Pm diagram

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Pm diagram

  1. 1. Give White GloveTreatmentResolve Client IssuesReset MeetingsCheck w/Partner thatPlan is CorrectReport Financials Pay PartnerDecide on aPractitionerSend High QualityDeliverables to ClientApprove ExpensesDetermine InvoiceAmountFinish StrongConceptual GroupInitiate a ProjectReview EstimateTeam up PMand PL early toinfluencescope, costBalance hoursacross teammembersLook forgotchas inschedule likeholidaysConfirm direct,outsideexpenseestimatesConfirm hoursin estimatematch projectscopeReview ProposalReconcileproposaldescription anddeliverablesConfirm thatproposal willmeet clientneedsConfirmunderstandingof client needsup to dateReview initialscheduleRead proposaland givefeedback onclarityFinalize the ContractPulldeliverables listfor handyreferenceReconciledifference inproposal,contractGive feedbackto SA aboutchanges tocontractReconcile w/AC, SA if not inalignmentConfirmagreements inline w/philosophyReviewStatement ofWorkReviewContractGet the ContractSignedFacilitatecontract signingHave CEO,COO SignContractSet Up InvoicingScheduleUpdate Pinfosheet w/ datesfor invoicesSet up initialinvoicingscheduleSet Up InternationalFinancialsGet AccountNumber to WireDirectlyDetermine TaxImplicationsAgree onExchange Rateto UseAgree onCurrency toUse Set Up TravelExpectationsSign TravelAgreementCommunicateTravelEstimatesAgree on Levelof TravelTake Over as Driverof Project from SalesTakeresponsibilityfor ScheduleFind out who tosend bills tofrom salesGetprocurementcontact info forclientGet sponsorcontact info forclient fromsalesGet primarycontact info forclient fromsalesConfirm havecorrectversions ofdocumentsConduct Intro Call w/ClientAsk for contactin clientprocurementdeptAdjust invoicingschedule asneededCommunicateinvoicingscheduleSet up weeklycall time w/clientSet up clientkickoff meetingdateAsk client forvacation dates,deadlinesDo anintroductory callto clientConfirm ExternalResourcesTakeresponsibilityfor ResourcesConfirmcontractorengagements &schedulesConfirm team isset &scheduledConfirm allresources inplaceSet Up Schedule w/ClientDetermineKickoff DatePlan ProjectScheduleCommunicatedates fordeliverablesEstablishoutline ofschedule w/clientSet Up Internal KickoffMeeting w/ TeamRun internalkick-off meetingw/ TeamScheduleinternal kick-offmeeting w/teamSet up aninternal kickoffmeeting w/teamConduct Internal Kickoff Meeting w/TeamReviewBusiness Goalsw/ PractitionersGivePractitionersProject GoalsClarify goals ofproject w/ teamDiscuss projectgoals w/ teamDo a projectwalk-through w/internal teamLetPractitionersKnow WholeTeam AssmntsSet up internalreview cycleCommunicateExpenseExpectationsAnnounce Project toAP TeamSend ProjectAnnouncementEmailBring a Practitioner on BoardGather PractitionerNamesAsk forpractitionersfrom EP, DPDFindPractitionersConfirmpractitionerschedulematches needsDetermine ifPractitionerSkills MatchNeedsMeet with PractitionerBringPractitioners onProjectNegotiateSchedule w/PractitionersBring a Contractor on BoardGather ContractorNamesAsk forcontractorsfrom EP, DPDFindcontractorsDecide on aContractorDetermine ifcontractor ratematchesbudgetDetermine ifContractor hasPro SkillsNeededInterviewcontractorPut MSA in PlaceWrite MasterServiceAgreementConfirm newcontractor hassigned MSA onfileConfirm signedSCoW :contractor ratefor thatcontractorexistsMeet with ContractorNegotiate Ratew/ ContractorsAdd acontractor toprojectBringContractors upto speed onprojectConfirmcontractorschedulematches needsPut Scopes of Work in PlaceEnsureschedule isclearly statedEnsuredeliverablesare