Project Management : The Power of the Checklist

Good resource management keeps the project team running at full speed. Vendors and collaborators may change from project to project, and even from phase to phase, but checklists ensure your team knows the resources that are needed at any given time, and where to find them. Maintaining supplies, managing documentation and quickly locating a properly outfitted meeting space can all be facilitated through the use of checklists.

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The minimalist concept of a task list evolves handily into a running steady-state report when used in a project setting. Activity checklists that are continuously maintained can be vital resources in the event a team member is unexpectedly absent, or when clients or executives request an informal progress report. The project moves forward without interruption, your client receives information quickly, and the returning team member is immediately updated on the project’s current status.

Relevant and timely communications are a basic underpinning of a successful project, and effectively managing the flow of communications throughout your project’s lifecycle is greatly streamlined through the implementation of a few simple checklists. Uses for communication checklists include ensuring your project data reaches the appropriate people (and no one else), confirming that responses and required information are received as needed, and that follow-up activities occur in a timely manner.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

Documentation Tips: Archival

At the end of each project, it’s important to ensure your documentation – including e-mails, invoices, contracts, schedules, diagrams and anything else related to the project – can be easily located, retrieved, searched and referenced later.

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Format and location

Transfer all project-related documentation into formats suitable for long-term storage, and identify a single location for archival of electronic records, with a corresponding physical location for hard copy materials. Store materials electronically where possible, and prepare hard copy materials in a medium suitable for archival (i.e., tapes, acid-free paper, etc.)

Originals

Some original documents, such as contracts, insurance policies and regulatory materials, may require archival in a separate location or indexing system from the bulk of your other project documentation. In those cases, once you’ve ensured the original is in the appropriate location, either place a copy in your main project file, or include a reference document that provides the location of the original.

Retention schedules

In all cases, it’s important to accurately label the material according to your organization’s document retention schedule. After you’ve determined the nature of each document, note the date the items should be reviewed and/or destroyed. Carefully label any items scheduled to be retained indefinitely, to prevent inadvertent destruction. Once a file reaches its scheduled review date, ensure your project management team makes sufficient time to review the documents prior to releasing them for destruction.

Purge

Keeping every scrap of project documentation isn’t efficient in terms of the space required to store materials, the effort needed to properly index and tag materials, or the time you’ll spend searching through materials later. Instead, carefully evaluate documents during the project wrap-up phase and determine what needs to be retained and what can be purged. Eliminate duplicate copies, rough drafts and any other items that are accurately and completely captured elsewhere.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

Conducting a Useful Post Mortem Analysis

Once a project is complete, take some time to review what was successful and what needs improvement. By evaluating each project in retrospect, you’ll be able to apply the lessons learned to future endeavors.

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Communication

Good communication provides team members, stakeholders and end users with information that is clear, concise, relevant and timely. Using these 4 criteria, evaluate e-mails, memos and other communications that were circulated in support of your project. Confirm your team is using descriptive subject lines; that communications were sent at the right time; and that your distribution lists were inclusive without unnecessarily flooding anyone’s inbox.

Documentation

Projects not only generate new documentation, they also rely heavily on existing material. If your team scrambled to locate documents mid-project, plan to secure access to existing documentation earlier next time. Materials normally stored offsite should be moved to a convenient location onsite, with a team member responsible for re-archival at the end of the project.

Ask your team if they had difficulty acquiring signatures or approvals when needed, and if they felt the difficulty was a result of issues with documentation, corporate policy or something else. Work with your team to streamline the approval process.

Schedule

A multitude of factors contribute to project delays, including some that may be outside your control. Survey your team to determine what caused any hurdles during the last project, and create workarounds or alternate plans to eliminate those obstacles. Ensure the team is informed of potential delays as soon as possible, and update your communication plan to quickly disseminate schedule changes to the right people.

Feedback

Gleaning feedback from users and team members can be instrumental in improving the next project. Provide users with a survey or otherwise solicit feedback, and carefully evaluate the responses. User concerns should first be addressed within the project team, to determine if feedback relates to systemic issues within the organization, or to the team’s actions directly. Bring systemic issues to the attention of your management team or the client, and work with them to formulate resolutions that meet everyone’s needs. If an issue can be fixed within your project team, talk with team members candidly about what went wrong, and the steps to eliminate the problem in future projects.

It may also be necessary to evaluate the level of user satisfaction and determine if the project scope was simply unable to meet the needs due to budget limitations, corporate policy, resource availability or other issues. By referencing this information prior to setting user expectations, you’ll help give your next project the best chance for success.

Use Success to Your Advantage

Positive feedback and the achievement of goals are powerful tools for improving your next project. Take the time to identify the portions of the project that went well, and apply that successful methodology to areas that are underperforming. Continuously evolve your processes and techniques to build on past successes. Each project will teach you something new – it’s up to you to leverage that information to your advantage.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.