diagram - shogi.or.jp · PDF fileTitle: diagram Created Date: 12/19/2017 5:21:08 PM
Pm diagram
1
Give White Glove Treatment Resolve Client Issues Reset Meetings Check w/Partner that Plan is Correct Report Financials Pay Partner Decide on a Practitioner Send High Quality Deliverables to Client Approve Expenses Determine Invoice Amount Finish Strong Conceptual Group Initiate a Project Review Estimate Team up PM and PL early to influence scope, cost Balance hours across team members Look for gotchas in schedule like holidays Confirm direct, outside expense estimates Confirm hours in estimate match project scope Review Proposal Reconcile proposal description and deliverables Confirm that proposal will meet client needs Confirm understanding of client needs up to date Review initial schedule Read proposal and give feedback on clarity Finalize the Contract Pull deliverables list for handy reference Reconcile difference in proposal, contract Give feedback to SA about changes to contract Reconcile w/ AC, SA if not in alignment Confirm agreements in line w/ philosophy Review Statement of Work Review Contract Get the Contract Signed Facilitate contract signing Have CEO, COO Sign Contract Set Up Invoicing Schedule Update Pinfo sheet w/ dates for invoices Set up initial invoicing schedule Set Up International Financials Get Account Number to Wire Directly Determine Tax Implications Agree on Exchange Rate to Use Agree on Currency to Use Set Up Travel Expectations Sign Travel Agreement Communicate Travel Estimates Agree on Level of Travel Take Over as Driver of Project from Sales Take responsibility for Schedule Find out who to send bills to from sales Get procurement contact info for client Get sponsor contact info for client from sales Get primary contact info for client from sales Confirm have correct versions of documents Conduct Intro Call w/ Client Ask for contact in client procurement dept Adjust invoicing schedule as needed Communicate invoicing schedule Set up weekly call time w/ client Set up client kickoff meeting date Ask client for vacation dates, deadlines Do an introductory call to client Confirm External Resources Take responsibility for Resources Confirm contractor engagements & schedules Confirm team is set & scheduled Confirm all resources in place Set Up Schedule w/ Client Determine Kickoff Date Plan Project Schedule Communicate dates for deliverables Establish outline of schedule w/ client Set Up Internal Kickoff Meeting w/ Team Run internal kick-off meeting w/ Team Schedule internal kick-off meeting w/ team Set up an internal kickoff meeting w/ team Conduct Internal Kickoff Meeting w/ Team Review Business Goals w/ Practitioners Give Practitioners Project Goals Clarify goals of project w/ team Discuss project goals w/ team Do a project walk-through w/ internal team Let Practitioners Know Whole Team Assmnts Set up internal review cycle Communicate Expense Expectations Announce Project to AP Team Send Project Announcement Email Bring a Practitioner on Board Gather Practitioner Names Ask for practitioners from EP, DPD Find Practitioners Confirm practitioner schedule matches needs Determine if Practitioner Skills Match Needs Meet with Practitioner Bring Practitioners on Project Negotiate Schedule w/ Practitioners Bring a Contractor on Board Gather Contractor Names Ask for contractors from EP, DPD Find contractors Decide on a Contractor Determine if contractor rate matches budget Determine if Contractor has Pro Skills Needed Interview contractor Put MSA in Place Write Master Service Agreement Confirm new contractor has signed MSA on file Confirm signed SCoW : contractor rate for that contractor exists Meet with Contractor Negotiate Rate w/ Contractors Add a contractor to project Bring Contractors up to speed on project Confirm contractor schedule matches needs Put Scopes of Work in Place Ensure schedule is clearly stated Ensure deliverables are clearly stated Review scopes of work w/TR, PL Give copies of scopes of work to HR, TR Get scopes of work signed by contractors Get scopes of work signed by COO Put scopes of work in place for contractors Make Sure Documents are Signed Write Scope of Work Draft a ScoW for contract + project Get signed SCoW for contractor Create SCoW for contractor w/EP Bring a Partner on Board Select a Partner for Project Get Quotes from Partners Make first contact w/ potential partner Get reviews, evaluations on partners Look at partner list Verify Partner Participation in Project Follow up on deliverable assumptions Review engagement expectations, scope Discuss deliverables Get pricing from partner Coordinate w/ partner for availability Begin Engagement w/ Partner Negotiate Schedule w/ Partners Bring Partners on Project Conduct Kickoff Meeting w/ Partner Review Assignment Schedule Give Partner Assignment Details Give Partner Assignment Details Invoice the Client Determine invoice amount Send Client an Invoice Receive cc of client invoice from Accounting Send copy of invoice to PM Send invoice to client Process invoice Submit invoice to accounting (cc to EP) Request client billing from accounting Request client invoice via Pinfo sheet to AC Check that client received invoice Update Pinfo sheet w/ invoice date, #, details Let client know an invoice was sent Make Sure that an Invoice Gets Paid Track payment status Call client to set date for expected payment Escalate payment problem to COO Escalate payment on day 60, if not paid Escalate payment on day 45, if not paid Keep PM informed on escalation status Check if client has processed invoice a week later Conduct Regular Weekly Client Meeting Meet w/PL before Client Check-ins Meet w/PL before client check-ins Initiate Regular Client Call Talk about friendly stuff (like weather, vacations) Call client contact for 30- min Meet w/ client weekly Check-in w/ client Every