Now, That You're the PM What Comes Next?

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Now That You’re The PM, What Comes Next?
Christopher O. Akinlade, PMP
October 3, 2017

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Now, You’re The PM, What Comes Next?
Highlights:
 From The Trenches – Field Experiences.
 Background – Considerations.
 The Goals – Takeaways
 The First Steps.
 And Yet More Steps
 Summary
 Feedforward / Discussions
 Acknowledgements / References
Now That You-re The PM, What Comes Next ?

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1. From The Trenches – Example #1
Laboratory Liquid Extraction System (mini Process Plant)
 The Requirements
To restore the liquid extraction plant
into operation. How? Expected to
service the components piecemeal.
The goals was to meet scheduled
accreditation & certification
requirements.
 The Findings
Most of the components and the
unit itself are obsolete. OEM no
longer build or offer support for this
product.
 Recommendations: Upgrade
or procure new version.

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Restoration & Upgrade of Technical Laboratory
 Requirements
Restore, Test & Reinstall laboratory test equipment
 Findings
The equipment were obsolete and the facilities that
houses the equipment need to be replaced.
 Recommendations
Workshop/facilities must be in place before work on
equipment installation can proceed.

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Wired versus Wireless System in New Buildings
 Requirements
 Findings
 Recommendations

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2. Background – Considerations
 PMs work is not always in strictly project-based environments.
 Experienced PMs taking over or handling new projects.
 Consultant PM - to rescue a troubled or failing project.
 Transitioning to a new project. (All projects are unique.)
 Newly minted PMI certified PMP - the next steps.

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3. The Goals – What are the takeaways ?
To put PMs on right tracks towards realizing project objectives:
 A beacon pointing you in the direction of what
you need to know and do. (Of course, not the
final word.)
 Come to grips with what you need to deliver
successful projects.
 A successful project is one that
delivers on the triple constraints in
addition to adding value to both the
customer and the PM organization.
 Deliver the project.

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4. The First Steps:

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4. The First Steps:
 What is this project all about? What is
the ultimate goal? Where’re we
heading?
Alice: Would you tell me, please, which way
I ought to go from here?
The Cheshire Cat: That depends a good
deal on where you want to get to.
Alice: I don't much care where.
The Cheshire Cat: Then it doesn't much
matter which way you go.
Alice: ...So long as I get somewhere.
The Cheshire Cat: Oh, you're sure to do
that, if only you walk long enough.
Source: Alice in Wonderland – by Lewis Carroll,

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4. The First Steps: What is this project all about?
 What is this project all about? Define it.
 What is the business case and what are the benefits? The
project may be perfectly executed, but is it going to meet the
business case?
 What pains is the customer trying to alleviate?
 Clarify customers needs.
 Establish communication links and create
effective project relationships. Listen and listen
again. Ask questions and then listen more.

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4. The First Steps: What is this project all about?
• Build trust relationships with the Sponsor and
other team members.
• What are the risks involved? How risk averse
is you Sponsor? What alternative plans do you
have for mitigating the risks?
• Daily project meetings – What was done
yesterday, what is on the ground for today?
What may be holding you back from achieving
today’s goals?
• How do you motivate and boost the morale
and the engagement of the team members and
the stakeholders?

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4. The First Steps:
A good grasp of the 5 Stages of a project process.
I. Initiating – Kicking-off the project
II. Planning – all the work involved in the project
III. Execution – Getting the work done
IV. Managing & Controlling – Monitor and control activities done
to keep the project on track from starting to closure.
V. Closing – Complete the project, handle it over and adjourn and
the team

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5. And Yet More Steps:
I. Project scope - Define it. What are we
trying to create or achieve on this project?
Clarify what needs to be in and what is to
be out? Wrong answers will lead to scope-
creep. Do not work on assumptions get
proper clarifications and confirmation (in
writing) and ensure that the key
stakeholders (especially the sponsor) are
in agreement?
II. Project Resources - Are they sufficient?
Who has control over these resources?
Project/Matrix management.
III. The Schedule – The Project Timeline:
Start time, End Time, Build in Flexibility so
as to be able to meet deadlines.
Also consider how your flexibility will
impact the your budget.

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iv. Assemble the Project Team. As the PM, your
team members are often assigned to you.
Determine who stays and who goes depending on
whether they have what it takes to do the job.
v. What work need to be done? What major work
needs to be done to complete the execution of this
project? Since the project work is not a single
monolith, how does the various aspects fit together
and what will it take to complete each task and
subtasks?
vi. Understanding how the various aspects of what
work(s) need to be done fit together – what step
precedes the other, - creating a network diagram
and ascertaining the critical path.

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vii. Create your baseline plan. What is the baseline plan?
“Plans are useless, but planning is indispensable.”
General Dwight Eisenhower (1890 – 1969)
“No Battle Plan Survives Contact With the Enemy”
Field Marshall Helmuth von Moltke. (1800 – 1891)
If plans are
supposedly
“dead-on-arrival”,
why then do we plan?
Time spent in planning
helps to ensure rapid
progress when the
project finally kicks off.

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VIII.Make project adjustments.
IX. Be flexible in working your plan,
Identify Risks and make provisions and
allowances for them. Risk Mitigation.
X. Monitor Progress in all the teams.
That way you will catch unexpected
issues before they get out of hand.
XI. Project Documentation.
Xii. Communication – Keep everyone
informed.

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5. Summary
A Project Manager taking over a new project must first seek
to have a good understanding of what the project is all
about and the goals and the business objectives the
customer is trying to realize. In both new and old projects,
at times the customer is not very clear on these goals or the
needs and the means for successfully delivering them on
the project.
It is the responsibility of the PM to clarify what these issues
are before proceeding on the project. These first steps are
vital towards achieving project goals - in terms of its stated
scope, budget and schedule constraints while adding value
to both the customer and the project management
organization.

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6. Acknowledgments & References
1. What are the First Steps When You Take Over as a Project Manager of
a New Project? ©Monte Montoya, 2010
https://www.cprime.com/2010/06/what-are-the-first-steps-when-you-take-
over-as-a-project-manager-of-a-new-project/ sited on 24 September 2017
2. How to Successfully Manage Your First Project. ©F. John Reh, 2017
https://www.thebalance.com/how-to-successfully-manage-your-first-project-
2276127 sited on 24 September, 2017
3. Rescue the Problem Project. ©Cornelius Fichtner, 2012 (podcast interview
with Todd Williams) http://www.project-management-
podcast.com/index.php/podcast-episodes/episode-details/429-episode-205-
rescue-the-problem-project
4. PMBOK® Guide 5th Edition, ©Project Management Institute, 2013

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6. Feedforward / Discussions

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Thank you for your participation.
End

Now, That You're the PM What Comes Next?

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