clearlystatedReview scopesof work w/TR,PLGive copies ofscopes of workto HR, TRGet scopes ofwork signed bycontractorsGet scopes ofwork signed byCOOPut scopes ofwork in placefor contractorsMake SureDocuments areSignedWrite Scope ofWorkDraft a ScoWfor contract +projectGet signedSCoW forcontractorCreate SCoWfor contractorw/EPBring a Partner on BoardSelect a Partner forProjectGet Quotesfrom PartnersMake firstcontact w/potentialpartnerGet reviews,evaluations onpartnersLook at partnerlistVerify PartnerParticipation in ProjectFollow up ondeliverableassumptionsReviewengagementexpectations,scopeDiscussdeliverablesGet pricingfrom partnerCoordinate w/partner foravailabilityBegin Engagement w/PartnerNegotiateSchedule w/PartnersBring Partnerson ProjectConduct KickoffMeeting w/PartnerReviewAssignmentScheduleGive PartnerAssignment DetailsGive PartnerAssignmentDetailsInvoice the ClientDetermineinvoice amountSend Client an InvoiceReceive cc ofclient invoicefromAccountingSend copy ofinvoice to PMSend invoice toclientProcess invoiceSubmit invoiceto accounting(cc to EP)Request clientbilling fromaccountingRequest clientinvoice viaPinfo sheet toACCheck thatclient receivedinvoiceUpdate Pinfosheet w/invoice date, #,detailsLet client knowan invoice wassentMake Sure that anInvoice Gets PaidTrack paymentstatusCall client toset date forexpectedpaymentEscalatepaymentproblem toCOOEscalatepayment onday 60, if notpaidEscalatepayment onday 45, if notpaidKeep PMinformed onescalationstatusCheck if clienthas processedinvoice a weeklaterConduct Regular Weekly Client MeetingMeet w/PL beforeClient Check-insMeet w/PLbefore clientcheck-insInitiate Regular ClientCallTalk aboutfriendly stuff(like weather,vacations)Call clientcontact for 30-minMeet w/ clientweeklyCheck-in w/client EveryMondayReview Progress withClientReviewActuals,Estimates,OverageCommunicatescope issue,changes toclientReport onbudget status,changesReviewProgress onScheduleReport onschedulestatus, changes Prepare Client forNext StepsRemind clientof meetingscheduleSet vision ofupcoming workInspire clientaboutupcoming workCommunicatenext steps toclientReset meetingagendas asneededReset meetingdates asneeded Remind Client ofInvoice ScheduleRemind clientof invoicescheduleGauge SatisfactionLevelsCommunicateour satisfactionaboutrelationshipGive feedbackto client aboutwork processGet feedbackfrom clientabout workprocessAssessWhether Clientis SatisfiedGauge clientssatisfactionlevelCommunicate About Project at Regular Weekly PM MeetingAttend Weekly PMMeetingSend weeklyproject updatesto PMs, EPIf unable toattend, emailreport priorAttend weeklyPM meetingReport Progress, Issues, RisksCheck-in w/EPEvery MondayReport onproject atweekly PMmeetingUpdate EPweekly onproject statusReport onpotential risksReport onproject statusReport atweekly ProjectManagementMeetingProvide updateat weeklycheck-in w/EPTakeresponsibilityfor Visibility intoprojectProvideVisibility intoprojectIdentify issues,successes,opportunitiesReport ondirect expenseReport on profitmarginReport ScheduleChangesReport onchanges forproject teamscheduleReport onchange incompletiondateReport SatisfactionLevelsReport on clientsatisfactionReport ProcessChangesGo over toolchangesGo overprocessupdates,changesCheck AP, AR ReportReview AP, ARw/EPCheck to See ifContractorsHave BeenPaidConfirmcontractorpaymentsReview AR toconfirm entry ofinvoiceSend Updated ProjectTracking SheetSend updatedproject trackingsheet to EPCommunicate with PLHold Weekly Meetingsw/PLUpdate PL onbudgetUpdate PL onscheduleUpdate PL onclientsatisfactionSet up weeklymeetings w/PLCommunicate