It is just a matter of time until you get that BIG assignment that the boss wants you to personally take on, or wants you to lead a group to accomplish a task. . The project is a big deal, sounds complicated, and sure doesn’t look easy. Here is your big chance to show the boss that you can be relied upon and that you’ll get the assignment completed and completed on time. Maybe you actually volunteered for this assignment and feel the pressure to succeed! Why did I do that?

Where do you begin? What do you need to have to complete the task? Can you get others involved to get the job done? There are many questions that need to be answered to be successful. Starting with…

1. Do you have a clear understanding of the project? Is the project scope documented (written) with clear expectations? Is the deadline (timeline) established as to when the project is to be complete?

(Your assignment is to meet with ZED supplier, determine what products and services he provides-are the product/services ones we need-, what is his performance record, and do you recommend we give him an opportunity to quote for new business? Today is 6/1 and we need to decide by 9/1…with a report/recommendation on my desk by 8/15.)

2.What are the resources needed to accomplish the task? Can you get others to help? Do you have the equipment and budget necessary to complete the assignment?

(The boss says you can have Brad and Emily on your team; he says just get the job done and travel as necessary, and whatever you need (if you don’t have it), come to him and he will approve your request.)

3. What are all the activities/action items that need to get done?   What are the key elements of those activities that are required to allow us to make the recommendation to the boss?

(On flip chart/white board list all the key actions that you believe are needed to deliver the assignment     

• Arrange for a supplier visit
• Brainstorm possible implementation approaches
• Discuss who will do what.
• Pull the team together, explain the assignment, the time line, and get buy in.
• Study what products and services are produced by ZED
• Obtain information about ZED’s performance (Cost/Quality/Delivery/etc.)
• Discuss with ZED’s customers, ZED’s performance
• Interview ZED leadership
• Write the report
• Create a PLAN (what, when, who, etc.)
• Meet on status/progress
• As a team come to consensus on ZED
• Evaluate ZED’s financial situation
• Visit the site where the products are made
• Other action items…….

4. What activity comes first? What is the sequence of our actions?

(Put the actions in the expected sequence, and then put a name next to each, to indicate the lead for that action, such as;

• 1^st Pull the team together, explain the assignment, the time line, and get buy in. (you)

• 2^nd Brainstorm possible implantation approaches (all)

• 3^rd Create the PLAN with all action items/dates/ and who leads (all)

• 4^th Arrange for a supplier visit (Brad)

• 5^th Study what products and services are produced at ZED (Emily)

• 6^th Obtain information about ZED’s performance (Cost/Quality/Delivery/etc. ) (you)

• 7^th Continue with all action items. 

5. How much time is required? What should be the dead line to get all of this done?

(For each assignment listed place a target date to get that assignment complete;

• 1^st Pull team together, etc…. ………………………complete by 6/2

• 2^nd Brainstorm possible, etc.………………………….complete by 6/2

• 3^rd Create the PLAN…………………………………….complete by 6/3

• 4^th Arrange for a supplier visit………………………..complete by 6/3

• 5^th Study what products, etc.…………………………..complete by 6/4

• 6^th Each and every item is listed with the dead line…………………date.

Step back and look at all the complete dates; are they reasonable, and will they allow enough time (provide some cushion) to meet the boss’s final 8/15 date?)

 6. Your PLAN has been created with the action items to be done, who has the lead to get them done, and the dead lines to complete the work. What next?

Review the plan with your boss. Introduce your team, and briefly explain the plan.  

7. What next? How often do we review status?

(The reviews will highlight the actions that are complete and on schedule. They will also indicate the areas needing more attention, study, and effort. Once the team knows this, more effort or more resources can work on that action item. Even though individuals have the lead on any action item, all can and should participate and help with individual action items, and their completion.

Daily huddles on status are very effective. Once a week or bi weekly full reviews of all action items should be carried out. This allows everyone to know everything and participate in problem resolution.)

8. How should we keep the boss up to date on the project, or should we wait till the end?

(The team should schedule a midcourse ‘update’ for the boss and let him know what the “plan” is, where you are, what you’ve learned, and the outlook—especially towards his target date. Each person on the team should participate and provide updates. The update should be short and honest as to learnings and meeting the promise date. If more time is required, negotiate with the boss as to the ‘exact amount’ of time is required, and hold your breath!)

9. As problems and issues arise, who should handle them? The leader for the action item? Me, the leader? Everyone is available to attack the issues or solve problems.

(Most plans are just that, plans. There will be issues and delays that come along with any major project implementation. Those issues need to be made visible, discussed, and sometimes a ‘sub-plan’ established to resolve the issue. The weekly reviews should focus on the issues that may jeopardize the assignment, or, meeting the target date. The team member still retains the lead on the action item issue, but the team leader may/should use all and any resources to resolve or solve the issue.) 

10. The project is complete, and we are ready to take our findings to the boss. What is the best approach?

(The assumption is that you have met the expectations set for the project and are prepared to review your findings and recommendations. You think the boss is only interested in the final recommendation. Most bosses/leaders want to hear about how you got to the recommendation, therefore you should…

• Introduce the team who worked on the assignment
• Show a brief outline (one page) of the 10 step process you used.
• Have each on your team report something of interest learned.

(Possibly some of the key findings as a result of this study)

• Clearly state your recommendation as a result of the study, supported by the key findings that brought you to this recommendation.
• Lastly, thank your team for their participation and work. )

Taking on major projects usually comes with the job. Some of the projects are welcome, some maybe not. Anyway, the boss must have confidence in you when he says, “you have the project”!

Using the ten steps listed above can guide you through a complex/complicated assignment. Remember, the PLAN is a roadmap, a process. Changes to the plan are ok. Too many changes may indicate you don’t have a real plan. Steps 3-4-5 take time and focused effort. They need to be thoughtfully created and agreed to by the team.

“Plan your work for today, and every day. Then work your plan.”         Margaret Thatcher

 

 

 

Russell J. Bunio

7.20.2016