1. Give White Glove
Treatment
Resolve Client Issues
Reset Meetings
Check w/Partner that
Plan is Correct
Report Financials Pay PartnerDecide on a
Practitioner
Send High Quality
Deliverables to Client
Approve ExpensesDetermine Invoice
Amount
Finish Strong
Conceptual Group
Initiate a Project
Review Estimate
Team up PM
and PL early to
influence
scope, cost
Balance hours
across team
members
Look for
gotchas in
schedule like
holidays
Confirm direct,
outside
expense
estimates
Confirm hours
in estimate
match project
scope
Review Proposal
Reconcile
proposal
description and
deliverables
Confirm that
proposal will
meet client
needs
Confirm
understanding
of client needs
up to date
Review initial
schedule
Read proposal
and give
feedback on
clarity
Finalize the Contract
Pull
deliverables list
for handy
reference
Reconcile
difference in
proposal,
contract
Give feedback
to SA about
changes to
contract
Reconcile w/
AC, SA if not in
alignment
Confirm
agreements in
line w/
philosophy
Review
Statement of
Work
Review
Contract
Get the Contract
Signed
Facilitate
contract signing
Have CEO,
COO Sign
Contract
Set Up Invoicing
Schedule
Update Pinfo
sheet w/ dates
for invoices
Set up initial
invoicing
schedule
Set Up International
Financials
Get Account
Number to Wire
Directly
Determine Tax
Implications
Agree on
Exchange Rate
to Use
Agree on
Currency to
Use Set Up Travel
Expectations
Sign Travel
Agreement
Communicate
Travel
Estimates
Agree on Level
of Travel
Take Over as Driver
of Project from Sales
Take
responsibility
for Schedule
Find out who to
send bills to
from sales
Get
procurement
contact info for
client
Get sponsor
contact info for
client from
sales
Get primary
contact info for
client from
sales
Confirm have
correct
versions of
documents
Conduct Intro Call w/
Client
Ask for contact
in client
procurement
dept
Adjust invoicing
schedule as
needed
Communicate
invoicing
schedule
Set up weekly
call time w/
client
Set up client
kickoff meeting
date
Ask client for
vacation dates,
deadlines
Do an
introductory call
to client
Confirm External
Resources
Take
responsibility
for Resources
Confirm
contractor
engagements &
schedules
Confirm team is
set &
scheduled
Confirm all
resources in
place
Set Up Schedule w/
Client
Determine
Kickoff Date
Plan Project
Schedule
Communicate
dates for
deliverables
Establish
outline of
schedule w/
client
Set Up Internal Kickoff
Meeting w/ Team
Run internal
kick-off meeting
w/ Team
Schedule
internal kick-off
meeting w/
team
Set up an
internal kickoff
meeting w/
team
Conduct Internal Kickoff Meeting w/
Team
Review
Business Goals
w/ Practitioners
Give
Practitioners
Project Goals
Clarify goals of
project w/ team
Discuss project
goals w/ team
Do a project
walk-through w/
internal team
Let
Practitioners
Know Whole
Team Assmnts
Set up internal
review cycle
Communicate
Expense
Expectations
Announce Project to
AP Team
Send Project
Announcement
Email
Bring a Practitioner on Board
Gather Practitioner
Names
Ask for
practitioners
from EP, DPD
Find
Practitioners
Confirm
practitioner
schedule
matches needs
Determine if
Practitioner
Skills Match
Needs
Meet with Practitioner
Bring
Practitioners on
Project
Negotiate
Schedule w/
Practitioners
Bring a Contractor on Board
Gather Contractor
Names
Ask for
contractors
from EP, DPD
Find
contractors
Decide on a
Contractor
Determine if
contractor rate
matches
budget
Determine if
Contractor has
Pro Skills
Needed
Interview
contractor
Put MSA in Place
Write Master
Service
Agreement
Confirm new
contractor has
signed MSA on
file
Confirm signed
SCoW :
contractor rate
for that
contractor
exists
Meet with Contractor
Negotiate Rate
w/ Contractors
Add a
contractor to
project
Bring
Contractors up
to speed on
project
Confirm
contractor
schedule
matches needs
Put Scopes of Work in Place
Ensure
schedule is
clearly stated
Ensure
deliverables
are clearly
stated
Review scopes
of work w/TR,
PL
Give copies of
