When it comes to new projects , you could say that I’m commitment phobic. For a long time I was more interested in the ideas before launching a new project than the execution. The rule of thumb is that you should never rush in the beginning of the project. I don’t think there is a best way to start a project however there always is a better way. I managed a few projects as a Project Manager for my previous company. I would like to share my experience with you about how did I start most of the mid sized projects and I am happy to get a feedback from you to improve any of my lapses.
- Innovate some new idea: I think you should consider any new idea that pops up your mind. Begin with your own talents, your abilities, your experience, knowledge, interest, background, education, and so on. Look carefully at your current work, your current business, your current position, or your current product or service. Come up with something completely new or model your idea after something you’ve seen work before. You have to identify what you enjoy and what motivates you for further implementation of your idea. You may search for similar type of project that has been implemented before to gather some information.
- Estimate some timeframe for your project: Try to figure out honestly what kind of time you may require to complete the projects. Typically, you may be unable to address all those aspects, even using your best foreseeing abilities. What is relevant is actually asking questions to yourself about your limitations or setbacks.
- Read extensively: Read critically about all aspects of your future work, technical and conceptual, and keep yourself up to date with the current knowledge. The more information you gather the sooner and better you can focus your work into the most meaningful and interesting direction.
- Get some help: This is conceptually wrong to think, you have to know everything in order to take up a project. Get some help from your senior managers or other associates. In the end, you will be judged what you have learned, not on what you have already known.
- Inherent Risk: If your project has many inherent risks, you have to make a plan how to manage the risk. Inherent risks are based on the characteristics of the project, not on the specific deliverables being produced. Even if you identify some risks, you don’t have to be disappointed. There may be other project factors that may offset those risks. Depending on where your project characteristics fall, you can evaluate your project to determine whether each risk is high, medium, or low.
- Accept the failure: The risk of failure can not be totally eliminated in any project, but, it can be lowered with good design and planning. It should be done during the initial stage and that can minimize the ultimate cost. If you handle many projects at the same time, you have to know how to prioritize them. Otherwise, it can bring a total disaster. Additionally, you have to keep a right balance between too focused and too distracted and you can master it by means of trial and error.