Essential elements in project management qualifications

Q: “I am new to project management and have taken a number of qualifications to boost my knowledge. As there is so much information to take in, I would like to know what the most essential elements are”

Susanne Madsen’s answer

Projects vary hugely in size and complexity, and need different levels of control and management oversight. If you are running a smaller project and need a quick steer to get started, here are items to keep in mind. 

What needs to get done and why is it important? 
To deliver a project, you first have to understand what you are expected to deliver and why it is needed. Many project managers jump straight into delivery without validating the project’s purpose and value. As a newcomer, you may feel uncomfortable asking basic questions, but don’t let that hold you back. Ask the question: in what ways will this project help the company and the end user in the short, medium and long term, for example to be more effective, profitable or achieve strategic objectives? You might also ask yourself if you’d be comfortable investing your own money in it! When you understand the project’s business case and vision, it will make it easier for you to inspire the team and help it deliver a great outcome. 

Who can help you move the project forward?
As you and your team set out to add value and deliver what your clients really need, you need to engage the end users, the executive sponsor and anyone else who can help you move the project forward. Meet with them on a one-on-one basis to establish their needs and requirements and what they would like to get from the project. Ask them: what would make you say that this project was a success? How would you like me to communicate with you and keep you updated as the project progresses? How would you like me to escalate to you? The backing of senior decision-makers is essential, so engage them, listen to them and treat them like valued customers. Draw on what you know about the business and make use of your people skills.

Create a milestone plan
There is a widespread belief among project managers that they have to do the planning on their own behind their desk because they are ultimately responsible for it. Don’t make that mistake. Instead, create a milestone plan in collaboration with the team and use it as an engaging and motivating activity that unites the team around a common goal. Gather the project team, bring a pile of sticky notes and brainstorm everything that needs to get done on the project – capturing one task per sticky note. Group the notes into eight to 12 milestones, sequence them and place them on a timeline flowing from left to right. Finish off by assigning one owner to each milestone so that everyone is in agreement about who does what. 

Six basic control documents
In addition to the milestone plan, you will need some further control documents to keep track of the work and communicate progress along the way. As a starting point, I recommend you make use of: a project charter or definition document; a milestone plan; a risk and issues list; a requirements traceability matrix; a status report; and a steering committee presentation. Good project management should never be about filling in templates or following a defined process. It is, above all, about delivering value and benefit to your clients, and about engaging the wider team to help you do so.

Do you have a question for Susanne to answer? Please email her at mail@susannemadsen.com.

Susanne Madsen is an internationally recognised project leadership coach, trainer and consultant. She is the author of The Project Management Coaching Workbook and The Power of Project Leadership. For more information, see www.susannemadsen.com.