The document discusses how to approach a project management role when starting in the middle of a project. It recommends that the new project manager gain executive support, understand the stakeholders and their level of buy-in, assess the critical elements like budget, staffing, and vendor status. The project manager should also determine who is on the immediate and peripheral project teams and identify any artifacts that are current, need updating or are missing. It emphasizes establishing the project manager's leadership position through an introductory kickoff meeting with the team.

1. The Art of Project Forensics
Starting in the middle
Michael M. Garcia © 2014

2. Art or Science
Forensic science is the scientific method of gathering and examining
information about the past.

3. When does it start
The PMBOK describes a project manager’s work starting at the concept
phase. In all practicality, most project managers are assigned to the project
after the concept is approved, funds are acquired, the project sponsor and
principals are selected and schedules negotiated – really!
Also, if a project manager is replacing another project manager late in the
lifecycle, they may even be well into execution.
So what will the project manager do with those artifacts that were developed
or should have been developed, but were not?

4. What now
Gain executive support!!!!
So, you were brought in half-way through the project because the last PM
abandoned the project.
You were given a desk and a phone and a bunch of information about the
project either in a binder, folders, file-shares or SharePoint sites.
Then, the hiring manager told you to run the project – Whoa! Stop right
there.
Gain the support of the senior leaders that authorized, approved and need to
continue to support the initiative.

5. In the beginning
• Find out who are the stakeholders their influence and level of buy-in.
– Friend or foe
• Am I a threat to this person?
• Will this person be glad for the help or change
– Winner or loser
• Will this person benefit from the project?
• Will this person lose their job from the the project
– Whom do they influence
• Doe this person sit in a corner and gripe?
• Does this person have lunch with the CIO’s administrative assistant?
• Don’t get surprised if the unhappy worker torpedoes the project by
injecting negative reports to an influential player.

6. Project Health Check
• Assess critical project items
– Condition of the budget – Meeting with Finance
• Is there really a budget?
• Is the project being run out of operational funds?
– Staffing plan- Meeting with HR
• While the search for a PM was taking place, did workers get assigned back to their original jobs
or other projects?
• How often are contracts renewed? Life of the project or six months.
– Vendor or product status – Meeting with Procurement
• Is the vendor or project being delivered on time?
• How many change orders are in play?
• Once you know these things prepare to discuss honestly with the
sponsor

7. Who is my team
• Find out who is in the immediate project team and the peripheral project
team.
• Find out what is the impact of the project on their existing workload and
schedule.
– Dedicated to the project
– Already have a full-time job besides the project
– Willing to become YOUR team?

8. Artifacts
• Create a list of needed project artifacts and assess their status –
Current | Needs updating | Missing
– Charter
– WBS
– Risk log
– Assumptions
– Issues log
– Change control
– Project plan…

9. Don’t step on helpful toes
• Determine if someone had stepped in to fill the void during the PM
vacancy and establish a non-threatening working relationship with that
person.
– Official role with management expectations
– Unofficial role; self-assigned

10. Establish your self
• Hold YOUR kickoff meeting with the team to level-set and establish your
PM leadership position.
– Introduction by leadership
– Introduction of team and roles
– Introduction of your vision on where you are and plan to proceed

11. Keep the train rolling
• Continue developing the information needed in the management
documents.
• Establish your monitoring and controlling plan
• Schedule team meetings
• Schedule management briefings
• Continue with the execution plan

12. The End
This is to certify that
……………YOU……………………..
Has achieved an award in
……Project Forensics……………..
Congratulations!