Mindset For New Projects
Part 2/3 of New Project Checklist
Hey, fellow Leader 🚀,
I am Artur and welcome to my weekly newsletter. I am focusing on topics like Project Management, Innovation, Leadership, and a bit of Entrepreneurship. I am always open to suggestions for new topics. Feel free to reach me on Substack and share my newsletter if it helps you in any way.
This article is a continuation of a series describing a checklist for onboarding a new project. If you want to review the last week’s article, follow the link below.
Manage Expectations
When a new Manager is onboarded into a new project, the expectation is high for project performance and the team. High-level estimations and an initial plan were done to provide decision-making people with the ability to sponsor and launch a new project. Now, is on the newly appointed manager to confirm the estimations, plan, and overall project executability. This is a very tricky position to be in.
During project execution the high-level estimations will be confirmed or adjusted, the project plan updated, and the strategy needs to be solid to take into account a great number of uncertainty. Project Management books call it “Risk Management”, whereas I call it “Plan A, B, and C”. The strategy needs to accommodate different scenarios to be speedily analyzed and decisions need to be quick and smooth. It’s normal for big projects to have pivot moments in their execution. It’s the reason why we mostly use Agile methodologies, to embrace learning and change during project execution. Key stakeholders need to be aware of real figures and any changes in the project should be dealt with responsibility.
So is important to keep your peers and sponsors, grounded on the reality provided by the numbers and the team’s feedback about executability. The sooner the “reality check” happens, the more maneuver space a PM will have to counteract any mishap.
Confidence on Yourself
I understand. Starting a new project can be both exciting and frightening. It’s exciting to start a new venture in a new context, to get to know new people, or new industries or technologies. But also, that little voice inside your head can induce the fear of “What if the project fails?”, “What if the people on the project are difficult to handle and nothing is done?”, “What if the project is doomed from the start?”.
There are indeed variables that will be under the Manager’s control. Others will be out of reach. The focus should be on what is under your control, and mitigate the effects of what is out of your control.
However, the most important part is if someone was hired to a position because Management analyzed several candidates and decided a person is the fittest for the position. Guess what? It was you. If that inner voice starts speaking about what can go wrong, my suggestion is to use the voice to your advantage. What can be done to prevent the project failure? Are expectations too delusional? How can a manager communicate the feasibility and the different options for decision-making? If the people are difficult to handle, what are their pain points? The goal is to get the answers and put in motion some sort of plan. Is preferable to have the mind occupied with actionable strategies than occupied with random fears.
That’s it. If you find this post useful please share it with your friends or colleagues who might be interested in this topic. If you would like to see a different angle, suggest in the comments or send me a message on Substack.
Cheers,
Artur