scopes of work
to HR, TR
Get scopes of
work signed by
contractors
Get scopes of
work signed by
COO
Put scopes of
work in place
for contractors
Make Sure
Documents are
Signed
Write Scope of
Work
Draft a ScoW
for contract +
project
Get signed
SCoW for
contractor
Create SCoW
for contractor
w/EP
Bring a Partner on Board
Select a Partner for
Project
Get Quotes
from Partners
Make first
contact w/
potential
partner
Get reviews,
evaluations on
partners
Look at partner
list
Verify Partner
Participation in Project
Follow up on
deliverable
assumptions
Review
engagement
expectations,
scope
Discuss
deliverables
Get pricing
from partner
Coordinate w/
partner for
availability
Begin Engagement w/
Partner
Negotiate
Schedule w/
Partners
Bring Partners
on Project
Conduct Kickoff
Meeting w/
Partner
Review
Assignment
Schedule
Give Partner
Assignment Details
Give Partner
Assignment
Details
Invoice the Client
Determine
invoice amount
Send Client an Invoice
Receive cc of
client invoice
from
Accounting
Send copy of
invoice to PM
Send invoice to
client
Process invoice
Submit invoice
to accounting
(cc to EP)
Request client
billing from
accounting
Request client
invoice via
Pinfo sheet to
AC
Check that
client received
invoice
Update Pinfo
sheet w/
invoice date, #,
details
Let client know
an invoice was
sent
Make Sure that an
Invoice Gets Paid
Track payment
status
Call client to
set date for
expected
payment
Escalate
payment
problem to
COO
Escalate
payment on
day 60, if not
paid
Escalate
payment on
day 45, if not
paid
Keep PM
informed on
escalation
status
Check if client
has processed
invoice a week
later
Conduct Regular Weekly Client Meeting
Meet w/PL before
Client Check-ins
Meet w/PL
before client
check-ins
Initiate Regular Client
Call
Talk about
friendly stuff
(like weather,
vacations)
Call client
contact for 30-
min
Meet w/ client
weekly
Check-in w/
client Every
Monday
Review Progress with
Client
Review
Actuals,
Estimates,
Overage
Communicate
scope issue,
changes to
client
Report on
budget status,
changes
Review
Progress on
Schedule
Report on
schedule
status, changes Prepare Client for
Next Steps
Remind client
of meeting
schedule
Set vision of
upcoming work
Inspire client
about
upcoming work
Communicate
next steps to
client
Reset meeting
agendas as
needed
Reset meeting
dates as
needed Remind Client of
Invoice Schedule
Remind client
of invoice
schedule
Gauge Satisfaction
Levels
Communicate
our satisfaction
about
relationship
Give feedback
to client about
work process
Get feedback
from client
about work
process
Assess
Whether Client
is Satisfied
Gauge clients
satisfaction
level
Communicate About Project at Regular Weekly PM Meeting
Attend Weekly PM
Meeting
Send weekly
project updates
to PMs, EP
If unable to
attend, email
report prior
Attend weekly
PM meeting
Report Progress, Issues, Risks
Check-in w/EP
Every Monday
Report on
project at
weekly PM
meeting
Update EP
weekly on
project status
Report on
potential risks
Report on
project status
Report at
weekly Project
Management
Meeting
Provide update
at weekly
check-in w/EP
Take
responsibility
for Visibility into
project
Provide
Visibility into
project
Identify issues,
successes,
opportunities
Report on
direct expense
Report on profit
margin
Report Schedule
Changes
Report on
changes for
project team
schedule
Report on
change in
completion
date
Report Satisfaction
Levels
Report on client
satisfaction
Report Process
Changes
Go over tool
changes
Go over
process
updates,
changes
Check AP, AR Report
Review AP, AR
w/EP
Check to See if
Contractors
Have Been
Paid
Confirm
contractor
payments
Review AR to
confirm entry of
invoice
Send Updated Project
Tracking Sheet
Send updated
project tracking
sheet to EP
Communicate with PL
Hold Weekly Meetings
w/PL
Update PL on
budget
Update PL on
schedule
Update PL on
client
satisfaction
Set up weekly
meetings w/PL
Communicate Info to
PL as Needed
Provide
updates on
