# CONSIDERATIONS COMMENTS

1 Assess the working environment. What is the PMO/ Portfolio/ProgM/PM maturity level of the:

1a Organization1b Leadership1c Team1d Customer1e Other resources and stakeholders2 Is your purpose to execute/support the company/department strategy,

just get work done, or other

3

Are everyone’s (leadership, team, customer, you) expectations clearly aligned? If, not, what can you do

Who is determining the final “value” of your work and are his/her expectations aligned

4What is the priority of the following elements: scope, schedule, cost, quality

Who is making this decision and who can change it

5What objections/obstacles/constraints are you likely to encounter. Be prepared to overcome them, if possible

6 Have roles & responsibilities been clearly defined. Are you sure?

7

How much ambiguity exists in your organization, processes, resources, goals, objectives, etc.:

Can you counter it How will you manage it

Note: studies show that in the absence of relevant information, people will act as though there is no information and decision making deteriorates

8 What is the process and hierarchy of decision making

9

Save yourself time and pain: review lessons learned from previous, similar work:

If a document is not available, ask Look for: potential assumptions and risks; successes to repeat

10 Establish success factors at the beginning How will each be measured

11 Have all impacted stakeholders been identified? Ask everyone possible

12Establish the WIIFM (what’s in it for me) for all stakeholders and ensure they know what they are

13

Who is your audience for what Have you considered their perspective What language do they speak: technical, marketing, call center,

legal, supply chain, construction ……. How can you relate/adjust the language you usually use for

tools/deliverables/etc. to your audienceo Example: The Project Charter is my contract with you

Audience segmentation for appropriate, targeted delivery

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THINGS TO CONSIDER FOR PMO, PORTOLIO, PROGRAM, AND PROJECT MANAGEMENT

THINGS TO CONSIDER FOR PORTOLIO, PROGRAM, AND

PROJECT MANAGEMENT

# CONSIDERATIONS COMMENTS

14What is the hierarchy of communication: who needs to know what, when, and how

Who gets their say and who gets their way?

15

Periodically check for understanding. Written communications can be misinterpreted and people miss information given in meetings

Send meeting minutes with at least decisions and actions items Don’t assume people heard you the first time Repeat, repeat, repeat……….often and early!

16 Are there enough human resources with the right allotment of time

17Do the available human resources have the right skills? If not, what can be done - reprioritization of work , contract resources, etc.

18 Are there enough material resources? What do you need; who will pay

19 Do you have a way to assess when you’ve exceeded your organization’s “capacity” (people, budget, time, other resources…..)

20

Is there an established methodology If not, what processes, tools, templates, etc. will be used If yes, what is required/what is not/what is nice to have What will you do differently for non-technical vs. technical work What has a higher priority in your environment: being true to the

academics of the methodology or practical application

21 How does your customer and team view risk management: a benefit or something negative? How will you make it a positive notion

22What level of budget management is expected and needed

Are budget tracking mechanisms/reporting available23 Have sustainment activities and responsibilities been included in the plan24 What kind of reporting will be needed by whom and when

25Who is responsible for organizational change management

Who and what will be impacted by the results of the project and how will you ensure that it is being addressed

26

Do you have a strategy for supporting emotional intelligence on your team, with your customers, etc.

Anticipate what could cause emotional responses from whom and diffuse it before it happens

If it happens, think about how you will respond

27 Since people generally remember less than 25% of the initial training they receive, what else can be done to increase retention ongoing

28How can you flex your style, deliverables, etc. to accommodate the needs of the business while optimizing your expertize

29 Are you able to change course (or influence the change) at the first sign that the ship is taking on water

30 How are you recognizing and celebrating successes

31Is a professional PM managing the program/project? If not, what is the impact and what accommodations can be made

32 Is the PMO manager managing projects? If yes, is it appropriate for your environment and the project

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THINGS TO CONSIDER FOR PMO, PORTFOLIO, PROGRAM, AND PROJECT MANAGEMENT