For many new companies, project management is not a critical function from day one. However, as time passes, business leaders in successful, growing companies may realize that bringing on a project manager (PM) or developing a project management office (PMO) could help accelerate growth, improve processes, and deliver value. For keen business leaders, this may mean hiring an external project manager, such as the expert services offered through MustardSeed.
If you’ve made the decision to move forward with an external project management resource, you probably have at least a broad idea of what you expect them to accomplish in your department or company. Maybe your projects are constantly going into the red, or perhaps your document review process takes months to get through. There are a few key items to consider prior to your new PM’s start date so they can start providing value to your organization immediately.
Provide the PM access to systems and documents
Consider your company’s security measures and internal systems. What programs or applications does your company use? Think broadly about document management, inventory systems, IT support, and intranet resources, as well as project management-specific programs like Jira, Microsoft Project, Asana, etc. Does the PM need a company-furnished computer and email to use these systems, or can external users be granted access? Make a list of items the PM will need to access and engage your IT team as needed. Setting up access to systems and applications prior to the PM’s start date will allow them to get straight to work on Day 1.
Inform your internal team
The sooner your team knows you’re bringing on a new PM, the better. If your team is unaware of your intention to bring on a PM in advance, you run the risk of getting unexpected feedback from your team on where the PM can engage and need to pivot directions. You may even consider asking the team to weigh-in on the PM’s onboarding process and identify any obstacles that might impede PM success. The team is also a great resource to brainstorm a full list of systems and applications the PM will need to access. Planning roles and responsibilities alongside your team mitigates confusion and facilitates successful PM integration.
Introduce the PM to project stakeholders
On the project manager’s first day, it is important to have calls and meetings lined up with their teammates and project stakeholders. Introducing the PM to the team quickly will give your PM a better understanding of the team dynamics, personalities, and roles and responsibilities. Moreover, quick integration allows for a faster turnaround of the deliverables you expect from your PM.
Provide the PM with an appropriate level of control
To be successful, project managers require sufficient levels of control to enact changes. A document like a RACI (responsible, accountable, consulted, and informed) matrix or accountability chart can come in handy with communicating with your project manager what level of control you would like them to have. Outlining team member responsibilities also gives the PM a clear sense of direction. Project managers are familiar with ambiguity, but the more they know about what exactly they need to provide at your company, the sooner they can deliver. Providing clarity on what decisions your PM can make without you is important.
Let the PM drive
A PM can integrate quickly into your team if given the keys to drive. After task accountability has been communicated to the PM, let them lead their assigned meetings and deliverables. Not allowing the PM to drive creates ambiguity within the team. You do not want a PM who must rely on others for information or approvals. If the PM takes the keys and is in the driver's seat, they will quickly become the project’s single point of contact.
Attend key project management meetings
As the project sponsor, it’s critical that you join important PM meetings. While you likely don’t need to join every single meeting or working session, your presence at early team meetings will help defer authority to the PM and communicate the importance of attending these meetings to your team. As the team aligns and your presence at routine meetings becomes less necessary, critical meetings such as major milestone updates, project reviews, lessons learned, or risk reviews should remain a priority to attend. In addition, a best practice is to schedule a one-on-one with the PM at a regular cadence. Having just a 15-minute meeting weekly provides space for the PM to bring you important updates, issues, and questions.
Ensure the PM knows where to document project deliverables
Good documentation is paramount for any successful team. The PM should have a thorough understanding of where and how to file all project documentation. When the project ends, you don’t want to be scrambling to find all the historical documents the PM managed. Make a plan early so it is an easy transition when it’s time for the PM to move on.
Planning for a project manager to join your team is exciting. When you choose a tenured PM, you can swiftly provide significant value to your team. Don’t be tempted to just wait and figure out the details after your PM begins. By taking the time to plan things out in advance, you can make the transition of your outsourced project manager a breeze.