client status to
PL
Keep in close
communication
w/PL
Adjust Schedule & Hours
Change Milestone
Schedule
Create What-if
Scenarios for
Shifts in
Schedule
Perform project
oversight for
schedule
Review What-if
Scenarios w/
Client
Negotiate
Milestone
Adjustments w/
Client
Review What-if
Scenarios w/
Client
Negotiate w/
Client about
Shifts in
Schedule
Revise Invoice
Schedule
Inform AC of
changes to
invoice
schedule
Inform AC of
changes to
budget,
schedule
Email new
Pinfo sheet to
accounting
Note on Pinfo
sheet reason
for change
Update Pinfo
sheet w/
invoice
schedule
Revise
invoicing
schedule
Switch a Deliverable
for a Milestone
Confirm
agreement with
the client
Explain how
new deliverable
is better
Adjust Contractor
Estimates
Consult w/EP
about ScOW
changes
Update ScOW
Agreements for
contractors
Record Actual Hours
Update project
hours weekly
Reconcile
Incorrect Hours
from
Practitioners
Collect prior
weekly hours
from team
members
Put Hours in
Spreadsheet
Record Actual
Hours
Remind
Practitioners to
Send Hours
Reallocate Hours
Perform project
oversight for
hours tracking
Add Line Items
for Practitioners
as Needed
Adjust
Unforeseen
Labor Hours
Estimates
Keep Estimates
Realistic
Work w/PL to
shift, flex
project
Reallocate
Hours from
Milestone to
Milestone
Adjust
Estimated
Hours
Balance the Workload
Create What-if
Scenarios for
Shifts in
Workload
Schedule around
Other Commitments
Shift Schedule
around Client,
Team
Vacations
Shift Hours
Based on
Vacations
Record
Upcoming
Vacations in
Spreadsheet
Check for
changes in
Vacation
schedule
Negotiate w/ Client
about Shifts
Negotiate w/
Client about
Shifts
Adjust Budget
Review Budget on
Regular Weekly Basis
Take
responsibility
for Budget
Be accountable
for Project
budget
Update project
budget weekly
Ensure budget
is sufficient for
engagement
Confirm project
is in line w/
budget,
schedule
Tune the Project
Budget
Tune the direct
expenses
Perform project
oversight for
budget
Reallocate
Labor Hours
Cut Expenses
to reduce direct
expenses
Keep Total
Cost for Project
Below Cap
Manage to Project
Margin
Keep Project
Margin in line
with estimate
Be accountable
for Margin $,
profitability
Track Project Financials
Process Contractor Invoices
Approve
Contractor
Invoices
Approve
invoice if
numbers match
Reconcile
invoice hours to
actuals
Reconcile
invoice w/
reported hours
Receive
invoices from
contractor
Collect invoices
from
contractors
Ask for
Contractor
Invoices, 2nd,
4th Mondays
Manage
contractor
invoicing
Record
invoices on
contractor
invoice listing
Send copy of
invoice to EP
Send approved
invoice to
accounting
Make Sure
Contractors Gets Paid
Follow up with
AC on payment
issues
Track
contractor
payments on
tracking sheet
Adjust Expense
Estimates
Adjust
Unforeseen
Partner Cost
Estimates
Anticipate
potential
expenses
Adjust
Unforeseen
Expense
Estimates
Gather Expenses
Gather
Receipts
Gather
Expenses from
Credit Card
Statements
Gather
Expenses from
Expense
Reports
Approve
Expenses
Review
Expense
Reports
Validate International
Charges
Make Sure
Expenses
Recorded in
USD
Calculate
Exchange Rate
Check that
Charges are in
USD
Gather Partner
Costs from
Invoices
Approve
Partner
Invoices
Record Expenses
Collect weekly
expenses from
team members
Track
expenses on
actuals sheet
for project
Record Actual
Partner Costs
Record
Expenses in
Spreadsheet
Record Actual
Expenses
Track
expenses,
contractor
invoices
Reconcile
expenses w/
estimates React to an Overage
Be accountable
for Direct
Expenses
Look for
another
supplier of
materials
Adjust for
materials
overages
Communicate
importance of
per diem limits
Alert PL and
EP about
expense
overage risks
Keep Direct
Expenses
below 25%
Report Cash Flow
Changes to AC
Alert AC about
big expenses
Alert AC if total
invoices will be
less or more
than expected
Alert AC to
greater cash-
out at certain
point
Look at cash-
out vs cash-in
schedule
Alert AC to
changes in
scope that
