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The first thing the project manager needs
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for the planning stage is the core project team,
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often just called the CPT.
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There are a lot of TLAs in project management,
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three-letter acronyms.
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The CPT needs one lead from each domain area of the project:
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business, technical, financial, facilities,
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procurement, training, support, et cetera.
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Each lead is responsible for planning
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their part of the project: defining the deliverables,
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preparing cost and time estimates,
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identifying risks, et cetera.
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It is critically important for continuity
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that these leads be the same people
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that will go on to implement the project
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so they take the planning seriously
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and feel responsibility to meet
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their own plan during execution.
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This falls down a lot and is a big problem.
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If you want a good plan and good performance later,
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it's essential; you must have the same domain leads
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during both planning and execution.
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As you convene the CPT, it can be very helpful to start
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by reviewing any final reports
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and lessons learned from similar past projects.
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This can also help start to move the team
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through the Tuckman stages described in the first chapter:
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getting everyone on the same page,
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and forming a team identity.
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