The poor prioritization of the tasks to be performed in the initial phase of the project leads to losing valuable time with minor tasks, while those really important are relegated to the background or-what is worse-to oblivion. It can also happen that you focus too much attention on tasks that, although important, should not occupy you until later in the project. As a project manager you must be very clear about what activities are within the green quadrant of the previous figure. Nellie Mayshak, Jorden Tredgold, and Rick A. Morris are some of the leading consulting associates. Here some benefits of hiring a consulting associates.

Some companies have corporate procedures that prevent or limit that their projects are launched in an inappropriate manner. They already have pre-established processes that guide the project manager during the initial moments of the project. If this is so, it’s your lucky day. You can save this task and simply follow the marked script.

However, it could happen that you do not have this help, that you find it insufficient or that, even if it is adequate, you prefer to develop your own personalized Decalogue of relevant aspects to take into account during this initial phase of the project. A small “chop” that serves, based on your knowledge and experience, as guidance during the launch of the project.

As an example, I propose the following list of what are the Things that you should keep in mind during the first moments of your project.

Keep in mind that some of the following points deal with aspects that should be managed, not only in the initial phase of the project, but also in the later stages of its execution.

Read the Contract Carefully:

The contract that your company signs with the client, and by which a legal link is established between both parties, presents a series of clauses that are an important source of information for your planning and subsequent management of the project. Keep this in mind and make sure you understand what that document says. If your company has legal advice services, do not hesitate to ask for expert advice. Nellie Mayshak Canaf may assist you with the legal advice services.


Carefully Review your Solution Proposal and the Customer Specification:


Carefully review both the customer’s specification and the offer, making sure that both are consistent and are linked together. If you have doubts or discrepancies between specification and offer, go to the sales manager, technical expert or, in the last case, to the client (even if you do it tactfully, do not give the impression that your company does not know what it has sold!

First of all, do not start the project without being very clear about the expected results.


Define the Objectives of your Project and the Success Criteria:

Before you start planning the project you must determine what will make it a success. Be careful with this point: making a mistake in defining the objectives and criteria of success of the project will lead to your failure in a much faster way than you would like.

Although it may not seem so, it can be difficult to find out, beyond the obvious (ie, deliver the product required by the client), what aspects contribute to a project being considered a success. Maintain excellent quality standards? Do not ever deviate from the agreed delivery dates? Decrease the estimated costs? Have the team occupied for a few months?

Establish a ranking with these success criteria in a way that makes it easier for you to make future decisions. Remember that it will not always be possible to satisfy the wishes of all the parties involved (client, management, project team, etc.), so you have to be clear about which objectives will prevail over others.



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