Different things I need to look for or ask when I am taking over a project from another PM?

Bala -

here's the content of an article I'd written in early about this very topic:

Should you be fortunate enough to find yourself taking over from a project manager who has followed some of those suggestions, it will make your life easier.

But often we don’t have that luxury.

When projects get into trouble, rightly or wrongly, the project manager may have been identified as a convenient sacrificial lamb and you might join the project after they have been expeditiously shown the door. Other times the individual might have just been moved to a different, higher priority project but they did not maintain a complete, accurate project control book or they may simply not have the time to help with your onboarding.

In such cases, what should you do?

Meet the sponsor

Even if there are documents such as a charter or project management plan, there’s no substitute for learning about the needs and wants of your sponsor as early as possible. Developing a productive, symbiotic relationship with this critical stakeholder will often make the difference between success and abject failure.

Make sure you take the time to understand what they expect from you from both a communications and expectation management perspective, but also gauge their willingness to support you when decisions, issues or risks have been escalated to their attention.

Meet the team

Recognize that the team will be experiencing the change churn of having lost a leader.
If the previous project manager was despised, you will bear some of that baggage and will want to ensure that you don’t get drawn into a comparison competition with your predecessor or having to defend the value of project management.

On the other hand, if the team adored their project manager, you may face suspicion and resentment and will have to avoid the temptation to become defensive about why you were placed in the role.

Be curious, ask questions, but most important, strive to be a servant-leader, giving the team some time to grieve but also demonstrating your value by escalating or ideally removing any hurdles that have hampered their productivity.

Trust but verify current state

Status reports, feedback from the sponsor or the team might provide you with insights into the project’s state, but seek evidence that supports their assessment.

Identify recent milestones and confirm that different stakeholders agree that those have been successfully met. Once you understand what milestone is coming up, check with the sponsor and team to ensure that there is alignment towards its completion. Ask questions about the top three risks and issues. Check the financial health of the project with your finance partners to ensure the books are in good shape.

While a project plan might exist for your project, you should still create a personal onboarding plan reflecting the specific activities you will need to complete to be effective in your new role. Treat this role transition as you would any meaningful project – plan the work, and then work the plan!

I think we had one of these a couple of weeks ago. I think I added that you need to make sure you put out any fires, look at upcoming milestones to ensure you can meet them, take a look at risks/issues and assumptions (and add your late entry as a risk/assumption), meet key stakeholders. and ensure you have the crystal clear mandate from the sponsor.

For software related projects, one of the key things I want to see is the current issue log.

This will help me see what I need to address in the short-term, while I am still getting the long-term figured out. If there is no issue log, then one needs to be started right away. If there is one, the items on it should be prioritized so we know which items need attention first.

Often there may be one issue that is causing the most bad publicity, and giving attention to this issue can demonstrate we will be moving in the right direction.

There may be one or more recurring issues that are distracting the team from moving forward. Getting to the root cause of these issues, and eliminating them, can be a big help for regaining momentum. The team may not want to slow down to research them, but slowing down now, can help us move faster later. This is eliminating the cause of the fires, instead of spending time putting out the fires...