Whether it is for work, a personal project, or for an organization, sooner or later you will get saddled with a project. Could be a relatively simple one that can be done in a few weeks or an extremely complex one that may require months. Are you ready? Through the years I have found a few tried and true steps. The order may vary from project to project, but all will be required to get it completed. Let’s take a look and get this project moving.

First and foremost, what is the motivator for this project? Yes, you were ordered or “voluntold” to handle this — then you were ordered to complete this. Job security or the probability of a promotion is your primary motivator. A personal project could be as simple as a home improvement whereby the motivation comes from personal accomplishments and self-satisfaction. Knowing your motivation will set the compass for the process. Once you get your marching orders, try to set specific and clear goals. A systematic path to the end goal is crucial. Clear and logical instructions for all will be needed. Everyone needs to be on the same page and understanding. A specific mapping to success needs to present benchmarks for measuring performance. From there, prioritize goals. In other words, get the foundation or framework established and agreed upon. Nothing is more frustrating than having to rewrite, reformat, or redo when it could have been avoided from the very start. If the project revolves around policy, procedures, standards and budgets — then there are pre-existing boilerplate forms and formatting established. Try not reinventing the wheel; work smarter — not harder.

Start with the key objective, which may be the mission statement of the assignment. Once you address this, you will set the tempo or the standard for the rest of the process. There is a tendency to grab an easy objective to get one down and have some success. Focus on the key or the ‘big one,’ for this is what you are here for, and the others are in supporting roles.

The next three tips are simple but carry great consequences. First, break down this project into manageable steps. You have a ton of work before you. You cannot carry a ton all at once, but small lifts all add up. What does you daily routine look like? I used to arrive early and take a minimum of twenty minutes to review the upcoming day’s events. Daily individual planning is paramount to success. Now, when I could, I prepared for the next day before I left the office the night before. Additionally, on Fridays I block out time to work on next week’s schedules. Preplanning and preparation add up. It is the simple things that save you in the long run, such as having the handouts and data ready and positioned for the day’s meeting. Must return some phone calls? Have the name and the number, along with notes for the call. It is embarrassing to have to recall a person because you forgot to ask a question. For long-term projects, you must schedule your tasks. Work your calendar to allocate time to devote to the project. If you have a production timeline, create a calendar for the project — share it, put it on the wall, or whatever works best, but all need to know the timeline. Secret tip: If you request a project for a deadline, add a few days to the actual deadline. We all have that one staffer who will get it under the wire or a day late. Need it 10 days? Ask it to be turned in by seven.

One discipline you must develop is to focus and minimize distractions. Often daily planning can remove most distractions but look for seasonal events or issues that will distract the best of us. The holiday season tends to slow progress for some. Add in hunting season, winter storms, and winter doldrums, and a project will slow down. Staff vacations will require adjustments to workloads.

When you obtain a benchmark, reward yourself and the team. Staff have worked hard to reach this level of achievement; take them to lunch or whatever reward system is appropriate and meaningful. To me, it is a mistake to only celebrate at the completion of a project. Do not wait for the end; there are high points on the road to the finish line. Reward yourself with a treat.

Now, upon the completion of the project, deal out the accolades to all! Of course, at the completion, have a celebration of some kind. Do not steal all the praise for yourself; share the compliments with everyone who helped on the mission. Everyone had an important part, and do not leave them out. This is not about you but the team. We all have stories of the one person who took all the credit. Their next project was not as successful because team members knew of the larceny of the praise and were reluctant to work again on a project.

Find yourself a “proofer.” That person can read and correct grammar and does not solely trust computer grammar programs, especially with police jargon. It does not hurt to have one staffer that is a computer shortcut, publisher/spreadsheet master; you know what I am speaking of - the publisher whiz.

Once you have written and rewritten to produce a finished product, turn it over to your proofer. You can only read and correct yourself but so much. They too may be able to fill the position for your wordsmith. You always need a synonym or a superlative. This is the person who can give you the right word for the most impact. Another tip is to seek feedback. There is a balance; seeking guidance and input is good and broadens your vision on things. Do not seek too much or too often; this will appear that you are farming out your project, a sign of laziness.

I have not covered all the tips but have tried to give you a few best ideas. There are many more tips about timelines, color-coding projects, and staffer selection. You are not alone; we all have done it and learned. Now good luck to you on your next project.