Monday Review Progress with Client Review Actuals, Estimates, Overage Communicate scope issue, changes to client Report on budget status, changes Review Progress on Schedule Report on schedule status, changes Prepare Client for Next Steps Remind client of meeting schedule Set vision of upcoming work Inspire client about upcoming work Communicate next steps to client Reset meeting agendas as needed Reset meeting dates as needed Remind Client of Invoice Schedule Remind client of invoice schedule Gauge Satisfaction Levels Communicate our satisfaction about relationship Give feedback to client about work process Get feedback from client about work process Assess Whether Client is Satisfied Gauge clients satisfaction level Communicate About Project at Regular Weekly PM Meeting Attend Weekly PM Meeting Send weekly project updates to PMs, EP If unable to attend, email report prior Attend weekly PM meeting Report Progress, Issues, Risks Check-in w/EP Every Monday Report on project at weekly PM meeting Update EP weekly on project status Report on potential risks Report on project status Report at weekly Project Management Meeting Provide update at weekly check-in w/EP Take responsibility for Visibility into project Provide Visibility into project Identify issues, successes, opportunities Report on direct expense Report on profit margin Report Schedule Changes Report on changes for project team schedule Report on change in completion date Report Satisfaction Levels Report on client satisfaction Report Process Changes Go over tool changes Go over process updates, changes Check AP, AR Report Review AP, AR w/EP Check to See if Contractors Have Been Paid Confirm contractor payments Review AR to confirm entry of invoice Send Updated Project Tracking Sheet Send updated project tracking sheet to EP Communicate with PL Hold Weekly Meetings w/PL Update PL on budget Update PL on schedule Update PL on client satisfaction Set up weekly meetings w/PL Communicate Info to PL as Needed Provide updates on client status to PL Keep in close communication w/PL Adjust Schedule & Hours Change Milestone Schedule Create What-if Scenarios for Shifts in Schedule Perform project oversight for schedule Review What-if Scenarios w/ Client Negotiate Milestone Adjustments w/ Client Review What-if Scenarios w/ Client Negotiate w/ Client about Shifts in Schedule Revise Invoice Schedule Inform AC of changes to invoice schedule Inform AC of changes to budget, schedule Email new Pinfo sheet to accounting Note on Pinfo sheet reason for change Update Pinfo sheet w/ invoice schedule Revise invoicing schedule Switch a Deliverable for a Milestone Confirm agreement with the client Explain how new deliverable is better Adjust Contractor Estimates Consult w/EP about ScOW changes Update ScOW Agreements for contractors Record Actual Hours Update project hours weekly Reconcile Incorrect Hours from Practitioners Collect prior weekly hours from team members Put Hours in Spreadsheet Record Actual Hours Remind Practitioners to Send Hours Reallocate Hours Perform project oversight for hours tracking Add Line Items for Practitioners as Needed Adjust Unforeseen Labor Hours Estimates Keep Estimates Realistic Work w/PL to shift, flex project Reallocate Hours from Milestone to Milestone Adjust Estimated Hours Balance the Workload Create What-if Scenarios for Shifts in Workload Schedule around Other Commitments Shift Schedule around Client, Team Vacations Shift Hours Based on Vacations Record Upcoming Vacations in Spreadsheet Check for changes in Vacation schedule Negotiate w/ Client about Shifts Negotiate w/ Client about Shifts Adjust Budget Review Budget on Regular Weekly Basis Take responsibility for Budget Be accountable for Project budget Update project budget weekly Ensure budget is sufficient for engagement Confirm project is in line w/ budget, schedule Tune the Project Budget Tune the direct expenses Perform project oversight for budget Reallocate Labor Hours Cut Expenses to reduce direct expenses Keep Total Cost for Project Below Cap Manage to Project Margin Keep Project Margin in line with estimate Be accountable for Margin $, profitability Track Project Financials Process Contractor Invoices Approve Contractor Invoices Approve invoice if numbers match Reconcile invoice hours to actuals Reconcile invoice w/ reported hours Receive invoices from contractor Collect invoices from contractors Ask for Contractor Invoices, 2nd, 4th Mondays Manage contractor invoicing Record invoices on contractor invoice listing Send copy of invoice to EP Send approved invoice to accounting Make Sure Contractors Gets Paid Follow up with AC on payment issues Track contractor payments on tracking sheet Adjust Expense Estimates Adjust Unforeseen Partner Cost Estimates Anticipate potential expenses Adjust Unforeseen Expense Estimates Gather Expenses Gather Receipts Gather Expenses from Credit Card Statements Gather Expenses from Expense Reports Approve Expenses Review Expense Reports Validate International Charges Make Sure Expenses Recorded in USD Calculate Exchange Rate Check that Charges are in USD Gather Partner Costs from Invoices Approve Partner Invoices Record Expenses Collect weekly expenses from team members Track expenses on actuals sheet for project Record Actual Partner Costs Record Expenses in Spreadsheet Record Actual Expenses Track expenses, contractor invoices Reconcile expenses w/ estimates React to an Overage Be accountable for Direct Expenses Look for another supplier of materials Adjust for materials overages Communicate importance of per diem limits Alert PL and EP about expense overage risks Keep Direct Expenses below 25% Report Cash Flow Changes to AC Alert AC about big expenses Alert AC if total invoices will be less or more than expected Alert AC to greater cash- out at certain point Look at cash- out