Info toPL as NeededProvideupdates onclient status toPLKeep in closecommunicationw/PLAdjust Schedule & HoursChange MilestoneScheduleCreate What-ifScenarios forShifts inSchedulePerform projectoversight forscheduleReview What-ifScenarios w/ClientNegotiateMilestoneAdjustments w/ClientReview What-ifScenarios w/ClientNegotiate w/Client aboutShifts inScheduleRevise InvoiceScheduleInform AC ofchanges toinvoicescheduleInform AC ofchanges tobudget,scheduleEmail newPinfo sheet toaccountingNote on Pinfosheet reasonfor changeUpdate Pinfosheet w/invoicescheduleReviseinvoicingscheduleSwitch a Deliverablefor a MilestoneConfirmagreement withthe clientExplain hownew deliverableis betterAdjust ContractorEstimatesConsult w/EPabout ScOWchangesUpdate ScOWAgreements forcontractorsRecord Actual HoursUpdate projecthours weeklyReconcileIncorrect HoursfromPractitionersCollect priorweekly hoursfrom teammembersPut Hours inSpreadsheetRecord ActualHoursRemindPractitioners toSend HoursReallocate HoursPerform projectoversight forhours trackingAdd Line Itemsfor Practitionersas NeededAdjustUnforeseenLabor HoursEstimatesKeep EstimatesRealisticWork w/PL toshift, flexprojectReallocateHours fromMilestone toMilestoneAdjustEstimatedHoursBalance the WorkloadCreate What-ifScenarios forShifts inWorkloadSchedule aroundOther CommitmentsShift Schedulearound Client,TeamVacationsShift HoursBased onVacationsRecordUpcomingVacations inSpreadsheetCheck forchanges inVacationscheduleNegotiate w/ Clientabout ShiftsNegotiate w/Client aboutShiftsAdjust BudgetReview Budget onRegular Weekly BasisTakeresponsibilityfor BudgetBe accountablefor ProjectbudgetUpdate projectbudget weeklyEnsure budgetis sufficient forengagementConfirm projectis in line w/budget,scheduleTune the ProjectBudgetTune the directexpensesPerform projectoversight forbudgetReallocateLabor HoursCut Expensesto reduce directexpensesKeep TotalCost for ProjectBelow CapManage to ProjectMarginKeep ProjectMargin in linewith estimateBe accountablefor Margin $,profitabilityTrack Project FinancialsProcess Contractor InvoicesApproveContractorInvoicesApproveinvoice ifnumbers matchReconcileinvoice hours toactualsReconcileinvoice w/reported hoursReceiveinvoices fromcontractorCollect invoicesfromcontractorsAsk forContractorInvoices, 2nd,4th MondaysManagecontractorinvoicingRecordinvoices oncontractorinvoice listingSend copy ofinvoice to EPSend approvedinvoice toaccountingMake SureContractors Gets PaidFollow up withAC on paymentissuesTrackcontractorpayments ontracking sheetAdjust ExpenseEstimatesAdjustUnforeseenPartner CostEstimatesAnticipatepotentialexpensesAdjustUnforeseenExpenseEstimatesGather ExpensesGatherReceiptsGatherExpenses fromCredit CardStatementsGatherExpenses fromExpenseReportsApproveExpensesReviewExpenseReportsValidate InternationalChargesMake SureExpensesRecorded inUSDCalculateExchange RateCheck thatCharges are inUSDGather PartnerCosts fromInvoicesApprovePartnerInvoicesRecord ExpensesCollect weeklyexpenses fromteam membersTrackexpenses onactuals sheetfor projectRecord ActualPartner CostsRecordExpenses inSpreadsheetRecord ActualExpensesTrackexpenses,contractorinvoicesReconcileexpenses w/estimates React to an OverageBe accountablefor DirectExpensesLook foranothersupplier ofmaterialsAdjust formaterialsoveragesCommunicateimportance ofper diem limitsAlert PL andEP aboutexpenseoverage risksKeep DirectExpensesbelow 25%Report Cash FlowChanges to ACAlert AC aboutbig expensesAlert AC if totalinvoices will beless or morethan expectedAlert AC togreater cash-out at certainpointLook at cash-out vs cash-inscheduleAlert AC tochanges