Maybe you remember my last question, where I asked how to leverage my internal knowledge to better handle an internal selection process for project manager. Well, in part because of that advice, I passed the first two stages of the evaluation (against a bunch of guys in the company!) and now I'm here for the last level of the selection.
This time, each of us finalists, were put in charge of real projects for software development with real deliverables and deadlines. The four main deliverables being a project charter for Friday, a kick off meeting for next Tuesday, an impact analysis on ongoing projects and a planning poker exercise for the end of the next week. The project is for a big company in the Oil and Energy industry, and is the third part of three phases for a software development project. Each one of the others phases carried out a backlog of things that were missing when we delivered them, and now is the moment to consider those again. The project has a fixed deadline of March in 2013, and there are some technical and advanced requirements I don't really understand too much (one of my evaluators advised me to not dive too deep there because is not so relevant now).
The problem now was that my priority this week was to complete my usual assignations in my current role because we have to deliver a stable release for the customer tomorrow, and everything was aggravated by the fact that I had to replace another coworker's duties as he went on vacation these days, so as today (Wednesday) I have had too little time to ask questions and to understand better what is the goal of the project, and the bosses and customers are in Germany so the time difference and their other priorities unfortunately clash making everything a little bit harder.
I only have tomorrow for solving this and doing the best of my effort to shine, so I'm here again to ask you what can be the details making a substantial difference in a project plan with too little information. The point, I believe, is to do the basic stuff but going further and propose innovative elements and impress everyone so my evaluators can be convinced I'm a better fit for the position. I personally think this selection has been particularly exhausting, hard and long but I'm really interested in getting the job so any other experienced viewpoint surely will be useful.
I only thought of, in addition to the basic sections (requirements, success criteria, team, and communication plan), expand on the methodology to explain a practical way where we could improve the metrics for the control of the progress for the project, and where we could estimate velocity and projections of completion date in a systematic manner taking advantage of tools like Microsoft Application Lifecycle (supported on TFS 2010 and better integration with MS Project and stuff like that).
What are other elements you think could make a massive difference in a project charter and, more generally, in the formulation of a project like this? Objectively, where do I have to put my main effort here?
What do you recommend it can be done to better handle this, I mean, to improve the impression for my evaluators and so on?