vs cash-in schedule Alert AC to changes in scope that affect cash flow Identify cash flow concerns Adjust Project Scope Receive Request for Scope Change Receive Client Request for Scope Change Mediate Request for Scope Change Confirm Change w/ Team Confirm if client is still interested Explain what increase would mean wrt labor Present client w/ impact on budget, schedule Receive Request for SC from Team Identify scope issues, changes Receive Team Request for Scope Change Sell Scope Changes from PL, Team Ask for Additional Funds Explain Why Additional Funds are Needed Confirm Agreement on Change from Client Discuss Impact w/ Client Discuss Impact w/PL Evaluate a Team Request of Change in Scope Evaluate Scope Change Calculate cost of extra work Verify w/ practitioners that estimates are good Verify resources are available Evaluate impact on schedule Evaluate team capacity to do extra work Evaluate if increase would serve business goals Review specifics of the contract Discuss impact w/EP, DPS Discuss impact w/PL Discuss Client Request for Change Evaluate Request for Change in Effort Evaluate Request for Change in Deliverables Decide if Something Requires Extra Funds Compare Size of Scope to Estimated Size Make Change in Scope of Project Add Additional Funds to Spreadsheet Communicate scope changes to EP Communicate scope changes to project team Communicate scope changes to DPS Get addendum signed, Create Contract Addendum Get confirmation from DPS, EP Work w/PL to assign all work Set up Travel Set up Travel Arrange local transportation Book air, hotel, car Gather mileage account numbers Gather team travel style preferences Schedule travel at least 2 weeks in advance Schedule travel Coordinate travel dates, times Print out maps Look up directions Determine location of meeting Determine where to meet client Identify client contact Put together travel folder Send reservations to team members Tell Practitioner Per diem Amount Purchase Travel that Fits Schedule Run Client Meetings Set up Client Meetings w/ client Agree on expectations, outcomes of meeting Set meeting agendas w/ client Determine Dates for Client Workshops Agree on dates w/ client on scheduling meetings Prepare for Client Meetings with team Identify questions from team to get answered Decide on presenters for agenda items Review goals of meeting Conduct Client Meeting Send Client Summary Documents Generate Summary Documents for Client Conduct Review Meeting w/ Client Prepare for On-Site Meeting Arrange for team lunch with the client Order meals/ snacks Ensure working room is set up Give client team a tour Ensure a warm welcome to the AP office Alert staff to client on-site dates Ensure the Work Gets Done Set Deadlines for Team to Meet Establishing Dates for Deliverables Set up Client Review Meetings Set up Internal Review Meetings Check w/ Team that Plan is Correct Verify depth of deliverables meet clients goals Hear about Unrealistic Estimates Adjust Schedule around Conflicts See if Any Workload Problems Have Arisen See if Any Schedule Problems Have Arisen See if Estimates are on Target Coordinate Schedule Shifts w/ Team Protect practitioner time from other projects Assign a practitioner as PL when not available Be accountable for Timeline Be accountable for Schedule Remind Team about Weekly Assignments Send Work List for the Week on Mondays Give Team Assignment Details Draft list of anticipated tasks, hours for week Make Sure Team is Aware of Client Meetings Explain Schedule to Team Meet w/ Team Weekly Review Deliverables Expected Ask team to illuminate deliverables as due dates near Send Actuals Worksheet Periodically Communicate next steps to team members Check on Progress Keep in close contact w/ Team members Perform project oversight for team coordination Pester Team for Deliverables Ask Team When Work Will Be Done Make Sure Team is Doing The Work Check in w/ Partner Regularly Check in w/ Team Regularly Keep team in communication Keep team up to date Deliver deliverables to client Have new set of eyes review deliverables Review deliverables for accuracy/typos Organize deliverables in understandable package Motivate / Reward Team Members Recommend bonus or recognition for achievement Congratulate Team on successful work Share Team successes with staff Inform Creative Board of great deliverables Compliment Team on awesome deliverables Ensure Client is Satisfied with Work Mediate Client & Team Expectations Figure out what will satisfy client wrt meetings Figure out what will satisfy client wrt deliverables Hold PL, team responsible for crafting best work Adjust deliverables to meet expectations Discover client expectations around deliverables Measure Progress Review Progress Along Methodology Review Progress Towards Business Goals Communicate Progress Let SA know if we are meeting client business goals Ensure a Good Future Reference Act as a resource to client follow-up call Give Client Discounted Reports Give Client Discounted Workshop Make Client Feel Well- Served Give Client White Glove Treatment Confirm Client is Satisfied with Work Give client feedback to PL/ team Answer questions about the work Listen to client feedback Ask for feedback from client Send client project completion gift Send project deliverables package Create a strong finish to engagement Resolve Team Issues Escalate Team Issues Manage contractors in consultation w/ EP Tell Practitioners about Client Complaints Escalate team issues to PL Remove a Team Member from Project Send email to team about End-of- Contract Send End-of- Contract to PL, EP for files Complete End- of-Contract 1- page Get approval for contract buy-out from EP, PL Determine if end of contract buy-out is needed Complete payment of all outstanding invoices Confirm removal of team member w/PL, EP Fill the Resource Hole Get new resource