Project Initiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Identify the high-level decision maker(s) A1 Understand and distribute the hats A2 Select tools and create a project repository A3 Create a common understanding A4 Have Project Initiation peer-reviewed A5 Make a go/no-go decision A6 Conduct a focused communication A7 Revise and refine the common understanding C1 Have the Weekly Initiation peer-reviewed C2 Make a go/no-go decision C3 Conduct a focused communication C4 Manage follow-up items D1 Close completed deliverables D2 Measure and report performance E1 Evaluate stakeholder satisfaction E2 Capture lessons and plan for improvements E3 Consider swapping hats for the week E4 Double-check and hand over the final output F1 Evaluate stakeholder satisfaction F2 Have the Project Closure peer-reviewed F3 Consider swapping hats for Post-Project Management F4 Archive the project documents F5 Celebrate! F6 Conduct a focused communication F7 Evaluate the benefits G1 Generate new ideas G2 Conduct a focused communication G3

C1 - Revise and refine the common understanding

This is the first management activity in the Weekly Initiation group.

Each card on the Integrated Project Board should have a single team member assigned to it as its custodian, to follow up on it and update it on the board. When multiple people work on a single card, only one of them can be appointed as the custodian.

At this point, custodians present their cards, and based on that and the meta-cards of the “project description” column of the board, the team refines the project’s common understanding by updating the cards and their sequence, deciding what to do in the upcoming week, detailing the upcoming work, etc.

If a card has to be canceled, instead of removing it from the board, it should be marked as “canceled” and move it to the “closed” column, so that the board contains a full history.

User Hat

What are the most useful things we can do next for the end users and the customer?

Creator Hat

What are the best things to do next from a creator point of view?

Investor Hat

What can we do next to bring us closest to the project goal?

Project Manager Hat

If we have deviations, what should we do differently to meet the targets?

Have all hats been involved in revising and refining the common understanding?

The old and new deliverables and follow-up items (risks, issues, etc.) should be listed and sequenced on the Integrated Project Board. Each card should be assigned to someone as its custodian to follow up on. The meta-cards in the “project description” column of the board should be updated if there are any changes to the targets or other basic information they contain.

Project Description Deliverables and Follow-Up Items Queued In-Progress On-Hold To-Review Closed Why this project? Requirements Targets and forecasts Stakeholders

It’s helpful to add some information about the acceptance criteria to each deliverable card on the board to align the work with the goals and make D2 more straightforward. If there are codes, standards, or special requirements you have to consider for a specific deliverable, that information should be added to the card on the board as well. If deliverables have similar criteria, a “general acceptance criteria” meta-card could be created in the “project description” column of the Integrated Project Board to record them there instead of repeating them on every deliverable card.

If a version of the project’s output is already in operation, it should also be examined:

User Hat

What is the reaction of the users to the existing state of the project output?

Creator Hat

How is the output performing in the real world from a creator perspective?

Investor Hat

What benefits have been realized so far?

Based on these considerations, new cards may be added to the board, or the existing ones may be changed.

There is also the usual concern:

Project Manager Hat

Are the documents clear and easy to understand?

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