Project Progress Checklists for Sponsors and Managers


Quick Summary
Screenshot Checklists to help Project Managers and Executive Sponsors monitor progress throughout the course of a project. One section walks sponsors through critical project evaluation issues. The other is designed for use by the sponsor and PM during detailed reviews.


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What this is

This set of checklist items is designed for use throughout a project to help the Project Manager and Executive Sponsor "sanity check" progress in various dimensions. It includes two sections. The first contains the main question for an Executive Sponsor during a project. The second section covers detailed questions for both the Project Manager and the Executive Sponsor, including items for current project status, meeting business objectives, and whether the right people are involved.


Why it's useful

Once projects get going, the big picture view can get lost in the flurry of work and details bombarding the project manager and team day-to-day. The project's Executive Sponsor likely has many responsibilities competing for their time and attention but must still have a way to ensure that the project is on track from their executive viewpoint. These checklists help both the Project Manager and Executive Sponsor quickly step back and assess how the project is doing from the standpoint of overall progress, especially with respect to meeting the original business goals, and additionally through the lens of watching out for indirect causes of project problems.


How to use it

  1. The Project Manager and Executive Sponsor should each review the checklists at the beginning of the project. Consider adding any project-specific or organization-specific questions (or they can be added later).
  2. Ideally, the PM and Sponsor should meet to discuss their respective roles for overseeing the project's progress and results as part of the PM engaging the Sponsor early in the project. These checklists can serve as discussion points during that meeting to surface concerns, discuss potential risks, and affirm their individual roles in ensuring the project meets its goals.
  3. As the project proceeds, the PM and Sponsor should be meeting prior to any major transition points, such as when the project transitions from planning to full development work or from development to customer delivery. Use the checklists at each transition point to consistently assess whether the project is still on track in these major areas.
  4. The Sponsor will not be engaged in the project day-to-day, but they can still be in touch enough to accurately assess the project using these checklists. The full checklist file includes some ideas for staying in touch.

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