inscope thataffect cash flowIdentify cashflow concernsAdjust Project ScopeReceive Request forScope ChangeReceive ClientRequest forScope ChangeMediate Request forScope ChangeConfirmChange w/TeamConfirm if clientis stillinterestedExplain whatincrease wouldmean wrt laborPresent clientw/ impact onbudget,scheduleReceive Request forSC from TeamIdentify scopeissues,changesReceive TeamRequest forScope ChangeSell Scope Changesfrom PL, TeamAsk forAdditionalFundsExplain WhyAdditionalFunds areNeededConfirmAgreement onChange fromClientDiscuss Impactw/ ClientDiscuss Impactw/PLEvaluate aTeam Requestof Change inScopeEvaluate Scope ChangeCalculate costof extra workVerify w/practitionersthat estimatesare goodVerifyresources areavailableEvaluateimpact onscheduleEvaluate teamcapacity to doextra workEvaluate ifincrease wouldserve businessgoalsReviewspecifics of thecontractDiscuss impactw/EP, DPSDiscuss impactw/PLDiscuss ClientRequest forChangeEvaluateRequest forChange inEffortEvaluateRequest forChange inDeliverablesDecide ifSomethingRequires ExtraFundsCompare Sizeof Scope toEstimated SizeMake Change in Scope of ProjectAdd AdditionalFunds toSpreadsheetCommunicatescope changesto EPCommunicatescope changesto project teamCommunicatescope changesto DPSGet addendumsigned,CreateContractAddendumGetconfirmationfrom DPS, EPWork w/PL toassign all workSet up TravelSet up TravelArrange localtransportationBook air, hotel,carGather mileageaccountnumbersGather teamtravel stylepreferencesSchedule travelat least 2weeks inadvanceSchedule travelCoordinatetravel dates,timesPrint out mapsLook updirectionsDeterminelocation ofmeetingDeterminewhere to meetclientIdentify clientcontactPut togethertravel folderSendreservations toteam membersTell PractitionerPer diemAmountPurchaseTravel that FitsScheduleRun Client MeetingsSet up ClientMeetings w/ clientAgree onexpectations,outcomes ofmeetingSet meetingagendas w/clientDetermineDates for ClientWorkshopsAgree on datesw/ client onschedulingmeetingsPrepare for ClientMeetings with teamIdentifyquestions fromteam to getansweredDecide onpresenters foragenda itemsReview goalsof meetingConduct ClientMeetingSend ClientSummaryDocumentsGenerateSummaryDocuments forClientConductReviewMeeting w/ClientPrepare for On-SiteMeetingArrange forteam lunch withthe clientOrder meals/snacksEnsure workingroom is set upGive clientteam a tourEnsure a warmwelcome to theAP officeAlert staff toclient on-sitedatesEnsure the Work Gets DoneSet Deadlines forTeam to MeetEstablishingDates forDeliverablesSet up ClientReviewMeetingsSet up InternalReviewMeetingsCheck w/ Team thatPlan is CorrectVerify depth ofdeliverablesmeet clientsgoalsHear aboutUnrealisticEstimatesAdjustSchedulearoundConflictsSee if AnyWorkloadProblems HaveArisenSee if AnyScheduleProblems HaveArisenSee ifEstimates areon TargetCoordinate ScheduleShifts w/ TeamProtectpractitionertime from otherprojectsAssign apractitioner asPL when notavailableBe accountablefor TimelineBe accountablefor ScheduleRemind Team about WeeklyAssignmentsSend Work Listfor the Weekon MondaysGive TeamAssignmentDetailsDraft list ofanticipatedtasks, hours forweekMake SureTeam is Awareof ClientMeetingsExplainSchedule toTeamMeet w/ TeamWeeklyReviewDeliverablesExpectedAsk team toilluminatedeliverables asdue dates nearSend ActualsWorksheetPeriodicallyCommunicatenext steps toteam membersCheck on ProgressKeep in closecontact w/Team membersPerform projectoversight forteamcoordinationPester Teamfor DeliverablesAsk TeamWhen WorkWill Be DoneMake SureTeam is DoingThe WorkCheck in w/PartnerRegularlyCheck in w/TeamRegularlyKeep team