affect cash flow
Identify cash
flow concerns
Adjust Project Scope
Receive Request for
Scope Change
Receive Client
Request for
Scope Change
Mediate Request for
Scope Change
Confirm
Change w/
Team
Confirm if client
is still
interested
Explain what
increase would
mean wrt labor
Present client
w/ impact on
budget,
schedule
Receive Request for
SC from Team
Identify scope
issues,
changes
Receive Team
Request for
Scope Change
Sell Scope Changes
from PL, Team
Ask for
Additional
Funds
Explain Why
Additional
Funds are
Needed
Confirm
Agreement on
Change from
Client
Discuss Impact
w/ Client
Discuss Impact
w/PL
Evaluate a
Team Request
of Change in
Scope
Evaluate Scope Change
Calculate cost
of extra work
Verify w/
practitioners
that estimates
are good
Verify
resources are
available
Evaluate
impact on
schedule
Evaluate team
capacity to do
extra work
Evaluate if
increase would
serve business
goals
Review
specifics of the
contract
Discuss impact
w/EP, DPS
Discuss impact
w/PL
Discuss Client
Request for
Change
Evaluate
Request for
Change in
Effort
Evaluate
Request for
Change in
Deliverables
Decide if
Something
Requires Extra
Funds
Compare Size
of Scope to
Estimated Size
Make Change in Scope of Project
Add Additional
Funds to
Spreadsheet
Communicate
scope changes
to EP
Communicate
scope changes
to project team
Communicate
scope changes
to DPS
Get addendum
signed,
Create
Contract
Addendum
Get
confirmation
from DPS, EP
Work w/PL to
assign all work
Set up Travel
Set up Travel
Arrange local
transportation
Book air, hotel,
car
Gather mileage
account
numbers
Gather team
travel style
preferences
Schedule travel
at least 2
weeks in
advance
Schedule travel
Coordinate
travel dates,
times
Print out maps
Look up
directions
Determine
location of
meeting
Determine
where to meet
client
Identify client
contact
Put together
travel folder
Send
reservations to
team members
Tell Practitioner
Per diem
Amount
Purchase
Travel that Fits
Schedule
Run Client Meetings
Set up Client
Meetings w/ client
Agree on
expectations,
outcomes of
meeting
Set meeting
agendas w/
client
Determine
Dates for Client
Workshops
Agree on dates
w/ client on
scheduling
meetings
Prepare for Client
Meetings with team
Identify
questions from
team to get
answered
Decide on
presenters for
agenda items
Review goals
of meeting
Conduct Client
Meeting
Send Client
Summary
Documents
Generate
Summary
Documents for
Client
Conduct
Review
Meeting w/
Client
Prepare for On-Site
Meeting
Arrange for
team lunch with
the client
Order meals/
snacks
Ensure working
room is set up
Give client
team a tour
Ensure a warm
welcome to the
AP office
Alert staff to
client on-site
dates
Ensure the Work Gets Done
Set Deadlines for
Team to Meet
Establishing
Dates for
Deliverables
Set up Client
Review
Meetings
Set up Internal
Review
Meetings
Check w/ Team that
Plan is Correct
Verify depth of
deliverables
meet clients
goals
Hear about
Unrealistic
Estimates
Adjust
Schedule
around
Conflicts
See if Any
Workload
Problems Have
Arisen
See if Any
Schedule
Problems Have
Arisen
See if
Estimates are
on Target
Coordinate Schedule
Shifts w/ Team
Protect
practitioner
time from other
projects
Assign a
practitioner as
PL when not
available
Be accountable
for Timeline
Be accountable
for Schedule
Remind Team about Weekly
Assignments
Send Work List
for the Week
on Mondays
Give Team
Assignment
Details
Draft list of
anticipated
tasks, hours for
week
Make Sure
Team is Aware
of Client
Meetings
Explain
Schedule to
Team
Meet w/ Team
Weekly
Review
Deliverables
Expected
Ask team to
illuminate
deliverables as
due dates near
Send Actuals
Worksheet
Periodically
Communicate
next steps to
team members
Check on Progress
Keep in close
contact w/
Team members
Perform project
oversight for
team
coordination
Pester Team
for Deliverables
Ask Team
When Work
Will Be Done
Make Sure
Team is Doing
The Work
Check in w/
Partner
Regularly
Check in w/
Team
Regularly
