Application of the checklist example
Leverage checklists to manage your program/project
In program management, there is the Triple Constraint; the Triple Constraint being quality (scope), cost (resources) and schedule (time). These three elements of a project are essential and must work in harmony with each other. When one of these elements is restricted or extended, the other two elements will also need to be either restricted/reduced in some way or extended/increased in some way. The balancing of these three elements, when fully understood by the Project Manager, allows for the precise planning, resourcing and execution of a project. At the end of the day, these are the key elements of a profitable project and will determine whether or not you have successfully managed a project.
The first thing a project manager must do is verify that the project is well understand so that the complete task being assigned to them can be accomplished.
The following checklist will start the process to ensure you have the right scope defined:
Program Definition
No matter how many times you’ve talked about what is required, you need to write it down. There’s something amazing about the written word that brings clarity that the spoken word doesn't always convey. Once this has been captured, you’ll have a basis of work to further define your program.
Stakeholder Identified
A significant piece of your effort on a program will be to communicate and support your program throughout its lifecycle. All programs don’t go as smoothly as you would like and you need to have stakeholders that are invested to support and help you prosper. If you need advice with budget, requirements or working alternatives, stakeholders are the folks you will depend on to guide your program to success. It’s important to identify them early and cultivate the relationship because you will need their assistance.
Scope Documented
One of the triple constraints that will be a challenge to manage throughout the program’s lifecycle is the scope of the program. I’ve always found the scope requires a focused effort up front and a strong change management process to keep it on track as you move from development to execution.
Within the parameters of documenting the scope you will find deliverables defined for the first 30 days, 60 days and all deliverables defined as tasks to complete. This shows the importance of scoping your program early with on-going deliverables so they can be used to confirm the concept and the approach is correct.
This is essential because in the first 30 days you want to show progress and verify you are on the right track. I can’t tell you how many programs I’ve seen that put significant effort into the program without having regularly scheduled deliverables. The risk with that approach is you expend so much money without being sure you are meeting the target outlined by your program. This almost always ensures blowing your budget while putting the program at risk to fail. How many times have you been on status calls/meetings and everything is fine until the first deliverable is due?
The next step is to define the deliverables for the first 60 days. This validates your assumptions on the scope as well as forcing you to break down the project in a logical order for completion. The other benefit is that is helps you with your resource allocations and plans. If your program requires more than 60 days in duration, then you will need to ensure you have a complete Work Breakdown Structure (WBS) that is signed off by your stakeholders that documents the complete set of deliverables for the program.
Communications requirements defined
Don't overlook this task, as it can be the key to your success. How you communicate, how often you communicate and to whom you communicate is so critical for the success of your program. Live by Murphy’s Law, because whatever can go wrong will go wrong in many cases. So, the better the communication and the more frequent, the better off you will be. Do not depend upon your team members to communicate to their management for you. It will not work. Always make the effort to communicate to all parties involved.
Cost Model Developed for the program
This is the roll up of your costs for the total effort. It includes any hardware, software, outside vendor costs and labor that will be needed to complete your program. You should develop a contingency of 10 to 15 percent of the total cost that you hold in reserve for unplanned costs that will occur. You can return that at the end of the program if you’ve done your job.
Program scope and costs reviewed by stakeholders
I know this sounds obvious, but it doesn’t always happen. This should be a formal event where the scope and costs are reviewed and all stakeholders get to weigh in with a vote on whether to proceed. It creates buy-in and support for the effort. If someone doesn’t agree with what’s being done it provides an opportunity to have the discussion rather than having someone drag their feet or undermine the effort because they didn’t agree with it.
Funding allocated
Based on the review by the stakeholders this should be the next decision. If the budget doesn’t exist, then work with your CFO or controller to identify the potential source where funds will be allocated from to fuel the project. You don’t want to go into the executive review without knowing where the money is coming from to support the program.
Executive Support
This is a formal checkpoint with the sponsoring executive team. Usually, they have a stakeholder assigned to the program to represent their organization. Depending upon your company’s culture and size, it can take different paths. Regardless, it should be reviewed and voted on by the executive team so there is awareness and recognition of the effort.
Kick off meeting
This is the formal kickoff that signals to all the team members and stakeholders that the project has importance and is funded to move forward. While there are steps that can be taken prior to this, the formal kick off meeting is where the stakeholders review the scope, the funding and the effort to complete the program.
