(^132) 97 Things Every Project Manager Should Know
Start with the End in Mind
Luis E. Torres, PMP
San Rafael, Alajuela, Costa Rica
CongRATUlATIonS! You’re the project manager of that dream software proj-
ect that everyone wanted to manage. All the company’s expectations are placed
on your shoulders. Your instinct tells you to run to your desk and start draft-
ing the project schedule, right? Well, there are a number of things to do first
to increase the chances of delivering a successful project. One of those things
would be “start with the end in mind.”
First, take the statement of work (SOW), the contract, or any documentation
that would tell you what the customer wants and needs. Find the difference
between “wants” and “needs” (I want an SUV, but what I need is a smaller
vehicle with good gas mileage). Now you’re in a better position to combine
both and answer questions like “what are we trying to accomplish?”, “what
would make this project a success for the customer, my company, and for me?”,
and “what would it take to achieve that success?”
There’s a lot more to the answer of this last question than just “a reasonable
profit.” You want the customer to come back to you, you want the project team
members to want to work with you again, and you want to become the beacon
of reference-ability.
The right attitude and the right people-management skills are paramount to
your success as a project manager. Call a kick-off meeting with your project
team members and review the SOW to gain a common understanding of what
you must deliver.