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The more feasible a project is out of the gate, the better chances we have to skillfully leverage resources in the delivery of a successful project. 1. First establish an initial working description of the project’s scope – the project’s targeted deliverables: what we intend to exist at project completion. Make sure the voice of any identified key stakeholders at this point is included in the crafting of this description. Be as detailed as there is data and consensus for at this point in project feasibility. 2. Do whatever research you have the resources in order to establish if any exact or similar precedents exist related to this project’s proposed scope – rate the results on the Acceptability scale: Below (non-feasibility), Conditional (feasibility if conditions x/y/z were included in the scope), Adequate (meets acceptable levels of feasibility), and Exceptional (exceeds levels of feasibility). 3. Research into the technical feasibility of the scope’s technical features, possibilities, and issues – rate results and research into: a) the financial resources and commitments available for the project’s scope as it is currently described, and b) the potential scope and timetable for payback from project deliverables – rate results 4. Interview key stakeholders (or their representatives) to assess levels of support for the project – rate results 5. Research into potential market readiness for the project deliverables – rate results 6. Assess for the fit between this project’s scope and the organization’s current operational and strategic financial, technical, operational, and brand/marketing priorities, directions, and commitments – rate results Below AcceptabilityConditional AcceptabilityAdequate AcceptabilityExceptional AcceptabilityPrecedents Technical feasibility Financial feasibility Stakeholder support Market readiness Organizational fit Unknowns Chart From beginning to end, project unknowns pop up in the form of unanswered questions, information gaps, ambiguities, contradictions, and unmade decisions. Closing out unknowns requires doing research to make the kind of requirement, scheduling, staffing, and resource/budget decisions it takes to move projects forward successfully. The intent of the Unknowns Chart is to manage the open—yet unresearched—knowns and unknowns in the project. An Unknowns Chart can be used in defining project scope, resources, team, or schedule. 1. In the Knowns column, keep a running, detailed list of everything we know for sure (have data for) relative to the area of the project we’re planning 2. In the Unknowns column, keep a running, detailed list of everything we don’t yet know for sure—we assume—relative to the area of the project we’re planning. 3. In the Resources column, keep a running, detailed list of resources required to close out all open unknowns—resources include data, expert input, decisions 4. In the Assignment column, indicate who’s assigned to using the indicated resources to do the leg-work to close out project unknowns—include dates where useful or plug into planning charts (e.g. Gantt Charts) KnownsUnknownsResourcesAssignments     Requirement Matrix Project scope is the set of deliverables we expect to exist at project completion. When we have them fully detailed, they might require a document inches thick with drawings and charts. Clarifying the requirements of these deliverables is a process of interviewing project stakeholders in order to detail, verify, and often negotiate expectations upstream in projects so we don’t have costly preventable negative surprises downstream. The intention of the Requirement Matrix is to define project requirements by key stakeholder group Identify the most likely project stakeholder groups and individuals – those who have any significant stake in the project’s success Interview each to identify and validate their requirements, needs, and expectations relative to the project’s deliverables – define these in as measurable and specific forms as possible Indicate the requirements by stakeholder Requirement ARequirement BRequirement CRequirement DStakeholder A xxStakeholder B xxxStakeholder C xxStakeholder D Stakeholder E  Team Matrix The project team includes every person and group contributing anything to the project’s deliverables. Whether they work an hour or weeks in the project, are paid or volunteer, are employed or contracted by the project organization, they need to be identified on the team roster and included in project communication and decisions accordingly. The intent of the Team Matrix is to establish and fulfill the requirements of all assignments for the project team. Create a horizontal, detailed list of all the skills, knowledge, experience, and approval abilities the project (or phase) will need Create a vertical list of project team members who might be able to bring these competencies to the project Research into exactly who might be able to bring which competencies Do research to verify who within each group can commit to projected assignments Competency ACompetency BCompetency CCompetency DTeam member 1 xTeam member 2 xxTeam member 3 xxTeam member 4 xTeam member 5 x Phase Gantt Chart The Gantt Chart (named after its creator) is one of the most common templates for project planning used in project management software programs. This chart is a space for us to organize tasks, assignments, dependencies, and schedules for phases and activities of the project. The intent of the Phase Gantt Chart is to sketch out the schedule of project phases. Segment the project into 4-5 phases Establish a timeline for the project Establish start and complete dates for each phase—paying attention to where phases can be concurrent and where they need to be sequential  Phase 1 Research _________ Phase 2 Design ______________ Phase 3 Build ____________ Phase 4 Test _________ Phase 5 Install ______________  1/1 2/1 3/1 4/1 5/1 6/1 7/1 Task Network Before putting together Task Gantt Charts, it is sometimes useful to do Task Networks—to sketch out task dependencies and sequencing. The intention of the Task Network is to organize project/phase tasks according to their functional relationships. Working from a list of tasks, put them in functional order, connecting tasks dependent on their