Mike Clayton has a short video on (the) four important project questions.
It's a good list for the PM running the project:
1. What is getting in the way of each member of your team doing their very best work
2. Which elements of your project are not as fully in your control as they should be?
[about 'control' of the project in its environment: where you can gain more control to achieve the sought value from the project's completion.]
3. What are you not thinking about that could have a material impact on the future of your project.
4. What is the question you are not asking? Obvious question? Question we avoid?
I thought one was missing, particularly in the light of project influencers (so-called stakeholders, who don't usually hold an actual stake in the project)
My 5: Who is most likely to get in the way of the project delivering the value sought by its owner?
I managed one project where a major contributor to the project made all the noises of support, but failed to connect his team properly with the project plan. The project sponsor helped, but not much. I had to 'go round the outside' to get things done.
This seemed to be a nice idea: bring the project critical questions to one place. I checked a few other sources.
Team Gantt had quite a good set.
Core question #1: What are the major deliverables?
This question forces you to be clear about what you want to achieve when embarking on this project. Moreover, you can use this question to check if you and your project team are working within scope and that each step you take leads you to those deliverables.
Core question #2: How will we get to those deliverables before or by the deadline?
This question requires you to think strategically to be able to create or achieve these major deliverables on time and on budget.
Digging deeper, you may want to consider the possible changes or risks that may affect your ability to meet these requirements. You can then devise solutions to work around these events and stay on track.
No matter the industry or the type of project you're working on, you need a project plan that will map out how you, your team, and your stakeholders will get from Point A to Point Z. Tools, like gantt charts, ensure that you complete projects on time, but also on budget. ?
Core question #3: Who is on the project team, and what role will they play?
This question addresses a crucial aspect of any project: who will be the people you’re bringing on board to help you complete the project?
You need to be clear on who your teammates are, how they work, and what role/s they’re to fulfill. A RACI chart can help you ensure each person is clear about their responsibilities during the course of the project.
Core question #4: When will the team meet milestones?
...and when will other members of the team play a role in contributing to or providing feedback on those deliverables?
Your project timeline should answer this question. This is where you’ll plot the deadlines for each specific milestone and decide when the team will come together to discuss progress and updates and who will either work on or provide feedback for specific deliverables.
Plenty Training had quite a good set
1) What is this project all about?
2) What does my project sponsor/client want me to do?
3) What are the implied tasks I am being asked to achieve?
4) What are the limits/boundaries of my authority?
You need to ask these questions so that you:
Are given an idea of the project and organization context.
Can find out what result the client really wants.
Can find out if you are being given full responsibility and authority.
Know exactly what power/authority you will have throughout the duration of the project, especially when it comes to decision-making.
After asking these questions, you should know:
What your sponsor/ client is really after in regards to the project.
What you are allowed to do and say.
What authority you have for the duration of the project.
By asking these four key questions at the beginning of the project, you are also building a foundation of trust between yourself and your client/sponsor, which is absolutely critical!
Quay Consulting starts to tighten the question and heads toward the nub of the PM's concerns
Question 1 – Do We Know What Success Looks Like?
Sitting within a project that is under significant stress can ignite the initial ‘fight or flight’ response in all of us. It can be the prompt for a deep dive into the weeds, such as the schedule, to see where we can make up time or look hard at the dependencies that can be delayed to help the team re-establish the baseline and bring the project back to green.
Question 2 – Are we doing everything necessary to deliver on the success?
This is a critical question that the project manager needs to be able to answer. As they explore the issues relating to the project, it’s essential to revalidate that the scope can deliver the promise.
Question 3 – Are we listening to the right voices in the team?
It can be incredibly difficult to ignore the noise in a project to refocus on governance as a barometer for staying on track. When the PM and the team are under sustained pressure, then there will be a lot of noise being generated around the project, often from mid-tier management, related projects and field staff. PMs need all their energy to stay focused on the task at hand.
Question 4 – Are we really leading our teams toward success?
Leaders are born in times of crisis. When a team is looking for direction, a safe place and a common goal, it’s vital to not lose sight of the fact that the team is impacted by the noise and often without the full situational context.
Now, Glen Alleman takes us to the prize parameters for project management
1. What Does Done Look Like?
What are the Measures of Effectiveness (MOE), Measures of Performance (MOP), Technical Performance Measures (TPM), and Key Performance Parameters (KPP) of Done?
2 How Do We Get There? What is the Plan and Schedule for reaching Done?
3 Do We Have Enough Time, Resources, and Money to reach Done at the needed time for the needed cost, with the needed Capabilities?
4 What Impediments Will We Encounter Along The Way?
5 How Do We Know We Are Making Progress?
What are the processes and procedures to measuring the Physical Percent Complete of the deliverable produced by the project? What is the confidence this progress to plan can be maintained and be assessed in the Estimate to Complete and Estimate at Completion for time, cost, and technical performance.
Conclusion
1. Start with Glen's set.
2. Apply Team Gantt's list
3. Use Mike's list to keep you on track.
The others are OK, perhaps for simpler projects, but keep these three in mind for all projects, particularly in the initial project collaboration symposia (a.k.a. 'workshops).
But of course, make good preparation:
Clearly set out and tested 'concept of operations' that the project has to address
Develop Work, Element and Risk Breakdown Structures to organize the project
Create a risk-adjusted delivery schedule, with stage acceptance parameters.
Ensure the Project Board/Sponsor is interested, attentive and supportive.
