Being a project manager in a small or medium sized business can be especially challenging. It may only be a part-time role, in combination with a technical position in the team. For a novice project manager, there may be no mentor to guide them. Worst of all, there may be no established methodology to fall back on.
Here we give ten tips for a project manager in an SMB, from scope to communication. They represent the areas most likely to cause challenges and supplement best practice.
1. Choose the right methodology
A methodology gives essential structure to the project. It gives everyone reassurance that the project will be run professionally and stands a chance of delivering against scope and budget. Over time, different methodologies have evolved to suit the needs of different industries, so there is plenty of choice.
Critical Path Method (CPM) is suitable for industrial projects with many complex, repetitive activities. PRiSM is a good choice where there are particular environmental concerns such as energy consumption or managing waste. PRINCE2 is the most widely used methodology, having been used on complex and diverse projects over many years. Its recent 2017 update makes it a suitable choice for simple projects in small and medium businesses too.
2. Secure early agreement on scope
Define the scope of the project and secure agreement from the stakeholders. Otherwise, each person will have a different understanding as to what is being delivered, which may not come to light until deliverables start to appear. Use the most suitable media to specify and communicate the scope, considering the technical background of the stakeholders. Allow time for comments, discussion and negotiation. Assume that there will be requests for scope changes during the project and define an approval process in anticipation.
3. Define success criteria, milestones and deliverables
Work with senior managers in the business to agree on the success criteria or goals for the project; these will be broader than mere scope. Agree the milestones (what will have been achieved by when) and display these prominently in the team area, perhaps on a chart. By convention, deliverables are the concrete things created by the project, although they can also signify a capability.
4. Secure stakeholder buy-in
A stakeholder is someone who has skin in the game. This could be an internal manager, a customer representative, or partner. While the project is being formed, agree who the stakeholders will be, and spend time with them. Understanding their perspective and priorities will help to get their buy-in during negotiations on scope.
5. Create a project plan
The project plan is the formal definition of the project. In many projects, a Gantt chart is used to plan and present the schedule of the project. However, this needs to be supplemented with material that defines:
- Why the project is being undertaken
- What are the deliverables and the tasks required to complete them
- Who will be involved in the project
- When will the milestones be achieved and the deliverables provided
6. Agree on team availability
In an SMB, the team may be expected to carry out project work alongside their day job. This brings risk to the project. Agree with management on the availability of each person and how this can be tracked. Flag up any resourcing issues to the steering group.
7. Publish roles and responsibilities
Having clearly defined roles for the project sponsor, steering group, stakeholders and the team makes responsibilities clear. It gives the project manager a foundation for insisting that people pull their weight, but equally that they don’t stray across boundaries and interfere. In PRINCE2 it also defines who will receive, comment on and approve key project documentation.
8. Mitigate risks
Managing risk is a key responsibility of the steering group. The project manager will highlight risks relating to budget and resources for discussion in a steering group meeting. After agreeing a mitigation strategy, the board may decide to escalate to the project sponsor. A risk log should be used to capture risks, their definition and mitigation.
9. Lead and inspire the team
The project manager needs to keep the team motivated and on track. This may be easier in an SMB where everyone is in the same location and known to one another. However, a novice project manager, perhaps moving up from a technical job, will need to be mindful when they are switching into their project manager persona.
10. Keep communication clear and open
With the team in one space, it’s easy to assume that everyone is party to conversations. Don’t make assumptions. Get the team together daily to share information. Publish documents in a location shared with stakeholders.
By following these tips, a project manager will have a good chance of setting up and running their project successfully. However, there is no substitute for an established methodology to underpin good practice. This is the fundamental requirement for a successful project.