for project Reassign work from team member Resolve Partner Issues Resolve Partner Problems on Project Suggest Resolutions to Partner Problem Understand Foundation of Partner Problem Tell Partners about Client Complaints Nurture a Good Client Relationship Stop Negative Behaviors Establish Effective Boundaries Protect Practitioner Time Establish partnership relationship w/ client End Infinite Iterations Stop Decision Delays Govern Client & Team Interaction Take responsibility for Client interaction Review Client Idiosyncrasies w/ Practitioners Discuss differences in enjoyment level Ask for Feedback from Client about Our Conduct Make Polite Requests of Client about Their Conduct Respond to Client Calls Listen to client concerns Respond to client calls Explore Client Issue Take responsibility for Issues escalation Take responsibility for Issues identification Escalate Project Issues to EP Escalate Client Issues to PL Report Client Complaints Confirm resolution with Client Communicate Plan to Team Communicate Plan to Client Outline Plan for Improvement Collaboratively solve project issues w/ PL Uphold & Improve the Methodology Teach the Methodology Mentor Team through Methodology Re-Illuminate Methodology as Needed Conduct methodology Workshop Explain Methodology Mentor Client through Methodology Improve the Methodology Resolve Practice Problems on Project Coordinate w/ PL on Practice Problem Suggest Resolutions to Practice Problem Understand Foundation of Practice Problem See if Any Practice Problems Have Arisen Identify Methodology Opportunitites Connect practitioner and Creative Board to discusss new ideas Connect practitioner and DPD to discuss new ideas Guage the value of the new work to AP Discuss new type of work with PL Notice new type of work being done Identify Potential Future Needs Identify Additional Needs Refer to Sales for follow-up Discuss future client needs Talk to Sales about Working w/ Client Again Identify Potential Future Work Refer to Other Services Refer client to available reports Remind client of future Events Refer client to Training Finalize Project Financials Reconcile Actual Financials If not correct, identify and correct the issue Match numbers to ensure financials are correct Request Expense Summary from AC Review Final Expenses Review Final Labor Hours Prepare Final Invoice Request that FINAL INVOICE be printed on bill Request final invoice from AC Review final invoice with EP Confirm all outstanding fees reflected Calculate final invoice Close Project Send project wrap email Print full set of project tracking for files Deliver final project accounting to EP, AC Send tracking sheet to EP for final accounting Confirm w/ EP that accounting is complete Finalize project financials, invoices, billing Confirm all expenses, invoices noted on Pinfo sheet Document Project Successes & Issues Document Project Successes, Issues Document working process Document client satisfaction Document project objectives Document team experience Document client experience Collect Key deliverables Document before state screenshots Record experience w/ team Record experience w/ client Record how project went Record how work went Document issues and successes Document business performance, metrics Document practice development Write Post- Mortem Report (PL/PM) Document Contractor/ Partner Succ’s, Issues Recommend not working with contractor again Recommend working with contractor again Communicate contractor issues to EP Evaluate success of Contractors Document Team Successes, Issues Communicate staff issues to DPD Evaluate success of Team members Discuss Team working processes as a team Hold Post Mortem Meeting Run Post Mortem meeting Schedule Post Mortem meeting Manage Post Mortem Be accountable for Completion of Post Mortem Schedule and participate in Post Mortem Communicate Results to Staff Make document available to internal team Post document in Consulting Files Send document to Directors Communicate Client Experience to Sales Inform Sales of teams interest in working with client again Inform Sales of behaviors that must change to work with client again Inform Sales about desire to work with client again Keep Client a Friend of the Path Keep Client a Friend of the Path Ensure that client gets notice about reports Ensure that client gets notice about events Ensure that client is subscribed to mailing list Leverage Project Experience Hold Brown Bag for AP Hold Brown Bag for AP Communicate Project Success via Marketing Recommend Writing a Press Release Recommend Putting Client Name on Website Recommend Writing a Case Study Use Project or Client as an Event Contact Events about using project as an event example Contact Events about client presenting at an event Use Client as a Sales Reference Get client approval to use as a reference Get permission to share deliverables for other sales Contact client for permission to use as a reference Use Experience to Help Others Share Client- communication techniques with others Share Tools used with others Act as a Resource to others Support Practitioners in Ad Hoc Ways Conduct stakeholder interviews Transcribe calls Upload/ Download Deliverables Draw Wireframes Mental Space Resourcing (EP + DPD) Task PM + PL Task PM Task Accounting Task Legend Adaptive Path Updated: 12/05/2005 Project Manager Mental Model December 2005 Copyright 2005 Adaptive Path Sales Task Burn CD of Final Deliverables Calculate General Expenses Calculate Travel Expenses Code AmEx Expenses for AC Review Deliverables from Other Similar Projects Approach Practitioner w/ Opportunity Make Sure Partner Gets Paid Report on Upcoming Invoices Check in with Team Daily Confirm project expectations Request deliverables examples Identify potential issues that need discussion Convey confidence we will solve the problems Launch a Project Resolve Client Issues
