and often several criteria. Deadline Dates After you finish all your steps, go back and pencil in deadline dates. Some deadline dates may be added by a criterion, others by a requirement. You will ultimately transfer the deadline dates to a deadline calendar, the key to managing the project. You will not have to look at the written up project again; you will manage the project from the deadline dates on your calendar. Repeat, steps 2, 3, 4, etc. Repeat the above process. Things to Do in Parallel In the real world, you cannot stop doing everything else in order to work on one project. After you complete your steps in sequence above, along with requirements, criteria, and deadline dates, make a list of the things you must keep doing along with (in parallel with) the sequence steps. For example, continue to attend meetings, do regular assignments, work on other projects. By writing these out, you will get a better grasp on where you are. Set up one project at a time. The process of thinking through the project, doing the research, consulting with others, and writing up each step requires focus. After you set up the project and kick it off, then you monitor the deadline dates, making adjustments when deadlines are not reached or criteria are not met. However, you can manage several projects at once because you simply are reading deadline dates and taking needed actions. Set up and kick off one; manage several. 1. Step one (PARALLEL). (Example: write my monthly report) 2. Steps 2, 3, 4, repeat. Cleaning up activities When a project is over, thank people, write reports, file materials, and take all the necessary actions to put the finishing, professional touch on your project. Neglect the finishing up and you will have trouble on future projects. How often have you seen people go away feeling that they were not appreciated for the effort they brought to the project? Give credit, recognition, thank you letters, and make sure that your team feels valued. If you delay writing the report or fail to take other steps, you may look incompetent or lazy rather than gain the credit you deserve for your hard work. List everything that must be done to put the final, professional touch on your project. |
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