Evaluating proposed projects tests the spirit and limits of the new manager in taking on new challenges. The extent of the challenge depends on whether the proposed project falls within the discipline and experience of the manager or involves a number of unfamiliar disciplines. The challenge also depends on whether the project can be completed solely in the manager's unit or involves other groups.

It's not uncommon for a project manager to become involved in a different discipline. This is also true of small projects. Any project manager involved in developing a new product/service or making improvements or changes to an existing product/service will deal not only with technology, marketing, and sales but also with all the support functions. New disciplines and involvement of other units complicate the evaluation.

Consider the process for evaluating a project proposal submitted by some member of your department. The evaluation process as suggested here applies to all proposals that span the continuum from research to implementation of any project, related to any discipline, and in any organization be it academia, government, industry, or not-for-profit organizations. Assume that the proposal you recently received involves integrating the activities of several subunits within the organization. This complicates the evaluation process, but few proposals involve only a single subunit. What are the options?

You basically have three options: (1) scan the proposal and disregard it because you have more important priorities; (2) do a cursory review and reject it; or (3) read the proposal to gain some understanding, ask for additional clarification, and then make a decision to pursue or not pursue the effort. Choosing option 1 will send the message "Don't bother me, I have more to think about than considering something new." Such actions will stop the flow of anything that may be outside the routine day-to-day work. Option 2, the negative response, requires face-to-face discussion. You can't communicate negative decisions via e-mails or memos regardless of subject. Even though you may not support the proposal, through that face-to-face discussion you provide your reasons and show your interest in accepting unsolicited proposals.

If you choose option 3, which gives you an opportunity to ask for additional or explanatory information, you send the message that you're interested, you're available, and a very positive message of who you are; you not only talk about supporting new ideas, you welcome them. Discussions within any of the three options clarify requirements and often lead to restructuring or enhancement of the original proposal. Making decisions based solely on the written word without that face-to-face opportunity for clarifying issues often leads to forfeiting future opportunities.

The process for evaluating a proposal involves asking a series of questions that allow you to understand the scope of work and its potential for meeting the organization's established criteria for pursuing new projects. Think back to your experiences before you became a manager. Remember how many times the work had to be redone because the scope was never clearly defined, scope creep never ended, intergroup and functional requirements were never fully resolved, and the complexities of the project were never fully identified. Think about how much time was spent on rework and not only the cost but also the customer dissatisfaction that was generated in the process.

Assuming that the proposal includes the basic information required to make a decision, consider asking the following questions:

• Why should this proposal be approved and implemented?

• How does it further the interests of the organization?

• Does the proposal present something new?

• What is the value added to the organization if approved?

• What are the features, advantages, and benefits of this proposal?

• What is being offered that's really unique or special?

• What advantages will implementation of this proposal provide to the customer or the organization or society?

• Does this proposal cross national boundaries?

• What are the costs associated with implementing the proposal?

• What resources will be required from related organizational functions and are they available?

• Since the proposal offers something new, what current practices may require modification or elimination?

• What is the timeline to design what the proposal proposes, test it, go through the various stages of approval, and take it through the implementation process?

• What's the impact if the project is late?

Another approach is to consider a generic set of questions: What does the proposal accomplish? Why and why not should the organizational unit take on this challenge? How will the terms of this challenge be fulfilled? Who takes responsibility for meeting the objectives? When will this effort take place? Where will the work be done? How will performance be measured?