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Recently, I was faced with the challenge of a very short project. It was a 2-week project.
This is how a dramatic reenactment would look:
I am called to action. I’m assigned to a new project. I have been assigned and I am ready to dig into the SoW and prepare for kickoff.
My face is full of excitement and focus. Funny… Someone must have misunderstood the dates. The project begins tomorrow and lasts for only two weeks. This cannot be right. Is that correct? Now, my face is filled with fear and confusion. All communication methods are used to send messages. Confirmation. It is true.

Project Details
We were hired to create functional prototypes in order to test the product. This testing was to take place within a limited time frame. It was rapidly approaching. The prototypes must take into consideration six different flows and many use cases. The delivery date was fixed and finite, as well as the budget. We had to play some fancy number games in order to find the right team composition for the project’s success.
Type of Client Company: Home appliance
Type of project: User testing prototyping
Cost or cost range: $20,000 to $50,000
Timeline: 2 to 3 weeks
Size of the team: 5
Methodology: N/A
Main goal: To complete prototyping according to client specifications before the user panel testing date
Main challenge: Obtaining assets from the client to quickly turn around a prototype
So what now?
You need to decide what should be kept and what should be removed from your regular project checklist. The team is quickly assembled and expectations are set for the unexpected and unyielding demands that a two-week project will bring.
Project managers are often faced with unexpected situations, each one having its own flavor. They are well-seasoned with “Stay in Scope and Budget”, “Produce the Deliverable” and “Unify the Team”.
These things are normal for a project and are something we all know how to do with our charismatic PM skills. This is not a normal project. It is impossible to condense a complete cadence of ceremonies and processes in a two-week period without a magic wand.
I haven’t seen any of these in my office, but if you do, please use it.
Assuming you are like me and have no magical resources, you have a problem that must be solved. It is best to start with a list of questions that will help you find the best route to completing the deliverable within a very short time frame.
2-Week Project Tips: How to Manage a Short Project
Here are the five questions I recommend you start with (and the answers, as they pertain to my project).
1. Who is my team? Are they equipped with the right tools and resources to at least start work?
We ended up with a delivery director, project manager, an architect, and two offshore developers based on the parameters. We relied heavily on the provisioning of assets for design and this became a bit of an issue at one point. This led to the addition of another developer for a few days.
2. What meetings are important (daily standsups, demos etc. What can be ignored (retros and grooming, etc.) )?
The world has changed. Why is this happening? Smartsheet transforms your work.

For a project this small, we decided that demos and daily stand-ups with the client were essential. Because the key is to stay on schedule and aligned. Failure to meet one of these would put at risk the success of the entire project.
3. Is there a clear understanding between your client and your team about what is being created and delivered? Are there complete alignments?
Our ongoing touchpoints ensure alignment throughout delivery thanks to the meetings mentioned.
4. Wh