Project Management for Success Gina Minks Gina Minks Consulting, LLC Your Instructor – Gina Minks
Independent Consultant Lives in St Charles, MO. Project Management Experience Project Director for 7 NEH and IMLS grants Project Manager for a colleague’s federal project Project Manager for an independent digitization project Professional Association projects: Local Arrangements Program Committees Exhibitor Committees Fundraising Committees What to Expect
Will follow the Project Management Book of Knowledge (PMBOK)
Current and real world examples will be used whenever possible
Not everything will be library centric Objectives
Identify Create Evaluate what is needed for your project Definition of a Project
A project is a temporary endeavor undertaken to create a unique product, service or result Some Examples of Projects
Developing a new project or service Effecting a change in structure, staffing or style of an organization Designing a new transportation vehicle Developing or Acquiring a new or modified information system Constructing a building or facility Building a water system for a community Implementing a new business procedure or process Responding to a contract solicitation Definition of Project Management Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
It is accomplished through the application and integration of the project management processes of: Initiating Planning Executing Monitoring Controlling Closing Project Methodologies Common Methodologies
Waterfall Agile
But Not -- Six-Sigma Lean **These are considered Process Improvement Methodologies Waterfall
Effective for simple development projects Phases must be completed in sequences Gathering of all requirements must happen in advance of project work Follows – Plan, Build, Test, Deploy
**Process is key Agile
Developed to address the weaknesses inherent in Waterfall Method Project priorities are re-evaluated on a continuing basis Works well with projects with rapidly changing requirements Allow testing of components
**Is an iterative and incremental development that is adaptive in nature and can totally deal with changes in required features Relationships
Scrum is always an Agile Method But an Agile Method is not always WATERFALL AGILE Scrum
Scrum Project Plan - Overview Building a Project Plan
Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Communications Management Project Risk Management Project Stakeholder Management Creating a Work Breakdown Structure (WBS)
Identify and analyze the project deliverables Break the deliverables down into a hierarchical structure
Create Dinner for Friends
Go to Prepare Food Serve Dinner Grocery store Example WBS
Family Level 1 Dinner
Level 2 Dinner Dessert
Level 3 Meat Vegetable Pie 100% Rule for WBS
100% = Level 1
100% = Level 2 Level 2
100% = Level 3 Level 3 Level 3 Project Scheduling Identifying Resources
People Internal Inter-departmental External Consultant Materials Stuff to be transferred to project New stuff Time Budgeting Budget
Use the project Work Breakdown Structure and Scope to identify expense items. Identify core (essential) costs. Use historic costs to estimate when appropriate. (Also called analogous estimating) Use published data from different vendors to create an estimate. Use Three Point Estimating to create an estimate that takes into account the most optimistic, most pessimistic, and most likely costs. Understanding what constitutes a Capital vs. Operating Expense at your institution. Direct vs. Indirect Costs
Direct Costs Always allocated to the project Always treated the same way
Indirect Costs Difficult to allocate to a single project or department Often referred to as Facilities and Administration (F & A) Also referred to as overhead
** Can be different for different projects and can be different depending on the organization Other Budget Considerations: Rate Increases Buy vs. Lease (rent) Flat rate vs. Fully loaded rate Individual Accounting Practices Changing Uses of Technology Maintenance expenses Beware of Free Free Beer VS. Free Puppy Good, Fast, or Cheap – pick 2
OR How Certain Changes May Affect Your Project Theory of Triple Constraint Stakeholder Management Stakeholder Identification
Who is impacted by your project? Administration Other Departments Co-Workers Public Friends Groups City Council Funding Organizations State Organizations The Key to effective management of stakeholders?
Good Stakeholder Management = Strength of Communication Plan The Communication Plan
Communication = Speaking and Listening Determine the message for each stakeholder group Who NEEDS to hear what Who WANTS to know what Identify the best medium for communication Face to Face Newsletter Social Media Schedule regular communication Quality Assurance & Quality Control “…quality management focuses on providing confidence that quality requirements are fulfilled.” Quality Assessment Quality Assurance Is NOT Quality Control Quality Assurance Makes sure you are doing the right things, the right way. Is about confidence About process
Quality Control Makes sure the results of what you’ve done are what you expected. A service provided during development About verifying what was implemented matches requirements
What does success look like? How are you going to evaluate the quality of your tasks? What standards are guiding your work? Risk Management Risk Management
Involves: Identifying threats Assessing threats Controlling threats Risks can affect any part of the project process: Financial assets Digital assets Management errors Accidents Natural disasters/emergencies Legal Liabilities Risk Management
Regulatory compliance Risk analysis Internal/External audits Standards National Institute of Standards and Technology ISO Creating A Risk Management Process:
Create value for the organization Be an integral part of the organizational process Factor into decision making process Explicitly address any uncertainty Be systematic and structured Based on the best information available Tailored to the project Take into account human factors, including potential errors Be transparent and all-inclusive Adaptable to change Continuously monitored and improved upon Reviewing the Process
Use Project Scope and Budget to identify budget items. Make notes of how you arrived at pricing Direct vs Indirect costs Beware of the “Free Puppy” A Communication plan will keep stakeholders happy Communication = Speaking and Listening Use various methods to communicate Quality Assurance = Doing the right things the right way Quality Control = Assures that results are what was expected Define Project Success Identify possible risks for the project & how risks will be mitigated Finishing The Project
Change Management Closing The Project Develop A process for implementing project Change changes Management
Update All project documents with change
Communicate Changes have been made Create A Final Checklist
Create A Final report/hand-off document Closing Your Project Create A Final communication to stakeholders
Create A Lessons Learned document Questions?? Gina Minks [email protected]