What Makes a Good On-Boarding Document for Project Managers: Key Elements for Success

In the early stages of purposeful change in an organisation (example: adoption of a new systems platform), people normally range from those who are unaware to those with varying levels of inaccurate information gleaned from the grapevine. If you are the project manager, you may want to tackle information dissemination as your first task.

Why? The lack of information or its wrong form fuels the rumour mill and creates potential concern with its perceived effects. Change typically arouses concern and insecurity. Not knowing enough feeds thoughts of not having sufficient control over performances at the workplace.

In short, communication is key - at every stage.

In this article, I focus on communication at the start i.e. project on-boarding. Most of the points covered in my two-part series, 10 Tips for a Successful Project would go into an on-boarding document, and I mention them here again.

Before you circulate an on-boarding project document, it is immensely valuable for the project sponsor (see part 1 of 10 Tips for a Successful Project) to formally announce the inception of the project. This may be via a memorandum (which you could ghostwrite) or at a town-hall event. Send a positive message across the organisation - explain objectives, coverage, even introduce the project team. This sets expectations for the project and the organisation is now ready to receive your on-boarding project document.

Consider including the following:

1) Name of the project (let's continue with Project Silver Bullet - PSB): It is easy to identify and correctly executed, associated with positive change.

2) Circulation: State clearly who should read and act on the document. Usually, this targets the heads of divisions or departments, who may go on to delegate further responsibilities, usually appointing a local leader to coordinate the activities and interests of the unit vis-à-vis the project.

3) Problem definition: This may be a statement of the status quo and not necessarily a problem per se. It may identify the shift that is desired because of changes in the business environment. For example, higher productivity, improving client relationship management or introducing a new offering in the market.

4) Solution: Following the above problem definition, the organisation must act. PSB may form part of the overall endeavour for change. Explain what PSB seeks to achieve. For example, it is a new systems platform for data capture that will be integrated with their work processes to ensure its integrity and feed client relationship management system requirements. It is important to highlight that new systems are not meant to resolve issues that dogged the old processes (for example, behavioural and poor attitudes).

5) Project sponsor: Identify who authorised the project. Ultimately, the project team reports to this authority. This underlines the importance of support that comes from the top. It ensures that resources of finance, time and personnel are allocated to the project. It also ensures that you receive the cooperation required for its implementation.

6) Scope of project: Detail this to avoid confusion over the extent of coverage. It may help to detail what would be beyond the scope of the project. It helps set expectations and avoids much confusion and uncertainty in preparation. It certainly contributes to the ability to raise relevant issues for resolution.

7) Budget: Provide details of finance, time-frame (include targets for specific project mile-stones). It is relevant to state how costs will be allocated to units, if at all, and the time frame for the project. Being able to look forward to a (successful) conclusion of the project is a strong motivating drive in itself.

8) Project team and resources: Introduce your team, whether they are external or internal resources. Explain its structure. Inform if you are seeking representations from each unit to help run the project, ensuring thorough representation. This may be for reviewing applications, testing, training and process resolutions.

9) Methodology: Although the on-boarding document does not go into minute details, the reader must gain an overview of the project's workings. Identify the different stages, the varying mile-stones of achievement. Each unit should be able to identify its position at the end of every stage, i.e. agreeing on the success points of delivery. Typical outlines may address:

• Identifying concerns and gaps in delivery of critical processes

• Training and providing test environments

• Assuring and ensuring continuity

• Implementation - gradual or a cut-off point

• Issue resolution and continuing support

• Signing off the results

10) Project escalation point: What happens if someone disagrees with a particular aspect of the project, e.g. of a method or a resulting change of the status quo that is not acceptable? Usually, people settle on negotiated solutions, adopting an attitude of give and take. What happens if no one can agree upon this meeting point? The identified escalation point will then come in to decide on the issue.

11) Monitoring, reporting and documentation: Provide details on the nature of reporting and its circulation. This includes achievement (or not) milestones as well as exception reports. Receiving parties should be prompted to disseminate information to their teams. Continue to provide the project sponsor information for town-hall updates.

In conclusion, the project on-boarding document has a massive role in preparing the organisation. It provides accurate information sufficient for the relevant stakeholders to participate in the change that the organisation is embarking upon.

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