7 tips on starting a project the right way.

Not giving due care to the start of your project or program is a sure fire way to cause yourself issues later on. Similarly, setting it up right can make everyone's life easier as you go through the changes. Here's my 7 tips to get started right.

1. Ask lots of questions. Even if you think you know exactly what needs to be done its key that others tell you what they think and you should create an atmosphere and space to actively encourage it. Find out at the very start everyone's position, from sponsors to affected business managers to testers and developers. This will help you understand the various challenges and conflicts before you get started.

2. Hold an operational kick off session. Get all managers, team leaders, architects and other important team players in a room and explain how you're going to run the project. Not only is it respectful to be open and get feedback from those who are going to be involved in your method but you will find people much more amenable towards what you do if you've pre-involved them in the conversation. This isn't a lecture though and you should give people time to give their views and points.

3. Design and Document. I'm not a huge fan of building documents for everything but some documents are important for success. The desired kick off information, where we pull together what needs to be achieved, delivered, what processes need to be created and followed, is fundamental for ensuring the best chance for any change. It's all about bringing each player onto the same page. Think about it, imagine a football game where everyone has a slightly different view of the rules and what counts as a win. Chaos will ensue. So make sure these things are written down in a way there is as little ambiguity as possible.

4. Over communicate. Now you have the target and rules documents. Talk about them. Talk about them all the time, with everyone; in groups and individually. It's hugely important any disagreements, issues, push-back or feedback is experienced as early in the process as possible to make sure you have the time to agree and make changes or bring people on side.

5. Formalise it. It usually makes sense to get a formal agreement from people over email that they agree with the document. This isn't what most people think though. It's not to hold it against people later on. People will, usually, take more time to read, think and ask questions if they have to formally agree to something. In extreme cases get a signature.

6. Deal with upset early. After you've talked to everyone and communicated everything, I guarantee, even if everyone has formally agreed, some people still don't agree; at least with some aspects. Accept that not everyone is going to be totally onboard and that's fine, but you have to manage the risks of people who are not in agreement with the process, especially if they're key to the project.

7. Identify talented and toxic people. There will be people who will be completely invaluable to you and give you insight that makes your job much easier. These people won't necessarily be team leaders or managers, they could be the people producing the materials the project needs. These individuals you should nurture. On the flip side, there will often be people who hold a grudge and actively work against the project. Identify them and if you can get them out early, if you can't then ring fence them and make sure they're not able to impact you. Believe me, there is no individual you can't do without and if they're actively unhelpful you'll be much more successful if you take the hit of losing them early.