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I think this is one of the things that has happened to everybody at some point in their careers. I inherited a project that has software and hardware components as well as documentation responsibilities that ultimately fall to me.
Since I'm more managing the project components than running the team, I can't really implement agile or anything else that I've heard of. There is seemingly as much new information coming in as I am already trying to organize and lend some structure to, so I can't get ahead far enough to rein in anything.

Secundus
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  • Hi Nick, welcome to PM:SE. This site deals with questions that have canonical answers and unfortunately, as far as I can understand, yours is likely to be closed as being "Opinion Based". You might want to check the site tour here, which provides information on what makes a "good" question: http://pm.stackexchange.com/tour. There may be a good question here, on rescuing a project under pressure or dealing with the overload of information when becoming a new PM, but the question needs to be edited considerably to reflect this. – Marv Mills Mar 09 '16 at 11:06

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Here's one approach:

  1. Identify deliverables
  2. Identify workstreams to create deliverables
  3. Identify teams to involve in workstreams
  4. Identify tasks for teams

Please clarify what you mean by:

has software and hardware components as well as documentation responsibilities that ultimately fall to me.

Hey Romey
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