-
Upload
elena-nemilova -
Category
Documents
-
view
51 -
download
1
Transcript of Pm diagram
Give White Glove Treatment
Resolve Client Issues
Reset Meetings
Check w/Partner that Plan is Correct
Report Financials Pay PartnerDecide on a Practitioner
Send High Quality Deliverables to Client
Approve ExpensesDetermine Invoice Amount
Finish Strong
Conceptual Group
Initiate a Project
Review Estimate
Team up PM and PL early to
influence scope, cost
Balance hours across team
members
Look for gotchas in
schedule like holidays
Confirm direct, outside expense estimates
Confirm hours in estimate
match project scope
Review Proposal
Reconcile proposal
description and deliverables
Confirm that proposal will meet client
needs
Confirm understanding of client needs
up to date
Review initial schedule
Read proposal and give
feedback on clarity
Finalize the Contract
Pull deliverables list
for handy reference
Reconcile difference in
proposal, contract
Give feedback to SA about changes to
contract
Reconcile w/AC, SA if not in
alignment
Confirm agreements in
line w/ philosophy
Review Statement of
Work
Review Contract
Get the Contract Signed
Facilitate contract signing
Have CEO, COO Sign Contract
Set Up Invoicing Schedule
Update Pinfo sheet w/ dates
for invoices
Set up initial invoicing schedule
Set Up International Financials
Get Account Number to Wire
Directly
Determine Tax Implications
Agree on Exchange Rate
to Use
Agree on Currency to
Use Set Up Travel Expectations
Sign Travel Agreement
Communicate Travel
Estimates
Agree on Level of Travel
Take Over as Driver of Project from Sales
Take responsibility for Schedule
Find out who to send bills to from sales
Get procurement
contact info for client
Get sponsor contact info for
client from sales
Get primary contact info for
client from sales
Confirm have correct
versions of documents
Conduct Intro Call w/ Client
Ask for contact in client
procurement dept
Adjust invoicing schedule as
needed
Communicate invoicing schedule
Set up weekly call time w/
client
Set up client kickoff meeting
date
Ask client for vacation dates,
deadlines
Do an introductory call
to client
Confirm External Resources
Take responsibility for Resources
Confirm contractor
engagements & schedules
Confirm team is set &
scheduled
Confirm all resources in
place
Set Up Schedule w/ Client
Determine Kickoff Date
Plan Project Schedule
Communicate dates for
deliverables
Establish outline of
schedule w/ client
Set Up Internal Kickoff Meeting w/ Team
Run internal kick-off meeting
w/ Team
Schedule internal kick-off
meeting w/ team
Set up an internal kickoff
meeting w/ team
Conduct Internal Kickoff Meeting w/ Team
Review Business Goals w/ Practitioners
Give Practitioners Project Goals
Clarify goals of project w/ team
Discuss project goals w/ team
Do a project walk-through w/
internal team
Let Practitioners Know Whole
Team Assmnts
Set up internal review cycle
Communicate Expense
Expectations
Announce Project to AP Team
Send Project Announcement
Bring a Practitioner on Board
Gather Practitioner Names
Ask for practitioners
from EP, DPD
Find Practitioners
Confirm practitioner schedule
matches needs
Determine if Practitioner Skills Match
Needs
Meet with Practitioner
Bring Practitioners on
Project
Negotiate Schedule w/ Practitioners
Bring a Contractor on Board
Gather Contractor Names
Ask for contractors
from EP, DPD
Find contractors
Decide on a Contractor
Determine if contractor rate
matches budget
Determine if Contractor has
Pro Skills Needed
Interview contractor
Put MSA in Place
Write Master Service
Agreement
Confirm new contractor has signed MSA on
file
Confirm signed SCoW :
contractor rate for that
contractor exists
Meet with Contractor
Negotiate Rate w/ Contractors
Add a contractor to
project
Bring Contractors up
to speed on project
Confirm contractor schedule
matches needs
Put Scopes of Work in Place
Ensure schedule is
clearly stated
Ensure deliverables are clearly
stated
Review scopes of work w/TR,
PL
Give copies of scopes of work
to HR, TR
Get scopes of work signed by
contractors
Get scopes of work signed by
COO
Put scopes of work in place for contractors
Make Sure Documents are
Signed
Write Scope of Work
Draft a ScoW for contract +
project
Get signed SCoW for contractor
Create SCoW for contractor
w/EP
Bring a Partner on Board
Select a Partner for Project
Get Quotes from Partners
Make first contact w/ potential partner
Get reviews, evaluations on
partners
Look at partner list
Verify Partner Participation in Project
Follow up on deliverable
assumptions
Review engagement expectations,
scope
Discuss deliverables
Get pricing from partner
Coordinate w/ partner for availability
Begin Engagement w/ Partner
Negotiate Schedule w/
Partners
Bring Partners on Project
Conduct Kickoff Meeting w/
Partner
Review Assignment Schedule
Give Partner Assignment Details
Give Partner Assignment
Details
Invoice the Client
Determine invoice amount
Send Client an Invoice
Receive cc of client invoice
from Accounting
Send copy of invoice to PM
Send invoice to client
Process invoice
Submit invoice to accounting
(cc to EP)
Request client billing from accounting
Request client invoice via
Pinfo sheet to AC
Check that client received
invoice
Update Pinfo sheet w/
invoice date, #, details
Let client know an invoice was
sent
Make Sure that an Invoice Gets Paid
Track payment status
Call client to set date for expected payment
Escalate payment
problem to COO
Escalate payment on day 60, if not
paid
Escalate payment on day 45, if not
paid
Keep PM informed on escalation
status
Check if client has processed invoice a week
later
Conduct Regular Weekly Client Meeting
Meet w/PL before Client Check-ins
Meet w/PL before client
check-ins
Initiate Regular Client Call
Talk about friendly stuff
(like weather, vacations)
Call client contact for 30-
min
Meet w/ client weekly
Check-in w/ client Every
