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

E1 - Measure and report performance

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

We rarely progress as planned, which is fine as long as we check to see what each deviation means to the project and what we have to do about it.

Investor Hat

Are we getting closer to achieving the project goal?

Creator Hat

What's our guess about the way the rest of the project output will be created?

User Hat

What's our guess about the user aspects in the future?

Are we satisfying the project requirements?

Project Manager Hat

What's our forecast for the completion of the project?

There’s no simple, universal way of forecasting, and the person wearing the Project Manager hat has to find a method appropriate to the project: one that is good enough for replanning or changing the targets in C1. New forecasts should be added to the “targets and forecasts” meta-card in the “project description” column of the Integrated Project Board.

Project Manager Hat

Does anyone outside the team need to be aware of our progress?

If necessary, you should communicate the project performance with people outside the team, such as the customer and higher organizational levels. The reports should be kept simple and straightforward, and reviewed to decide whether it’s a good idea to send them every cycle, every two cycles, or in any other frequency.

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