incommunicationKeep team upto dateDeliverdeliverables toclientHave new setof eyes reviewdeliverablesReviewdeliverables foraccuracy/typosOrganizedeliverables inunderstandablepackageMotivate / RewardTeam MembersRecommendbonus orrecognition forachievementCongratulateTeam onsuccessfulworkShare Teamsuccesses withstaffInform CreativeBoard of greatdeliverablesComplimentTeam onawesomedeliverablesEnsure Client is Satisfied with WorkMediate Client &Team ExpectationsFigure out whatwill satisfyclient wrtmeetingsFigure out whatwill satisfyclient wrtdeliverablesHold PL, teamresponsible forcrafting bestworkAdjustdeliverables tomeetexpectationsDiscover clientexpectationsarounddeliverablesMeasure ProgressReviewProgress AlongMethodologyReviewProgressTowardsBusiness GoalsCommunicateProgressLet SA know ifwe are meetingclient businessgoalsEnsure a GoodFutureReferenceAct as aresource toclient follow-upcallGive ClientDiscountedReportsGive ClientDiscountedWorkshopMake ClientFeel Well-ServedGive ClientWhite GloveTreatmentConfirm Client isSatisfied with WorkGive clientfeedback to PL/teamAnswerquestionsabout the workListen to clientfeedbackAsk forfeedback fromclientSend clientprojectcompletion giftSend projectdeliverablespackageCreate a strongfinish toengagementResolve Team IssuesEscalate Team IssuesManagecontractors inconsultation w/EPTellPractitionersabout ClientComplaintsEscalate teamissues to PLRemove a TeamMember from ProjectSend email toteam aboutEnd-of-ContractSend End-of-Contract to PL,EP for filesComplete End-of-Contract 1-pageGet approvalfor contractbuy-out fromEP, PLDetermine ifend of contractbuy-out isneededCompletepayment of alloutstandinginvoicesConfirmremoval ofteam memberw/PL, EPFill the Resource HoleGet newresource forprojectReassign workfrom teammemberResolve PartnerIssuesResolvePartnerProblems onProjectSuggestResolutions toPartnerProblemUnderstandFoundation ofPartnerProblemTell Partnersabout ClientComplaintsNurture a Good Client RelationshipStop NegativeBehaviorsEstablishEffectiveBoundariesProtectPractitionerTimeEstablishpartnershiprelationship w/clientEnd InfiniteIterationsStop DecisionDelaysGovern Client & TeamInteractionTakeresponsibilityfor ClientinteractionReview ClientIdiosyncrasiesw/ PractitionersDiscussdifferences inenjoyment levelAsk forFeedback fromClient aboutOur ConductMake PoliteRequests ofClient aboutTheir ConductRespond to ClientCallsListen to clientconcernsRespond toclient callsExplore Client IssueTakeresponsibilityfor IssuesescalationTakeresponsibilityfor IssuesidentificationEscalateProject Issuesto EPEscalate ClientIssues to PLReport ClientComplaintsConfirmresolution withClientCommunicatePlan to TeamCommunicatePlan to ClientOutline Plan forImprovementCollaborativelysolve projectissues w/ PLUphold & Improve the MethodologyTeach theMethodologyMentor TeamthroughMethodologyRe-IlluminateMethodologyas NeededConductmethodologyWorkshopExplainMethodologyMentor ClientthroughMethodologyImprove theMethodologyResolvePracticeProblems onProjectCoordinate w/PL on PracticeProblemSuggestResolutions toPracticeProblemUnderstandFoundation ofPracticeProblemSee if AnyPracticeProblems HaveArisenIdentify MethodologyOpportunititesConnectpractitioner andCreative Boardto discusssnew ideasConnectpractitioner andDPD to discussnew ideasGuage thevalue of thenew work to APDiscuss newtype of workwith PLNotice newtype of workbeing doneIdentify Potential Future NeedsIdentify AdditionalNeedsRefer to Salesfor follow-upDiscuss futureclient needsTalk to Salesabout Workingw/ Client AgainIdentifyPotentialFuture Work Refer to OtherServicesRefer client