Monday
Review Progress with Client
Review Actuals,
Estimates, Overage
Communicate scope issue, changes to
client
Report on budget status,
changes
Review Progress on
Schedule
Report on schedule
status, changes Prepare Client for Next Steps
Remind client of meeting schedule
Set vision of upcoming work
Inspire client about
upcoming work
Communicate next steps to
client
Reset meeting agendas as
needed
Reset meeting dates as needed Remind Client of
Invoice Schedule
Remind client of invoice schedule
Gauge Satisfaction Levels
Communicate our satisfaction
about relationship
Give feedback to client about work process
Get feedback from client about work
process
Assess Whether Client
is Satisfied
Gauge clients satisfaction
level
Communicate About Project at Regular Weekly PM Meeting
Attend Weekly PM Meeting
Send weekly project updates
to PMs, EP
If unable to attend, email report prior
Attend weekly PM meeting
Report Progress, Issues, Risks
Check-in w/EP Every Monday
Report on project at
weekly PM meeting
Update EP weekly on
project status
Report on potential risks
Report on project status
Report at weekly Project Management
Meeting
Provide update at weekly
check-in w/EP
Take responsibility
for Visibility into project
Provide Visibility into
project
Identify issues, successes,
opportunities
Report on direct expense
Report on profit margin
Report Schedule Changes
Report on changes for project team
schedule
Report on change in completion
dateReport Satisfaction
Levels
Report on client satisfaction
Report Process Changes
Go over tool changes
Go over process updates, changes
Check AP, AR Report
Review AP, AR w/EP
Check to See if Contractors Have Been
Paid
Confirm contractor payments
Review AR to confirm entry of
invoice
Send Updated Project Tracking Sheet
Send updated project tracking
sheet to EP
Communicate with PL
Hold Weekly Meetings w/PL
Update PL on budget
Update PL on schedule
Update PL on client
satisfaction
Set up weekly meetings w/PL
Communicate Info to PL as Needed
Provide updates on
client status to PL
Keep in close communication
w/PL
Adjust Schedule & Hours
Change Milestone Schedule
Create What-if Scenarios for
Shifts in Schedule
Perform project oversight for
schedule
Review What-if Scenarios w/
Client
Negotiate Milestone
Adjustments w/ Client
Review What-if Scenarios w/
Client
Negotiate w/ Client about
Shifts in Schedule
Revise Invoice Schedule
Inform AC of changes to
invoice schedule
Inform AC of changes to
budget, schedule
Email new Pinfo sheet to
accounting
Note on Pinfo sheet reason for change
Update Pinfo sheet w/ invoice
schedule
Revise invoicing schedule
Switch a Deliverable for a Milestone
Confirm agreement with
the client
Explain how new deliverable
is better
Adjust Contractor Estimates
Consult w/EP about ScOW
changes
Update ScOW Agreements for
contractors
Record Actual Hours
Update project hours weekly
Reconcile Incorrect Hours
from Practitioners
Collect prior weekly hours
from team members
Put Hours in Spreadsheet
Record Actual Hours
Remind Practitioners to
Send Hours
Reallocate Hours
Perform project oversight for
hours tracking
Add Line Items for Practitioners
as Needed
Adjust Unforeseen Labor Hours Estimates
Keep Estimates Realistic
Work w/PL to shift, flex project
Reallocate Hours from Milestone to
Milestone
Adjust Estimated
Hours
Balance the Workload
Create What-if Scenarios for
Shifts in Workload
Schedule around Other Commitments
Shift Schedule around Client,
Team Vacations
Shift Hours Based on Vacations
Record Upcoming
Vacations in Spreadsheet
Check for changes in Vacation schedule
Negotiate w/ Client about Shifts
Negotiate w/ Client about
Shifts
Adjust Budget
Review Budget on Regular Weekly Basis
Take responsibility
for Budget
Be accountable for Project
budget
Update project budget weekly
Ensure budget is sufficient for engagement
Confirm project is in line w/
budget, schedule
Tune the Project Budget
Tune the direct expenses
Perform project oversight for
budget
Reallocate Labor Hours
Cut Expenses to reduce direct
expenses
Keep Total Cost for Project
Below Cap
Manage to Project Margin
Keep Project Margin in line with estimate
Be accountable for Margin $, profitability
Track Project Financials
Process Contractor Invoices
Approve Contractor Invoices
Approve invoice if
numbers match
Reconcile invoice hours to
actuals
Reconcile invoice w/
reported hours
Receive invoices from
contractor
Collect invoices from
contractors
Ask for Contractor
Invoices, 2nd, 4th Mondays
Manage contractor invoicing
Record invoices on contractor
invoice listing
Send copy of invoice to EP
Send approved invoice to
accounting
Make Sure Contractors Gets Paid
Follow up with AC on payment
issues
Track contractor
payments on tracking sheet
Adjust Expense Estimates
Adjust Unforeseen Partner Cost
Estimates
Anticipate potential expenses
Adjust Unforeseen
Expense Estimates
Gather Expenses
Gather Receipts
Gather Expenses from
Credit Card Statements
Gather Expenses from
Expense Reports
Approve Expenses
Review Expense Reports
Validate International Charges
Make Sure Expenses
Recorded in USD
Calculate Exchange Rate
Check that Charges are in
USD
Gather Partner Costs from
Invoices
Approve Partner Invoices
Record Expenses
Collect weekly expenses from team members
Track expenses on actuals sheet
for project
Record Actual Partner Costs
Record Expenses in Spreadsheet
Record Actual Expenses
Track expenses, contractor invoices
Reconcile expenses w/
estimates React to an Overage
Be accountable for Direct Expenses
Look for another
supplier of materials
Adjust for materials overages
Communicate importance of per diem limits
Alert PL and EP about expense
overage risks
Keep Direct Expenses below 25%
Report Cash Flow Changes to AC
Alert AC about big expenses
Alert AC if total invoices will be
less or more than expected
Alert AC to greater cash-out at certain
point
