It really depends on the current status of the project, constraints, expectations and whether approved baselines have been defined.
If I'm taking over from a PM in the early days of a deterministic/predictive type project, my main focus might be on ensuring a clear charter has been developed and approved by the appropriate sponsor. If I'm taking over in the middle of scope delivery based on some approved baselines, I'll want to ensure that we are progressing as expected, team and stakeholder engagement and morale are good, and issues and risks are being appropriately managed.
Everything. Trust is nice, but is not going to help you if something goes wrong.
Verify:
* the scope, according to the sponsor
* the work that has been completed
* the tasks and timeline for the planned work
* the risks
* the budget
* the stakeholders
* the communication plan
* the team - do you have the right people? How is their morale and performance?
* etc... Saving Changes...
In addition to my colleagues' statements above, the PM should be concerned that the project status is at the point the previous PM stated that it is. In other words, know your project status so that you can either "it was the way the previous PM said it was" or "it was nothing like what the previous PM said it was, and here is why". Remember taking over a project means in a way you are responsible for what the previous PM did, I know not technically so, but by the end of the project, stakeholders memories can be short for successes and long for failures. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Before you assume responsibility for the project you should first assess its condition, so start by reviewing all the documentation from the Project Charter onward. Note what documents are missing or need revising, and notify the Sponsor of these deficiencies. Ask questions, as others have noted, and don't stop asking questions until you get logical, complete answers. This will help you avoid being in the position where the previous PM and sometimes also key stakeholders have run the project badly, and have passed it to a new PM with the intention that she or he takes the blame for its eventual failure.
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1 reply by SHIRISH KARNIK
Oct 25, 2017 10:17 PM
SHIRISH KARNIK
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Thanks. Great inputs and makes the situation and approach clear.
Saving Changes...
SHIRISH KARNIKProject Manager| Al Watanyiah United Engg & Contracting Co LLCBangalore, Karnataka, India
Oct 25, 2017 8:59 PM
Replying to Eric Simms
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Before you assume responsibility for the project you should first assess its condition, so start by reviewing all the documentation from the Project Charter onward. Note what documents are missing or need revising, and notify the Sponsor of these deficiencies. Ask questions, as others have noted, and don't stop asking questions until you get logical, complete answers. This will help you avoid being in the position where the previous PM and sometimes also key stakeholders have run the project badly, and have passed it to a new PM with the intention that she or he takes the blame for its eventual failure.
Thanks. Great inputs and makes the situation and approach clear. Saving Changes...
MARK A ANNUNZIATA, SrVP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FLDammam, Eastern Province, Saudi Arabia
Mr. SK-
Assuming we are discussing a Construction Project (this is the Construction Section)-
1) There is no Charter to examine- The Business Case was developed by the Owner/Proponent within their organization prior to soliciting Bids. (Request for Bid, Proposals).
2) I have been in this situation many times. I suggest you examine the Contract first and get an idea of the exact reporting requirements and scope of work.
3) Meet with the Client/Proponent/Stakeholder and solicit their input regarding the previous Manager and their perception of the shortcomings/weaknesses of your staff.
4) Meet your staff and ascertain their skillsets and abilities to successfully execute the Project.
5) Establish your ground rules within your team, and communicate your expectations.
These are usually the top priorities. Remember- Supporting your Safety Staff will always be a top priority for you- and you must communicate this to the Stakeholders!
Good Luck!
M Saving Changes...
alan rossneyProject Manager| jacobs EngineeringDublin, Dublin, Ireland
I have used a handover checksheet in the past which covers most of the administrative and reporting stuff around integration, scope, time, cost, quality, resource, stakeholders, comms, risk, procurement etc.
However once you have done a speed read of the scope docs, the schedule the budget the change, risk & action trackers best go meet the team and get the real feel. Then get the outgoing manager to introduce you to the client. Ideally on a bigger project there will be a sponsoring director who can assist the transfer (unless the project is internal and the sponsoring director happens to be the client, of course) Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
In addition to the advice presented in other responses, other sources of information include:
• PM’s Monthly Project Progress Report, which will identify progress and assess progress to planned performance metrics, including schedule and goal status, and change log
• Contractors’ Monthly Progress Reports, including schedule update and report, change order log, RFI log
• Independent Engineer’s/Management Oversight Reports
• Project metrics for lagging (Actuals) indicators including SPI, CPI, EV% VS project duration spent
• Project metrics for leading (Forecast) indicators including, EV% remaining VS project duration remaining, available manpower and equipment, estimate to complete VS budget unspent
• Project/Contract Minutes of Technical and Progress Meetings Saving Changes...
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