INFORMATION EXCHANGE:
1 – Are project reports understandable by all (Does management understand the project plan?)?
2 – Are reports submitted to management in a timely manner?
3 – Do any actual or potential language barriers exist within management, the project organization, vendors/suppliers/contractors or the customer?
4 – Do established policies exist within the organization to manage projects?
5 – Are internal disputes effectively resolved?
6 – Does management understand the resources needed by this project?
7 – Does management regularly communicate with the project team?
8 – Does management share information with the project manager?
9 – Are executive meetings held where the project is regularly discussed?
10 – Does the program manager and the project manager communicate?
11 – Is everyone using the same software version?
12 – Does management/ project manager regularly communicate with the customer?
13 – Is the project team co-located?
14 – Are key stakeholders of the project regularly communicated with?
15 – Are many face-to-face meetings held?
16 – Has management communicated to the project manager the critical information that it wants and how often?
17 – Does this project’s communications use too much jargon (impedes understanding)?
18 – Are the project vital signs received and reviewed?
19 – Is management warned of problems and potential problems?
20 – Are the right people attending meetings?
21 – PM has a record of when s/he has spoken with internal/ external customers?
22 – Do the right people know where and when meetings occur?
23 – Does PM provide the schedule/ plan (and revisions when they occur) to all staff and consultants associated with the project BEFORE regularly scheduled meeting?
24 – PM knows who customer/ client counterpart is? Regularly communicates with her/ him?
25 – PM demands staff bring hard copies of the work plans to each meeting?
26 – Are activity managers required to report overtime daily/ weekly and send this and other performance information to senior leadership for their review?
27 – Is PM in constant communication with activity managers to minimize the amount of (planned & overtime) overtime worked?
28 – Does PM encourage teamwork (at all levels) to lower costs and improve efficiencies?
29 – Does PM hold weekly team meetings where activity managers have to share details and justify how they are running their units? (No = blue)
30 – Do significant tensions exist between technical experts and field supervisors? (Yes = bad)
31 – Does PM encourage dialogue to ensure that testing has not missed anything or uncovered things that were not known before?
32 – Are the right people on the project team? (No = red)
33 – Does PM provide meaningful information to all customers when project’s metrics/ objectives are not met? (Yes = good)
34 – Does PM meet with activity managers and discuss how to use the project’s metrics to improve performance? (No = bad)
35 – Is the project broken down, so that every team member knows their specific role in achieving that goal? (No = bad)
36 – Are project’s results communicated to front-line activity managers? (No = bad?)
37 Do front-line activity managers know their personal performance numbers? (No = bad)
38 – Does PM regularly communicate the project’s status (eg. operating, planned, under construction) to all concerned? (Y = good).
39 – Can PM list the sources of delay and overrun in a pie chart format?
40 – Does PM schedule performance improvement meetings? (Yes = good)
41 – Are customers brought in and trained on the project’s product/ service while it is being developed? (Yes = good)
42 – Does SM/ PM have/ use a formal information management plan (No = bad) which determines:
*Who and how many stakeholders exist?
*Who sends reports to internal and external stakeholders? What interfaces exist?
*What data will be collected?
*Who the data will be shared with?
*How the information will be used in the future?
*Policies to prevent abuse?