toavailablereportsRemind clientof future EventsRefer client toTrainingFinalize Project FinancialsReconcile ActualFinancialsIf not correct,identify andcorrect theissueMatch numbersto ensurefinancials arecorrectRequestExpenseSummary fromACReview FinalExpensesReview FinalLabor HoursPrepare Final InvoiceRequest thatFINALINVOICE beprinted on billRequest finalinvoice fromACReview finalinvoice with EPConfirm alloutstandingfees reflectedCalculate finalinvoiceClose ProjectSend projectwrap emailPrint full set ofproject trackingfor filesDeliver finalprojectaccounting toEP, ACSend trackingsheet to EP forfinal accountingConfirm w/ EPthat accountingis completeFinalize projectfinancials,invoices, billingConfirm allexpenses,invoices notedon Pinfo sheetDocument Project Successes & IssuesDocument Project Successes, IssuesDocumentworkingprocessDocumentclientsatisfactionDocumentprojectobjectivesDocumentteamexperienceDocumentclientexperienceCollect KeydeliverablesDocumentbefore statescreenshotsRecordexperience w/teamRecordexperience w/clientRecord howproject wentRecord howwork wentDocumentissues andsuccessesDocumentbusinessperformance,metricsDocumentpracticedevelopmentWrite Post-Mortem Report(PL/PM)Document Contractor/Partner Succ’s, IssuesRecommendnot workingwith contractoragainRecommendworking withcontractoragainCommunicatecontractorissues to EPEvaluatesuccess ofContractors Document TeamSuccesses, IssuesCommunicatestaff issues toDPDEvaluatesuccess ofTeam membersDiscuss Teamworkingprocesses as ateamHold Post MortemMeetingRun PostMortemmeetingSchedule PostMortemmeetingManage PostMortemBe accountablefor Completionof Post MortemSchedule andparticipate inPost MortemCommunicate Resultsto StaffMakedocumentavailable tointernal teamPost documentin ConsultingFilesSend documentto DirectorsCommunicate ClientExperience to SalesInform Sales ofteams interestin working withclient againInform Sales ofbehaviors thatmust change towork with clientagainInform Salesabout desire towork with clientagainKeep Client aFriend of the PathKeep Client a Friendof the PathEnsure thatclient getsnotice aboutreportsEnsure thatclient getsnotice abouteventsEnsure thatclient issubscribed tomailing listLeverage Project ExperienceHold Brown Bag forAPHold BrownBag for APCommunicate ProjectSuccess via MarketingRecommendWriting a PressReleaseRecommendPutting ClientName onWebsiteRecommendWriting a CaseStudy Use Project or Clientas an EventContact Eventsabout usingproject as anevent exampleContact Eventsabout clientpresenting atan eventUse Client as a SalesReferenceGet clientapproval to useas a referenceGet permissionto sharedeliverables forother salesContact clientfor permissionto use as areferenceUse Experience toHelp OthersShare Client-communicationtechniques withothersShare Toolsused withothersAct as aResource toothersSupport Practitionersin Ad Hoc WaysConductstakeholderinterviewsTranscribe callsUpload/DownloadDeliverablesDrawWireframesMental SpaceResourcing(EP + DPD)TaskPM + PL TaskPM TaskAccountingTaskLegendAdaptive PathUpdated: 12/05/2005Project Manager Mental ModelDecember 2005Copyright 2005 Adaptive PathSales TaskBurn CD ofFinalDeliverablesCalculateGeneralExpensesCalculateTravelExpensesCode AmExExpenses forACReviewDeliverablesfrom OtherSimilar ProjectsApproachPractitioner w/OpportunityMake SurePartner GetsPaidReport onUpcomingInvoicesCheck in withTeam DailyConfirm projectexpectationsRequestdeliverablesexamplesIdentifypotential issuesthat needdiscussionConveyconfidence wewill solve theproblemsLaunch a Project Resolve Client Issues

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