A - Project Initiation
A02 - Appoint the project manager
A03 - Appoint the key team members
A05 - Identify and plan the deliverables
A06 - Identify risks and plan responses
A07 - Have project initiation peer-reviewed
A08 - Make a go/no-go decision
B - Monthly Initiation
B01 - Revise and refine the plans
B02 - Have the monthly cycle peer-reviewed
B03 - Make a go/no-go decision
B04 - Kick off the monthly cycle
C - Weekly Management
C01 - Measure and report performance
C02 - Plan responses for deviations
C03 - Kick off the weekly cycle
D - Daily Management
E - Monthly Closure
E01 - Evaluate stakeholder satisfaction
E02 - Capture lessons and plan for improvements
F - Project Closure
F02 - Evaluate stakeholder satisfaction
F03 - Have the closing activity group peer-reviewed
F04 - Archive the project documents
G - Post-Project Management
D02 - Accept completed deliverables
This management activity belongs to the Daily Management activity group: It’s done daily.
Deliverables assigned to team leaders and supplier project managers can be completed any day, and that’s the time for a quick review and approval by the project manager. The approval in this management activity is preliminary.
In the case of major or critical deliverables, if possible, seek approval of the sponsor and the customer.
Having too much work in progress causes problems – it wastes resources, it may lower quality, and it reduces the predictability of the project. When possible, instead of working on too many deliverables at the same time, you need to encourage everyone to finish and close an item before moving on to the next one.
Approving a deliverable carries a responsibility, and some project managers delay approvals to avoid this responsibility. This is counterproductive and should be avoided. Don’t be afraid of taking responsibility; some of the deliverables you’ve approved may cause problems in the future, but those problems are not as big as having too many pending deliverables in the project.
Many deliverables quickly approach a nearly-complete state and then run into problems because of a few small difficulties. You may be tempted to mark them as complete because most of the work is done, but you shouldn’t do that – you should only approve deliverables that are completely done.
The following principles play a significant role in this management activity: