We have covered a lot of the theory behind planning. You may be wondering how you can do this. There is always a mess in real life. You will never have enough time to do the work that a textbook suggests. Moreover, nobody cares. [iStock/LDProd] I want to tell you a tale. It’s about Corwin. He is a great project manager. He has a solid approach to project planning. I saw him at work…Where does the planning process start?
Corwin has a routine. He goes out every week to collect intelligence. He usually visits the director of his department, as well as functional and technical managers and the HR department. He knows when is the best time to visit, and he doesn’t need to be notified. He does it casually.
What intelligence is he looking for? The company’s well-being. Satisfaction of customers, clients, and sponsors on other projects. And whether new clients or contracts are in the works.
Corwin is responsible for one or two projects. He is always aware of when a new project may be assigned to Corwin. He is prepared for it. He is prepared for any new projects that might impact the ongoing one.
Corwin is a professional manager and tries to avoid any intrigues or internal politics. However, he is fully aware of the current affairs of all major players. He meets with technical and functional managers. They are often the most active in politics.
He attempts to address three issues simultaneously. He first examines the attitudes of key stakeholders regarding the ongoing projects. He also casually communicates the current status of the projects. He also tries to get their attitudes towards potential new projects.
Corwin does not like the fight for power but he can understand its origins. He accepts that it is a part of project management and matrix organization.
Finally, he visits the HR department. He usually goes there for cookies. They always have some. He wants to know if the department is in a regular mode. Or if they are under heavy loads in search of large numbers of new resources. This is always a sign that there is incoming work.
Although you may not be able to see it, Corwin had done extensive Stakeholder Analysis. Before any new project was even born.
TAKEAWAY. You don’t meet with your manager regularly and you don’t build the relationship. Go! Get started right now.
Pre-sale
Pre-sales participation is not always possible for project managers. Corwin doesn’t miss a chance to participate in pre-sales. Corwin wants to learn about the problems that a new project will attempt to solve.
Corwin also knows a fundamental truth about customers. They don’t know what the end result should look like. He doesn’t miss an opportunity to change the customer’s mind. His problem will be solved by the team. It will not be mindless tasks. It will be mutual cooperation.
This approach makes him an expert authority. It creates professional and constructive relationships right from the beginning.
A sales manager must be managed. He shouldn’t over-promise.
TAKEAWAY. Participate in pre-sales whenever you can. Plant the seeds of your expert authority.
Project Initiation
You might still be wondering when the planning process actually begins. It’s quite soon. Corwin believes that planning ahead is more important. Ask him the same question. He will tell you that the Project Charter is the first step in the planning process.
Corwin insists on creating a Project Charter, even if the customer has already signed a contract or paid the money. Any form. Even if it’s a simple entry in a task tracker.
He arranges to meet or call a customer. This conversation is designed to help the customer understand the business case. It’s all about the details. What is the purpose of creating a product/service? How does it work?
