Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appointthe sponsor A01 Appoint theproject manager A02 Appoint thekey team members A03 Describethe project A04 Identify and planthe deliverables A05 Identify risksand plan responses A06 Have project initiationpeer-reviewed A07 Make ago/no-go decision A08 Kick offthe project A09 Conduct afocused communication A10 Revise and refinethe plans B01 Have the monthlycycle peer-reviewed B02 Make ago/no-go decision B03 Kick off themonthly cycle B04 Conduct afocused communication B05 Measure andreport performance C01 Plan responsesfor deviations C02 Kick off theweekly cycle C03 Conduct afocused communication C04 Manage risks, issues,and change requests D01 Acceptcompleted deliverables D02 Evaluatestakeholder satisfaction E01 Capture lessons andplan for improvements E02 Conduct afocused communication E03 Hand overthe product F01 Evaluatestakeholder satisfaction F02 Have the closing activitygroup peer-reviewed F03 Archive theproject documents F04 Celebrate! F05 Conduct afocused communication F06 Evaluatethe benefits G01 Generatenew ideas G02 Conduct afocused communication G03

A02 - Appoint the project manager

This management activity belongs to the Project Initiation group. This group of activities are run at the beginning to prepare us for the project.

At this time, the sponsor discusses the project with potential project managers, and comes to an agreement. It’s important to have a project manager who believes in the objectives and targets of the project.

In the case of internal projects (those without external customers), the project manager should come from the business/management side of the organization rather than the technical side. Managers from the technical side are team leaders in P3.express.

Besides realizing the project goals and meeting the targets, the project manager is also responsible for the health and safety of the project team, and for creating a pleasant working environment in which team members can advance in their careers.

Purpose

While it’s possible for small teams to have a distributed project management system, it’s more practical and productive for most projects to have centralized coordination, and the project manager is the head of this centralized coordination system. In this way, the technical experts will not be distracted by management responsibilities and can stay focused on the technical aspects of the project.

Common pitfalls

Consider the following to avoid some of the commonest problems in this area:

Principles

The following principles play a significant role in this management activity:



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It's best to use micro.P3.express instead of the regular P3.express if you have micro-projects with approximately 1 to 7 team members.