Look at cash-out vs cash-in
schedule
Alert AC to changes in scope that
affect cash flow
Identify cash flow concerns
Adjust Project Scope
Receive Request for Scope Change
Receive Client Request for
Scope Change
Mediate Request for Scope Change
Confirm Change w/
Team
Confirm if client is still
interested
Explain what increase would mean wrt labor
Present client w/ impact on
budget, schedule
Receive Request for SC from Team
Identify scope issues,
changes
Receive Team Request for
Scope Change
Sell Scope Changes from PL, Team
Ask for Additional
Funds
Explain Why Additional Funds are Needed
Confirm Agreement on Change from
Client
Discuss Impact w/ Client
Discuss Impact w/PL
Evaluate a Team Request of Change in
Scope
Evaluate Scope Change
Calculate cost of extra work
Verify w/ practitioners
that estimates are good
Verify resources are
available
Evaluate impact on schedule
Evaluate team capacity to do
extra work
Evaluate if increase would serve business
goals
Review specifics of the
contract
Discuss impact w/EP, DPS
Discuss impact w/PL
Discuss Client Request for
Change
Evaluate Request for Change in
Effort
Evaluate Request for Change in
Deliverables
Decide if Something
Requires Extra Funds
Compare Size of Scope to
Estimated Size
Make Change in Scope of Project
Add Additional Funds to
Spreadsheet
Communicate scope changes
to EP
Communicate scope changes to project team
Communicate scope changes
to DPS
Get addendum signed,
Create Contract
Addendum
Get confirmation
from DPS, EP
Work w/PL to assign all work
Set up Travel
Set up Travel
Arrange local transportation
Book air, hotel, car
Gather mileage account numbers
Gather team travel style preferences
Schedule travel at least 2 weeks in advance
Schedule travel
Coordinate travel dates,
times
Print out maps
Look up directions
Determine location of meeting
Determine where to meet
client
Identify client contact
Put together travel folder
Send reservations to team members
Tell Practitioner Per diem Amount
Purchase Travel that Fits
Schedule
Run Client Meetings
Set up Client Meetings w/ client
Agree on expectations, outcomes of
meeting
Set meeting agendas w/
client
Determine Dates for Client
Workshops
Agree on dates w/ client on scheduling meetings
Prepare for Client Meetings with team
Identify questions from
team to get answered
Decide on presenters for agenda items
Review goals of meeting
Conduct Client Meeting
Send Client Summary
Documents
Generate Summary
Documents for Client
Conduct Review
Meeting w/ Client
Prepare for On-Site Meeting
Arrange for team lunch with
the client
Order meals/snacks
Ensure working room is set up
Give client team a tour
Ensure a warm welcome to the
AP office
Alert staff to client on-site
dates
Ensure the Work Gets Done
Set Deadlines for Team to Meet
Establishing Dates for
Deliverables
Set up Client Review
Meetings
Set up Internal Review
Meetings
Check w/ Team that Plan is Correct
Verify depth of deliverables meet clients
goals
Hear about Unrealistic Estimates
Adjust Schedule around
Conflicts
See if Any Workload
Problems Have Arisen
See if Any Schedule
Problems Have Arisen
See if Estimates are
on Target
Coordinate Schedule Shifts w/ Team
Protect practitioner
time from other projects
Assign a practitioner as PL when not
available
Be accountable for Timeline
Be accountable for Schedule
Remind Team about WeeklyAssignments
Send Work List for the Week on Mondays
Give Team Assignment
Details
Draft list of anticipated
tasks, hours for week
Make Sure Team is Aware
of Client Meetings
Explain Schedule to
Team
Meet w/ Team Weekly
Review Deliverables
Expected
Ask team to illuminate
deliverables as due dates near
Send Actuals Worksheet Periodically
Communicate next steps to
team members
Check on Progress
Keep in close contact w/
Team members
Perform project oversight for
team coordination
Pester Team for Deliverables
Ask Team When Work
Will Be Done
Make Sure Team is Doing
The Work
Check in w/ Partner
Regularly
Check in w/ Team
Regularly
Keep team in communication
Keep team up to date
Deliver deliverables to
client
Have new set of eyes review deliverables
Review deliverables for accuracy/typos
Organize deliverables inunderstandable
package
Motivate / Reward Team Members
Recommend bonus or
recognition for achievement
Congratulate Team on
successful work
Share Team successes with
staff
Inform Creative Board of great deliverables
Compliment Team on awesome
deliverables
Ensure Client is Satisfied with Work
Mediate Client & Team Expectations
Figure out what will satisfy client wrt meetings
Figure out what will satisfy client wrt
deliverables
Hold PL, team responsible for crafting best
work
Adjust deliverables to
meet expectations
Discover client expectations
around deliverables
Measure Progress
Review Progress Along
Methodology
Review Progress Towards
Business GoalsCommunicate
ProgressLet SA know if we are meeting client business
goals
Ensure a Good Future
Reference
Act as a resource to
client follow-up call
Give Client Discounted
Reports
Give Client Discounted Workshop
Make Client Feel Well-
Served
Give Client White Glove Treatment
Confirm Client is Satisfied with Work
Give client feedback to PL/
team
Answer questions
about the work
Listen to client feedback
Ask for feedback from
client
Send client project
completion gift
Send project deliverables
package
Create a strong finish to
engagement
Resolve Team Issues
Escalate Team Issues
Manage contractors in
consultation w/EP
Tell Practitioners about Client Complaints
Escalate team issues to PL
Remove a Team Member from Project
Send email to team about
End-of-Contract
Send End-of-Contract to PL,
EP for files
Complete End-of-Contract 1-
page
Get approval for contract
buy-out from EP, PL
Determine if end of contract
buy-out is needed
Complete payment of all outstanding
invoices
Confirm removal of
team member w/PL, EP
Fill the Resource Hole
Get new resource for
project
