I thought the best way to launch the wide topic of project management was to begin with the framework in which we look at the life of any project. Regardless of size or duration, we consider there to be five phases where each can be deconstructed into the activities we encounter in our day-to-day experiences. Thinking about projects in this manner makes it all a little less daunting— particularly to newly minted PMs. Yet, it also helps firms and seasoned PMs design the tools and checklists they’ll need to ensure nothing falls through the cracks and continually practice great project delivery. Let’s look at those phases:

Project conception. This is where it all begins— a client comes to us with an issue to be resolved— something they might envision but need our expertise and assistance with or perhaps we’re answering a request for proposal (RFP). After some discussion and perhaps a little negotiation, we’ll create the scope, schedule, and budget that will play a big role from here on out. In today’s economic climate, we’ll be contemplating the potential risks involved against our own acceptable thresholds and decide to accept or decline the opportunity before us. Finally, if we decide to go for it, we’ll get a signed contract with the client because it’s the legal stuff that will protect us if anything happens. 

Project initiation. Good project management here ensures the launch is done right: assembling the appropriate team both internally and externally, opening with a kick-off call or meeting, establishing expectations, delegating work items, and understanding the procedures that will be followed through the course of your time together. A good tool to use here is something we call a Project Business Plan or Project Charter. Starting on the same page sets everyone up for success. 

Project progression. This is where it all happens. Whether it’s the design documents, a written report, or the actual construction or installation of the physical product— we spend most of our project hours right here. The best of our skills are required as we manage the schedule and budget, lead our teams, attend meetings, tackle issues, process paperwork, monitor quality, and, of course, submit invoices. Even with a great plan and tons of resources, all of this would fall miserably apart if we didn’t communicate with all the players and share information to keep things rolling. 

Project completion. Whether good or bad, all projects will have some sort of ending. It’s the tasks in this phase that are most often neglected because we’re likely focused on something newer or more exciting that came in for us to work on. A checklist here is crucial and keeps us committed to closing and collecting final payment. After all, the longer we are active on a project, the longer it remains open in our system; the more it costs us. But closeout includes more than documentation. Why not review the team, our subconsultants, or even assess whether we want to work with that client again? Better yet, why not evaluate how we did as project manager since we should never stop improving. We should also be celebrating success with our team and appreciating their contributions.   

Project capitalization. We put a lot of hard work and time into that recent project. It would be a shame to let it sit in the archives and simply collect dust. This phase requires everyone to make the most of the successful experience we’ve just had with the client and other members of the team. It’s leveraging the marketing and business development opportunities through articles, case studies, presentations, and discussions. It also involves sharing the lessons learned within the firm and maintaining our institutional knowledge. Showcasing our work deserves its own project phase!

Project management isn’t easy but having a framework does make it less overwhelming. At any given moment, a project manager should be able to look up and point to his or her position along that path. That PM will know what he or she has already accomplished but understand what needs to be done next. More importantly, that PM will think more strategically about projects and his or her role within it.