Keep team in
communication
Keep team up
to date
Deliver
deliverables to
client
Have new set
of eyes review
deliverables
Review
deliverables for
accuracy/typos
Organize
deliverables in
understandable
package
Motivate / Reward
Team Members
Recommend
bonus or
recognition for
achievement
Congratulate
Team on
successful
work
Share Team
successes with
staff
Inform Creative
Board of great
deliverables
Compliment
Team on
awesome
deliverables
Ensure Client is Satisfied with Work
Mediate Client &
Team Expectations
Figure out what
will satisfy
client wrt
meetings
Figure out what
will satisfy
client wrt
deliverables
Hold PL, team
responsible for
crafting best
work
Adjust
deliverables to
meet
expectations
Discover client
expectations
around
deliverables
Measure Progress
Review
Progress Along
Methodology
Review
Progress
Towards
Business Goals
Communicate
Progress
Let SA know if
we are meeting
client business
goals
Ensure a Good
Future
Reference
Act as a
resource to
client follow-up
call
Give Client
Discounted
Reports
Give Client
Discounted
Workshop
Make Client
Feel Well-
Served
Give Client
White Glove
Treatment
Confirm Client is
Satisfied with Work
Give client
feedback to PL/
team
Answer
questions
about the work
Listen to client
feedback
Ask for
feedback from
client
Send client
project
completion gift
Send project
deliverables
package
Create a strong
finish to
engagement
Resolve Team Issues
Escalate Team Issues
Manage
contractors in
consultation w/
EP
Tell
Practitioners
about Client
Complaints
Escalate team
issues to PL
Remove a Team
Member from Project
Send email to
team about
End-of-
Contract
Send End-of-
Contract to PL,
EP for files
Complete End-
of-Contract 1-
page
Get approval
for contract
buy-out from
EP, PL
Determine if
end of contract
buy-out is
needed
Complete
payment of all
outstanding
invoices
Confirm
removal of
team member
w/PL, EP
Fill the Resource Hole
Get new
resource for
project
Reassign work
from team
member
Resolve Partner
Issues
Resolve
Partner
Problems on
Project
Suggest
Resolutions to
Partner
Problem
Understand
Foundation of
Partner
Problem
Tell Partners
about Client
Complaints
Nurture a Good Client Relationship
Stop Negative
Behaviors
Establish
Effective
Boundaries
Protect
Practitioner
Time
Establish
partnership
relationship w/
client
End Infinite
Iterations
Stop Decision
Delays
Govern Client & Team
Interaction
Take
responsibility
for Client
interaction
Review Client
Idiosyncrasies
w/ Practitioners
Discuss
differences in
enjoyment level
Ask for
Feedback from
Client about
Our Conduct
Make Polite
Requests of
Client about
Their Conduct
Respond to Client
Calls
Listen to client
concerns
Respond to
client calls
Explore Client Issue
Take
responsibility
for Issues
escalation
Take
responsibility
for Issues
identification
Escalate
Project Issues
to EP
Escalate Client
Issues to PL
Report Client
Complaints
Confirm
resolution with
Client
Communicate
Plan to Team
Communicate
Plan to Client
Outline Plan for
Improvement
Collaboratively
solve project
issues w/ PL
Uphold & Improve the Methodology
Teach the
Methodology
Mentor Team
through
Methodology
Re-Illuminate
Methodology
as Needed
Conduct
methodology
Workshop
Explain
Methodology
Mentor Client
through
Methodology
Improve the
Methodology
Resolve
Practice
Problems on
Project
Coordinate w/
PL on Practice
Problem
Suggest
Resolutions to
Practice
Problem
Understand
Foundation of
Practice
Problem
See if Any
Practice
Problems Have
Arisen
Identify Methodology
Opportunitites
Connect
practitioner and
Creative Board
to discusss
new ideas
Connect
practitioner and
DPD to discuss
new ideas
Guage the
value of the
new work to AP
Discuss new
type of work
with PL
Notice new
type of work
being done
Identify Potential Future Needs
Identify Additional
Needs
Refer to Sales
for follow-up
Discuss future
client needs
Talk to Sales
about Working
w/ Client Again
Identify
Potential
