I have become a hands-on project manager, not by intent or professional training, but as a result of gradual progression at my workplace. However, there are some PMP or project management basics that I have inculcated specifically to ensure that I can better map and manage my projects. For instance, feasibility analysis has a lot more to do with the overall relevance of landing a project rather than just the costing. Some projects have an identifiable starting and termination point – you are aware whether this is an ongoing collaboration or a one-time affair.
Evaluating Project Feasibility, Best Run with Project Scope and Skill Set RealityNow, based on this simple analysis, you need to do a check on how a proposed project can be fitted within the current workload of your team – this feasibility parameter, based on project doability, is not about profit or the number of dollars earned as pure profit, it is about whether a project can be done within the time-frame the client expects and by using the current pool of resources you have – you might earn something out of it but the feasibility is also about a project not overwhelming your team leader, manager or other teammates.
- ability to make things work with the current, available resources
- ability to conform to the deadline
- ensuring sufficient resource availability in view of planned leaves across the team
- checking QC bandwidth
- ensuring the project does not clash with the highest of priority projects
Project Management beyond the basics:
- checking the planned leave calendar
- if the same client has been working with another team in the department, catch-up and set-up a familiar mode of communication for more preparedness
- able to set-up client handling for high-quality projects with multiple stakeholders might need communication beyond the working hours
- for projects that have substantial digital footprints, it might be necessary to ensure that the project outcomes are readily shared on client-owned platforms, from PRs to social media channels
- you might be tackling undefined goals. Are you ready for this? Is there room to ramp-up the resource bandwidth without any notice?
- if there are milestone payments, how to handle client requests for making lump-sum payments are receiving initial payments on a milestone basis
- freedom to change instructions for the team when some sub-processes become redundant
- sharing plans with the client about the unrealized business value of data generated as a part of the project. Ideally, there should be a presentation for it
- ensuring minimal fragmentation of outcomes, emphasizing that complete sets of allocated tasks are finished systematically rather than running submitting work with on-hold sub-sets