predecessors (e.g. 6.1 depends on 5.1 and 5.2; 5.2 depends on 2.2, etc) Place concurrent tasks (e.g. 2.1 and 2.1; 5.1 and 5.2) vertically over one another If you want, you can put dates along the bottom line corresponding to the start dates of each task to create another way to track the project schedule  If project environments are chaotic and unpredictable enough – in an unpreventable way – a useful way to use the Task Network is as a pathway without a schedule. Here, project teams can keep good project tempo simply by micromonitoring each tasks’ progress as it’s moving and making sure next (successor) tasks start as soon as possible after each previous (predecessor) task is complete. Task Gantt Chart The Task Gantt Chart takes the Phase Chart to the next levels of planning detail. One can be developed for each phase of the project. The intention of the Task Gantt Chart is to sketch out the schedule of phase tasks. Segment the phase into each of its component tasks/activities Start the description of every task with a verb Establish start and complete dates for each task—paying attention to where tasks can be concurrent and need to be sequential Make sure task durations are defined in realistic calendar time – use the midpoint timeframe between the best and worst scenario that represents how long the task is expected to take given all realities while tasks are in progress Use different lines per task to indicate planned (here shown as _____ ) and actual (here shown as ==== ); use whatever method (e.g. different color lines) to indicate planned and actual schedules  Activity 1 ======= Activity 2 ========== Activity 3 ============ Activity 4 _____====== Activity 5 =============  1/1 2/1 3/1 4/1 5/1 6/1 7/1 Resource Chart Project activities that rely on project resources can only happen well and on time if resources are delivered and available to whoever needs them on time. Any delayed or missing resource will result in a potential delay or problem in its corresponding task. Granted, in many projects, we never have the ideal complement of resources we need because the budget is inadequate. This reality makes it all the more important that we identify, track, and manage the resources available. The intent of the Resource Chart is to manage the whole resource procurement and use cycle Start and keep a running list of resources required for the project by phase Include in the list any kind of equipment, materials, facilities, technology, and signatures – put information needs on the Knowns and Unknowns chart; put people on the Team chart For each category, indicate the detailed specifications and projected costs for each resource Establish schedules for activities related to the management of each resource – including ordering/contracting and delivery – and plug these into project planning charts or create dedicated charts for resources For each resource, indicate who is assigned to manage its procurement and delivery SpecificationsCostsScheduleAssignmentEquipment Materials Facilities Technology Signatures  ……………  Risk Assessment Chart All projects have risks. Risks are the problems and changes that can potentially keep projects from being on target, on time, and on budget. Managing risks involves identifying them before they happen and putting things in place upstream to prevent their happening or limiting the damage they can do to projects. The intent of the Risk Assessment Chart is to manage project risks with higher probabilities and risks. Identify what could potentially change or go wrong in the project/phase Identify and do research to identify the probabilities of each potential risk – use %’s Identify and do research to define the project impact potentials for each risk Identify and do research to create action plans to address risks with actionable (higher) probabilities and risks – these include prevention plans, backups, damage control tactics, etc. Plug all tasks required for action plans into project planning charts Potential risksProbabilitiesImpact potentialsAction plans      76 Good Project Management Questions 76 questions that help keep projects on target, on time, and on budget QUESTIONS FOR CLARIFYING REQUIREMENTS & STATUS WHO ... (else) knows this? (else) needs to know this? has been assigned to this? needs to be assigned to this? has access to this? (else) do we need to include on this? has the job of deciding this? has the information we need here? can handle this? can take this on? WHAT ... are our knowns & unknowns? is the timing on this? is happening on this now? needs to be in place for this to happen? do we need to ask/negotiate for? should we propose? are stakeholders expecting (what will they be expecting)? is an alternative to this? is our backup plan? WHEN ... does this need to occur (be scheduled for)? might this happen? might we know? would be the earliest that could (needs to) happen? would be the latest that could (needs to) happen? did they promise a response? should we expect that will begin/complete? can we get going on this? WHERE ... will does this need to occur? will it actually occur? in the project does that need to be scheduled? can that information come from? are we on the schedule? are we on the budget? are we on percentage of work/outcomes complete so far? might we expect problems or changes to occur? HOW ... will we measure that? will we find that out? will that get done? many/much/fast are we talking about? will this decision get made? will this be communicated? are things moving along? happy are the sponsors/clients/staff? WHY ... is this a requirement? is there a problem? was that the choice/selection? did the decision go that way? is that change necessary? is the cost figured at that? is there a delay? is that changed/different? QUESTIONS FOR SOLVING PROBLEMS & BUILDING CONSENSUS WHAT IF ... we tried ___ instead? we went down that path? things change in the meantime? we went ahead and did the research? those people/resources aren't available? that did/didn’t happen? they say yes/no? we don't get a response? WHAT ELSE ... is possible? might they prefer? might they agree to/support? could get in the way? could change? could get us there? needs to be delivered? do we need to consider? would satisfy these criteria? 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