Future Work Refer to Other
Services
Refer client to
available
reports
Remind client
of future Events
Refer client to
Training
Finalize Project Financials
Reconcile Actual
Financials
If not correct,
identify and
correct the
issue
Match numbers
to ensure
financials are
correct
Request
Expense
Summary from
AC
Review Final
Expenses
Review Final
Labor Hours
Prepare Final Invoice
Request that
FINAL
INVOICE be
printed on bill
Request final
invoice from
AC
Review final
invoice with EP
Confirm all
outstanding
fees reflected
Calculate final
invoice
Close Project
Send project
wrap email
Print full set of
project tracking
for files
Deliver final
project
accounting to
EP, AC
Send tracking
sheet to EP for
final accounting
Confirm w/ EP
that accounting
is complete
Finalize project
financials,
invoices, billing
Confirm all
expenses,
invoices noted
on Pinfo sheet
Document Project Successes & Issues
Document Project Successes, Issues
Document
working
process
Document
client
satisfaction
Document
project
objectives
Document
team
experience
Document
client
experience
Collect Key
deliverables
Document
before state
screenshots
Record
experience w/
team
Record
experience w/
client
Record how
project went
Record how
work went
Document
issues and
successes
Document
business
performance,
metrics
Document
practice
development
Write Post-
Mortem Report
(PL/PM)
Document Contractor/
Partner Succ’s, Issues
Recommend
not working
with contractor
again
Recommend
working with
contractor
again
Communicate
contractor
issues to EP
Evaluate
success of
Contractors Document Team
Successes, Issues
Communicate
staff issues to
DPD
Evaluate
success of
Team members
Discuss Team
working
processes as a
team
Hold Post Mortem
Meeting
Run Post
Mortem
meeting
Schedule Post
Mortem
meeting
Manage Post
Mortem
Be accountable
for Completion
of Post Mortem
Schedule and
participate in
Post Mortem
Communicate Results
to Staff
Make
document
available to
internal team
Post document
in Consulting
Files
Send document
to Directors
Communicate Client
Experience to Sales
Inform Sales of
teams interest
in working with
client again
Inform Sales of
behaviors that
must change to
work with client
again
Inform Sales
about desire to
work with client
again
Keep Client a
Friend of the Path
Keep Client a Friend
of the Path
Ensure that
client gets
notice about
reports
Ensure that
client gets
notice about
events
Ensure that
client is
subscribed to
mailing list
Leverage Project Experience
Hold Brown Bag for
AP
Hold Brown
Bag for AP
Communicate Project
Success via Marketing
Recommend
Writing a Press
Release
Recommend
Putting Client
Name on
Website
Recommend
Writing a Case
Study Use Project or Client
as an Event
Contact Events
about using
project as an
event example
Contact Events
about client
presenting at
an event
Use Client as a Sales
Reference
Get client
approval to use
as a reference
Get permission
to share
deliverables for
other sales
Contact client
for permission
to use as a
reference
Use Experience to
Help Others
Share Client-
communication
techniques with
others
Share Tools
used with
others
Act as a
Resource to
others
Support Practitioners
in Ad Hoc Ways
Conduct
stakeholder
interviews
Transcribe calls
Upload/
Download
Deliverables
Draw
Wireframes
Mental Space
Resourcing
(EP + DPD)
Task
PM + PL Task
PM Task
Accounting
Task
Legend
Adaptive Path
Updated: 12/05/2005
Project Manager Mental Model
December 2005
Copyright 2005 Adaptive Path
Sales Task
Burn CD of
Final
Deliverables
Calculate
General
Expenses
Calculate
Travel
Expenses
Code AmEx
Expenses for
AC
Review
Deliverables
from Other
Similar Projects
Approach
Practitioner w/
Opportunity
Make Sure
Partner Gets
Paid
Report on
Upcoming
Invoices
Check in with
Team Daily
Confirm project
expectations
Request
deliverables
examples
Identify
potential issues
that need
discussion
Convey
confidence we
will solve the
problems
Launch a Project Resolve Client Issues