Reassign work from team member
Resolve Partner Issues
Resolve Partner
Problems on Project
Suggest Resolutions to
Partner Problem
Understand Foundation of
Partner Problem
Tell Partners about Client Complaints
Nurture a Good Client Relationship
Stop NegativeBehaviors
Establish Effective
Boundaries
Protect Practitioner
Time
Establish partnership
relationship w/ client
End Infinite Iterations
Stop Decision Delays
Govern Client & Team Interaction
Take responsibility
for Client interaction
Review Client Idiosyncrasies w/ Practitioners
Discuss differences in
enjoyment level
Ask for Feedback from
Client about Our Conduct
Make Polite Requests of Client about
Their Conduct
Respond to Client Calls
Listen to client concerns
Respond to client calls
Explore Client Issue
Take responsibility
for Issues escalation
Take responsibility
for Issues identification
Escalate Project Issues
to EP
Escalate Client Issues to PL
Report Client Complaints
Confirm resolution with
Client
Communicate Plan to Team
Communicate Plan to Client
Outline Plan for Improvement
Collaboratively solve project issues w/ PL
Uphold & Improve the Methodology
Teach the Methodology
Mentor Team through
Methodology
Re-Illuminate Methodology as Needed
Conduct methodology
Workshop
Explain Methodology
Mentor Client through
Methodology
Improve the Methodology
Resolve Practice
Problems on Project
Coordinate w/PL on Practice
Problem
Suggest Resolutions to
Practice Problem
Understand Foundation of
Practice Problem
See if Any Practice
Problems Have Arisen
Identify Methodology Opportunitites
Connect practitioner and Creative Board
to discusss new ideas
Connect practitioner and DPD to discuss
new ideas
Guage the value of the
new work to AP
Discuss new type of work
with PL
Notice new type of work being done
Identify Potential Future Needs
Identify Additional Needs
Refer to Sales for follow-up
Discuss future client needs
Talk to Sales about Working w/ Client Again
Identify Potential
Future Work Refer to Other Services
Refer client to available reports
Remind client of future Events
Refer client to Training
Finalize Project Financials
Reconcile Actual Financials
If not correct, identify and correct the
issue
Match numbers to ensure
financials are correct
Request Expense
Summary from AC
Review Final Expenses
Review Final Labor Hours
Prepare Final Invoice
Request that FINAL
INVOICE be printed on bill
Request final invoice from
AC
Review final invoice with EP
Confirm all outstanding
fees reflected
Calculate final invoice
Close Project
Send project wrap email
Print full set of project tracking
for files
Deliver final project
accounting to EP, AC
Send tracking sheet to EP for final accounting
Confirm w/ EP that accounting
is complete
Finalize project financials,
invoices, billing
Confirm all expenses,
invoices noted on Pinfo sheet
Document Project Successes & Issues
Document Project Successes, Issues
Document working process
Document client
satisfaction
Document project
objectives
Document team
experience
Document client
experience
Collect Key deliverables
Document before state screenshots
Record experience w/
team
Record experience w/
client
Record how project went
Record how work went
Document issues and successes
Document business
performance, metrics
Document practice
development
Write Post-Mortem Report
(PL/PM)
Document Contractor/Partner Succ’s, Issues
Recommend not working
with contractor again
Recommend working with contractor
again
Communicate contractor
issues to EP
Evaluate success of Contractors Document Team
Successes, Issues
Communicate staff issues to
DPD
Evaluate success of
Team members
Discuss Team working
processes as a team
Hold Post Mortem Meeting
Run Post Mortem meeting
Schedule Post Mortem meeting
Manage Post Mortem
Be accountable for Completion of Post Mortem
Schedule and participate in Post Mortem
Communicate Results to Staff
Make document
available to internal team
Post document in Consulting
Files
Send document to Directors
Communicate Client Experience to Sales
Inform Sales of teams interest in working with
client again
Inform Sales of behaviors that
must change to work with client
again
Inform Sales about desire to work with client
again
Keep Client a Friend of the Path
Keep Client a Friend of the Path
Ensure that client gets
notice about reports
Ensure that client gets
notice about events
Ensure that client is
subscribed to mailing list
Leverage Project Experience
Hold Brown Bag for AP
Hold Brown Bag for AP
Communicate Project Success via Marketing
Recommend Writing a Press
Release
Recommend Putting Client
Name on Website
Recommend Writing a Case
Study Use Project or Client as an Event
Contact Events about using
project as an event example
Contact Events about client
presenting at an event
Use Client as a Sales Reference
Get client approval to use as a reference
Get permission to share
deliverables for other sales
Contact client for permission
to use as a reference
Use Experience to Help Others
Share Client-communication techniques with
others
Share Tools used with
others
Act as a Resource to
others
Support Practitioners in Ad Hoc Ways
Conduct stakeholder interviews
Transcribe calls
Upload/Download
Deliverables
Draw Wireframes
Mental Space
Resourcing (EP + DPD)
Task
PM + PL Task
PM Task
Accounting Task
Legend
Adaptive PathUpdated: 12/05/2005
Project Manager Mental ModelDecember 2005
Copyright 2005 Adaptive Path
Sales Task
Burn CD of Final
Deliverables
Calculate General
Expenses
Calculate Travel
Expenses
Code AmEx Expenses for
AC
Review Deliverables from Other
Similar Projects
Approach Practitioner w/
Opportunity
Make Sure Partner Gets
Paid
Report on Upcoming Invoices
Check in with Team Daily
Confirm project expectations
Request deliverables examples
Identify potential issues
that need discussion
Convey confidence we will solve the
problems
Launch a Project Resolve Client Issues
