Introduction to Project Management

Transcription

1 Introduction to Project Management Digital Methods in Sydney Lynne Overview Why project management? Managing risk Integrating project management Project management explained Defining and planning projects Teams Tools PM training opportunities Introduction Yourself, experience with project management Questions for the workshop 1

2 Why Project Management? Why is it important to consider a project management plan for digital humanities (DH) projects? With Jason Boyd, Ryerson University Three reasons DH projects are typically collaborative (teambased) DH projects require the juggling of variety of tasks, people, skill sets, and resources DH projects usually require funding (grants) to undertake the work Project Risks What are some of the risks that a PMP could address? 2

3 Project Risks Timely completion Scope creep Budget mismanagement Unanticipated obstacles / tasks Team personnel changes Conflicting schedules Assignment of credit The real risk Ultimately, the goal of a PMP is to protect and enhance one s professional reputation and networks (with collaborators, funding agencies, etc) Integrating a PM structure into your DH project Project conception stage: Think in terms of process rather than exclusively about idea/product How will the work be done? What are the tasks? Who will do them? When will they be done? How will the team communicate? Share work? 3

4 Project grant-writing stage think about project management as an integral, not external part of the research endeavor many grants require an integrated project management strategy project charters (eg, Ruecker & Radzikowska 2008; INKE Administrative Structure, Omnibus Document 2009) Implementation stage PMP should be a matter of discussion and mutual agreement, open to debate and revision if necessary A communications protocol should ensure that dialogue about progress and problems is ongoing Establishing project milestones are also helpful in reconvening entire project team for check-ins Implementation stage (continued) PMP should be nimble, able to respond to new developments It should not be seen as bureaucratic burden, but rather as optimizing team functionality/cohesion to meet shared goals Modelling scholarly collaboration 4

5 Project Management set of principles, methods, tools and techniques for the effective management of objectivesoriented work in the context of a specific and unique organizational environment Objectives: Specified performance criteria On time On budget Project relatively new or unknown undertakings (uncertainty and not regularly repeated) coordination of multiple people, tasks, resources and skills definite life cycle (start and end) cross organizational boundaries well defined scope and objectives Activity Defining your project what is the issue to be addressed within the project? what is the project scope? what are the project objectives? What is the time frame? By what standard will you measure results? 5

6 Project Plan v Benefits Ø Effective Communication Ø Final check Ø Baseline established Ø Reduces need for narrative reporting v Project sign-off Ø Agreement Ø Basis for negotiating changes Project Planning: Model the Work work breakdown structure (see handout) all tasks checklist of activity and responsibility network (see handout) relationship and relative interdependence of tasks critical path analysis (see handout) any path of tasks where delays could delay the project gantt chart (see handout) tasks and a time scale balance the plan -- can the project be accomplished? what can go wrong and what are Plan Bs? Activity Planning your project work breakdown structure -- identify all tasks (or at least as many as you can) network -- plot the relationship and interdependence of tasks critical path analysis -- identify those tasks where delay impacts the entire project gantt chart -- plot tasks against time what might go wrong? what are Plan Bs? 6

7 Other Areas To Include v Resource utilization chart v Budget v Risk assessment and contingency planning Balance The Plan v Balance limited resources Ø Within project Ø Against other projects Ø Against nonproject efforts v Can the project be achieved given the other deadlines that are present? Building and Sustaining Teams small set of individuals who work interdependently and are jointly accountable for performance goals identifying team member what skills are needed (technical, content, collaborative)? what individuals are needed/available? supporting the team and its members ensure team performance, member satisfaction, team learning and stakeholder satisfaction build trust and accountability across team members, distances, institutions, disciplines and time zones 7

8 Components of an Effective Team v Performance v Member satisfaction v Team learning v Outsider satisfaction Building an Effective Team v Stages Ø Forming Ø Storming Ø Norming Ø Performing Team Effectiveness Model v Evaluation v Components Ø Organization and team environment Reward systems, communication systems, physical space, organizational environment and leadership Ø Team design Task characteristics, size, composition Ø Team process Development, norms, roles, cohesiveness 8

9 Team Charter v Description of how the team will work together v Components Ø Team purpose Ø Ground rules for behaviour Ø Assign roles and responsibilities Important considerations for diverse, far flung teams v Communication v Trust/accountability Work Practices to Support Teams multiple communication channels, including formal and informal face-to-face meetings, conference calls, online project spaces documented project plans with deliverables and timelines with signoffs (indicating agreement) project charters with signoffs (see samples) agreed ways of working together 9

10 Working the plan tracking progress against planned where are there differences? do these differences indicate a potential problem? is change recommended? reporting progress where are we compared to where we want to be? using the work breakdown structure as checklist using the gantt chart as a visual progress report who needs to know? Gantt Chart as Progress Report Types of Changes v Scope Ø Additions, modifications or deletions made to the end project or service v Examples Ø Requirement changes Ø Design changes Ø Technological changes Ø Business changes Ø Personnel changes 10

11 Type of Changes v Baseline is the yardstick for measuring performance v Examples Ø Project specifications Ø Applicable standards Ø Schedule target Ø Cost target Ø Resource and asset utilization When is change needed? v Tracked against actual performance v Change may be required when not meeting plans v Guidelines for change Final Step: Project Review Upon Completion v Attainment of objectives v Effectiveness of agreement v Effectives of project plan, project organization and management systems v Deficiencies and problems experiences Ø Any issues outstanding v Lessons learned and suggested improvements 11

12 Tools what is needed given the project and team members needs, geographical distribution and other factors? choose a tool and use it with discipline Low tech white board, flip charts, markers, calendar, post-it notes Higher tech (too many to talk about) online calendars (google/outlook calendar) online gantt charts (google doc templates, dotproject) online project spaces (basecamp, asana) folder/file sharing (dropbox, evernote) many, many, many apps for iphone, ipad, etc Back to the Beginning Have we answered/discussed your questions from the start of the workshop? Any outstanding issues? Want to develop your PM/DH skills? more training opportunities DHSI (Victoria and other locations) European Summer University in Digital Humanities (Leipzig) HILT (Humanities Intensive Learning and Teaching) v other resources DevDH.org (Development for Digital Humanities) 12