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A project management checklist makes it easy to stay on top of your projects. Learn how to create one
in this guide.
The start of a new project is a time of excitement and anxiety. You have an entire team waiting for your
direction and stakeholders who look to you for results. You’re eager to start, but you also worry
whether you’ve covered all your bases.
A project management (PM) checklist grounds your PM approach. It offers direction as well as a sanity
check. A well-crafted checklist will not only show what you have to do, but will also show you what you
haven’t done.
I’ll share a detailed project management checklist below. Use it to bring some order to the chaos of
agency projects.
What a methodology does is give you a detailed guide to running projects. It holds your hand
throughout the project management process, showing managers exactly what to do at what stage of
the project.
If you’re following IPM, for instance, your project would follow this path:
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Checklists are different. They’re not meant to guide you throughout the project. Rather, they’re meant
to stop you from missing crucial steps.
“Good checklists, on the other hand are precise. They are ef cient, to the point, and easy to use even in the most
dif cult situations. They do not try to spell out everything–a checklist cannot y a plane. Instead, they provide
reminders of only the most critical and important steps–the ones that even the highly skilled professional using
them could miss. Good checklists are, above all, practical.”
If a methodology is a book, a checklist is two pages of one-line items. They cover only the most critical
and important steps.
Focusing on these critical steps can cut down on mistakes and missteps. If you’ve ever gone halfway
through a project before you remembered a missing deliverable, you need a checklist.
In fact, research from complex, high-skilled elds such as aviation and medicine show that a checklist
can cut down on errors. One study found that when checklists were used in the operating room,
surgical errors dropped from 11% to 7%.
So while your agency should ideally move towards adopting its own project management
methodology, you still need a checklist to complement it.
This brevity forces you to focus on the most important aspects of project management. What
constitutes as “mission-critical” in your projects? What can you absolutely not afford to miss?
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The answer to these questions will reveal a lot about your agency and your approach to project
management. What you choose to include in your checklist acts as a compass of your agency’s
priorities.
Besides the standard items (such as budgeting and resource management), consider including the
following:
Any deliverable that a stakeholder has speci cally requested as a top priority
Steps or processes you’ve missed on more than one project in the past
It’s a good idea to limit checklist items to 15-20 at most. Organize them under headers so they’re not
overwhelming.
For great examples of checklists, see the aviation and medical elds. The aviation eld, in particular,
obsessively follows checklists and offers a good structure to follow.
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With that out of the way, let’s cover some crucial items that should be on every project management
checklist.
That said, there are some items you should include in every checklist, such as:
Capture this in the form of a vision document. This should be a wide-ranging document that covers:
The client’s current status in the market and how the project will change it
A broad overview of the tools, technologies, and people you will use to deliver the results
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Constant change requests, unmonitored scope creep, poor understanding of deliverables – these are
among the top causes of project failure.
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Mitigate this problem by creating a project scope statement. This statement should identify:
The criteria for evaluating whether a change request is within scope or out of scope
If you’ve followed the project management checklist above, you already have a clear understanding of
the project scope and vision. Tie these together in a short project plan. This plan should at least cover:
Project scope
Resource plan
Milestone schedule
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For this, you’ll need a Work Breakdown Structure (WBS). The WBS shows you all the “work” that must
be done in order to create the nal deliverables.
If the nal deliverable is an e-commerce website, the “work” would include a user management system,
a payment gateway, and a CMS. All of this would be captured in the WBS.
Creating a WBS isn’t mandatory – lots of smaller agencies thrive without using one. But if you’re
dealing with complex projects, consider it a must-have part of your project management checklist.
You’ll not only know how to better map your deliverables, but will also have a better understanding of
your resource requirements and scheduling.
Check out this article to learn more about the WBS and how to use it in your projects.
Dealing with this second problem requires creating (and sticking to) a project budget.
Budgeting is one of the most important parts of project management so consider this a must-have on
your PM checklist. It’s also one of the toughest parts of your work so make sure that you understand
the project thoroughly before you attempt it.
Estimate the cost of the project based on the objectives and goals outlined in the vision
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Estimate the nal cost based on all the components covered in the Work Breakdown Structure
(WBS).
Make sure that you have adequate resources for each project
Make sure that resources are distributed ef ciently across all projects
The latter is particularly important when dealing with people. You can’t schedule too many different
types of tasks within a short time frame (you have to consider the task switching penalty). Nor can you
allocate so little time on a project that the resource never truly “gets” the project’s goals.
This is where a resource plan can help. This document lists all your resources, how they are currently
placed, and what how you can better utilize them on the project.
Using a tool like Workamajig can make the process much easier. Workamajig will show you exactly
how much time you’ve allocated for each resource on a daily/weekly/monthly basis at a glance.
proceed until you have a rock solid communication plan in place. BrightInfo
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This communication plan should cover every stakeholder or event you might encounter throughout a
project. It should have separate provisions for identifying stakeholders and their preferences. It should
also cover key events (recurring as well as one-off) you might have during the course of a project, such
as kickoff meetings and progress update meetings.
Solve this problem by creating a project timeline, also called a project schedule.
All the tasks required to create each unit of “work” (refer to the WBS)
The people who will work on each task – refer to the resource plan
To learn more about creating project timelines, refer to our task management guide.
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Anything can – and often does – go wrong during a project. Yet, only 26% of project managers adopt
risk management practices. This, in itself, poses a serious risk to any project.
To solve this problem, add a risk management plan to your project management checklist. This plan
should identify all the current and future risks to the project, the likelihood of their occurring, and how
you’ll deal with them.
For instance, your data might show that your agency has a 10% annual attrition rate. This means that
on average, one member of a 10-person team might leave the company during a year long project.
You can factor this threat into your risk management plan and come up with contingencies. Maybe you
can have freelancers on standby, or maybe you can distribute your work in such a way that the project
doesn’t destabilize at an individual’s departure.
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Creating a project management checklist is a great way to make sure that you always start on the right
foot. A well-de ned checklist will help you gure out what you need to do at any stage of the project. It
will also help you catch any serious lapses before they derail the project.
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This article originally appeared on Workamajig blog and has been republished with permission.
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