43 – Do staffers frequently direct the meeting away from the planned agenda? (Yes = bad)
44 – Can PM explain what the numbers are based on? (No = bad)
45 – PM knows the preferred time(s) to meet with SM? (Yes = good)
46 – Does PM have a trusted mentor to help her/ him see the “big picture”? (Yes = good)
47 – Do technical people clearly inform leadership at all levels of problems & potential problems? (Yes = good)
48 – Can SM explain the project’s technical philosophy in 4 or fewer steps? (Yes = good)
49 – Does software exist to collect, tabulate, report, analyze and translate the data into better performance? (Yes = good)
50 – Has a crisis management team been formed/ crisis communications plan been developed and maintained to inform staff, customers, vendors, and contractors about what’s going on, if project problems arise? (No = bad)
51- Is an information security plan in place to protect critical documents from unauthorized disclosure? (No = bad)
52 – Does the project management system overlay all activity plans, so that potential conflicts can be identified before they occur? (No = blue)
53 – Do people at various levels in the organization have different understandings regarding what is happening on the project? (Yes = bad)
54 – Can PM provide a “rough sketch” of how the overall project operates? (Yes = good)
54 – Can PM provide a “rough sketch” of how the overall project operates on a daily basis? (Yes = good)
55 – Does everyone have the same fact sheet? (No = bad)
56 – Is SM/ PM working with data/ algorithms from the most current period? (No = bad)
57 – Does the PM have/ hold daily progress/ adjustment/ information sharing meetings with people from the project’s key organizations/ activities? (Yes = green)
58 – Does PM/SM have appropriate access to the systems and data they need to be effective? (No = bad)
59 – Can multiple people simultaneously work on the project without ‘tripping over’ each other? (Yes = good)
60 – Does the PM know/ understand & use the communication style of SM, the team, contractors and the customer? (Yes = good)
61 – Are the lower ranking personnel associated with the project able to read reliably in a language understood by the project team and chain of command? (No = blue)
62 – Can project data be shared safely, without compromise? (No = bad)
63 – Do significant flaws exist/ continue to exist within the project’s information technology systems? (Yes = bad)
64 – Has the SM/ PM created an environment that fosters creativity, flexibility and adaptability (Yes = good)
65 – Is/ has SM/ PM cares about diversity/ is successfully working with diverse partners, clients, shareholders, agencies, teammates at all levels, etc., to achieve the project’s goals? (Yes = good)
66 – Will SM/ PM provide their customer(s) with the following critical information?
*Tools? (Yes = good)
*Spare parts (Yes = good)
*Realistic repair/ training manuals? (Yes = good)
*Schematics? (Yes = good)
*Diagnostic software? (Yes = good)
*Timely safety warnings/ notifications/ upgrades (Yes = good)
*An explanation of known glitches? (No = blue)
*A compliance assistance hotline? (Yes = good)
67 – Is any silo’d work (work being done independently) ever combined or attempted to be combined/ integrated in order to move the project forward? (No = bad)
68 – Are project personnel permitted to perform their duties while intoxicated/ drug impaired? (Yes = bad)
69 – Does SM/ PM speak to the customer in a manner that the customer is demanding? (Yes = good)
70 – Does SM/ PM spend sufficient time using social media and email in support of the project? (Yes = good)
71 – Has SM/ PM taken appropriate steps to ensure that project data is immune from hacking (e.g., using restricted access, firewalls and passwords) and is properly preserved? (No = bad)
72 – Does PM work with each team member to ensure her/ his goals are realistic? (Yes = good)
73 – Does PM provide activities/ opportunities for staff who work from home – virtually or offsite? (Yes = good)
Do attendees turn their camera on?
*Does PM:
*Ensure her/ his background is properly lit?
*Add small talk to open her/ his meetings?
*Call people by name, ask for their input?
*Try to keep meetings at 60 minutes or less?
*Ask questions of the group
*Evaluate the best communications means?
74 – Does PM/ team know to whom, where and when to deliver the components/ end-product? (Yes = good)
75 – Does PM use graphs/ charts to illustrate the project’s progress/ knows the number of activities and which stage they are currently in? (Yes = good)
76 – Does SM/ PM read reports from beginning to end? (No = bad)
77 – Does SM/ PM hold regular meetings over the internet? (Yes = good)
78 – Does SM/ PM regularly communicate with staff, citizens, officials (as required) via avenues such as hosting quarterly open house meetings? (Yes = good)
79 – Does PM choose to send handwritten notes to key contacts? (Yes = good)
80 – Does SM/PM watch, listen and ask questions in meetings? (Yes = good)
81 – Does the message need to be adapted/ translated for any specific market segment? (Yes = blue)
82 – Can PM map the project’s production process? (Yes = good)
83 – Does PM clearly convey information (relevant facts, figures/ data/ graphics/ flow charts and details) derived from reporting data in a manner that is easily understood? (Yes = good)
84 – Does PM ensure that the data s/he receives is accurate? (Yes = good) Data is:
*Monitored?
*Assessed?
*Constantly updated?
*Aggregated?
*Time-stamped?