Milestone map
Milestone map
3 milestones
Audit Current Project Management State
2 weeks
Assess how projects are currently managed across the organisation: interview at least five project leads or team managers to document the tools used, the processes followed (or not followed), and the most common failure modes. Identify the top three problems the new PM system must solve (e.g. missed deadlines, unclear ownership, poor visibility, scope creep). Produce a gap analysis document and present findings to the relevant leadership group for alignment on the problem statement.
Proof required
Submit the gap analysis document (min 700 words) including interview summaries from at least five project leads or managers, the three priority problems identified, and documentation of the leadership alignment session confirming the problem statement.
What gets checked
- Three priority problems are evidenced by interview data — not the submitter's assumptions
- Interviews include at least five distinct project leads or managers
- Leadership alignment session is documented — the problem statement is confirmed, not just presented
Common mistakes
- Gap analysis skips the interview step — current-state assessment is based on observation, not input
- Leadership alignment session is skipped — PM system is designed without confirmed problem statement
- Gap analysis identifies too many problems — the three highest-impact issues are not prioritised
Resources
Foundationstart here
Depthgo deeper
What a verifier looks for
- Ask the submitter which of the three priority problems is most critical and how they know
- Confirm at least five project leads or managers were interviewed
- Verify the leadership alignment session produced a documented, confirmed problem statement
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Design and Roll Out the PM System
6 weeks
Design the PM system addressing the three priority problems: select or configure the tooling (Jira, Notion, Linear, or equivalent), document the process workflows (how a project is initiated, tracked, escalated, and closed), write a manager guide (how to run a project using the system), and create a quick-reference guide for contributors. Run a pilot with at least two teams for four weeks, collect structured feedback, and refine the system before organisation-wide rollout. Document the rollout plan.
Proof required
Submit the PM system design document (process workflows + manager guide + contributor quick reference), pilot feedback notes from at least two teams, and the documented refinements made before broad rollout. A senior leader must confirm the rollout plan was approved.
What gets checked
- Process workflows cover all four stages — initiation, tracking, escalation, and close
- Pilot feedback from at least two teams is documented and specific changes are made
- Senior leader approval of the rollout plan is documented
Common mistakes
- System is designed without a pilot — it is rolled out to everyone at once and fails under real conditions
- Manager guide is not written — managers are expected to figure out the system themselves
- Pilot feedback is collected but no changes are made — the system is treated as finished before rollout
Resources
Foundationstart here
Depthgo deeper
What a verifier looks for
- Ask the submitter what specific changes were made to the system after the pilot — what broke?
- Confirm the process workflows cover all four stages — many designs stop at tracking and skip escalation/close
- Verify the senior leader approval of the rollout plan is documented, not just verbal
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Measure Adoption and Iterate After 90 Days
2 weeks
After 90 days of organisation-wide PM system usage, measure adoption and effectiveness: count active projects in the system versus total known projects (adoption rate), survey project leads on whether the system solved the three original priority problems (0-10 scale per problem), and identify the top two remaining gaps. Produce a 90-day effectiveness report and a prioritised improvement backlog. Present findings to the leadership group that approved the rollout.
Proof required
Submit the 90-day effectiveness report (min 500 words covering adoption rate, problem-resolution survey results, and two remaining gaps), the improvement backlog, and notes from the leadership presentation confirming findings were reviewed.
What gets checked
- Adoption rate is measured — a specific percentage of projects in the system is reported
- Survey covers all three original priority problems — not a general satisfaction survey
- Improvement backlog is prioritised — not a flat list of every complaint
Common mistakes
- Adoption is assumed rather than measured — the submitter doesn't know how many projects use the system
- Survey is a generic satisfaction survey rather than measuring resolution of the original problems
- 90-day report is written but not presented to leadership — findings don't drive organisational action
Resources
What a verifier looks for
- Ask the submitter to state the adoption rate — what percentage of projects are tracked in the system?
- Confirm the survey measured resolution of the three original priority problems specifically
- Verify the improvement backlog is prioritised and the leadership presentation is documented
You'll sign in first, then come straight back here.
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