Project
Management
Jon Patrick
Student Director
Because a few hours spent now will
save weeks of frustration later
Overview…
We will learn how to successfully plan and execute a
Collaboratory project, including:
Staying on track
Work breakdowns
Defining a project
Managing resources
Practical planning
Mock Project
Throughout today’s session, we will be using an example
mock project
A PLAYGROUND!
Mock Project
Background…
•An established missions school in Honduras notes
that its children do not smile enough.
•An initial Collaboratory exploration Site Team has
decided that a PLAYGROUND will be the best
solution.
Our task is to develop this project from this point,
the initial exploration trip, through to completion.
Mock Project
Results of the exploration Site Team
•50yd x 50yd plot of land
•The school is powered through the local grid and
through a solar power plant, and has local well water
•The school has 50 students age 6-15 years
•The school can only finance the project up to $5000
•Laborers in the surrounding community can be
hired for $3/day
•There is a market ~10 miles from school with some
(limited) supplies
•The primary building material is mud-brick, which
can be produced very cheaply
Mock Project
The presenter should be treated as the client with any
further questions!
Project Definition
Multi-year vision
Year-to-year details
Project Definition
Application Projects aim to provide specific deliverables
to a known client within a given timeframe.
These differ from Staff Projects, which aim to
provide internal services to meet the needs of
the Collaboratory.
A Team is all of the students and educators who work
together to complete a specific Project. For the duration
of the Project the Team members serve the team and
measure success by the quality of the team’s work and
their collective success in serving the client.
Project Definition
Clients are organizations that sponsor Projects and
collaborate with the Project Team for mutual benefit.
ALL Collaboratory Projects exist to serve a
specific client.
WHO is the client?
WHAT is the client’s need?
Project Definition
Communicate well with your client!
Purpose Statements
WHAT need is the project trying to solve?
WHY does the project exist?
Purpose Statements
Should be specific.
Similar to a mission or vision statement, but of a
limited scope
May reference broader mission/vision of the Group.
1-3 sentences long, not a list!
Purpose Statements
Activity 1:
Define the project and create a purpose statement for
the Playground project in your small groups.
We will then choose two to read and critique out loud.
SMART Goals
A Goal
is a specific objective required to accomplish the
project.
Goals should be formulated in conjunction with your
client and related directly to your purpose statement
SMART Goals
Goals should be SMART…
Specific
Measurable
Attainable
Results - oriented
Time - based
SMART Goals
Specific
•Who is involved?
•What will they do?
•When must it be done?
•Why do this?
SMART Goals
Measurable
•Explicit deliverables
•Quantitative results
SMART Goals
Attainable
•Not easy, but doable!
•Big goals produce motivation
SMART Goals
Results-Oriented
•Without an explicit result, the goal cannot be met
•Goals often serve as benchmarks of success
SMART Goals
Time-Based
•Establish a timeframe and deadline
•Deadlines establish needed commitment levels
SMART Goals
Activity 2:
Create a number of SMART goals in your small group
that are necessary to complete the project.
We will then choose two to read and critique out loud.
Practical Planning
NOT planning results in...
•Falling behind schedule
•Lack of resources
•Doing unneeded work
•Not doing needed work
•STRESS
Practical Planning
Common reasons (excuses) for not planning…
•Project is too easy… doesn’t require planning
•Too busy to plan
•“I can do it later”
•Planning is a reduction of creativity
•Plans will change so why plan at all?
Practical Planning
A practical plan requires…
•A Purpose Statement
•SMART Goals
A practical plan includes…
•A Work Breakdown Structure
•A list of needed resources
•A timeline
Practical Planning
A practical plan has these features
•Created in collaboration with a client
•Follows project goals closely
•Well organized
•Realistic (even cynical)
•Easy to adapt to changing circumstances
To be practical, a plan must be followed!
Work Breakdown Structure
A visual hierarchy showing everything that needs to be
done to complete a project. Useful in listing needed
resources and creating a timeline.
•Milestone 1
•Task 1
•Subtask 1
•Subtask 2
•Task 2
•Milestone 2
•Task 1
•Task 2
•Subtask 1
•Subtask 2
Work Breakdown Structure
Milestones
•Major steps in the completion of the project
•Often follows directly from the project’s goals
•Often too large to estimate a timeframe
Examples
•Conduct a Site visit
•Construct a prototype
•Draft a newsletter
Work Breakdown Structure
Tasks
•Specific chunks of a milestone that can be
completed within a specific timeframe
Examples
•Buy plane tickets
•Purchase construction materials
•Interview Dr. Vader for the cover story
Work Breakdown Structure
Subtasks
•Weekly or daily assignments
Examples
•Evaluate flight dates
•Compile materials list
•Develop interview questions
Work Breakdown Structure
Start with your project’s goals
•What is needed to reach your goals (Milestones)
•What is needed to reach what is needed to reach
your goals (Tasks)
•What is needed to reach what is needed to reach
what is needed to reach your goals (Subtasks)
•…You get the point
Work Breakdown Structure
Activity 3:
Decide which aspect of your project (which SMART
goals) will be worked on or completed this year. Include
a rationale in your decision. Then, for each SMART goal,
create a work breakdown structure. Do not include
materials or other resources at this time.
We will then choose two to read and critique out loud.
Managing Resources
Materials
•Begin by BRAINSTORMING a list of needed
materials for each milestone. Remember…
•Anything goes
•Evaluate after
•Afterwards, attach these to tasks and subtasks
where needed. Reevaluate.
Managing Resources
Personnel
•Your most important asset!
•You must ACTIVELY ENCOURAGE your members.
•Remember, they are volunteers and work under
different motivations as paid employees
Managing Resources
Personnel
•If people feel overworked, they QUIT
•If people feel unneeded, they QUIT
•If people don’t like working together, they QUIT
Managing Resources
Personnel
Remember to…
•Balance team members with and without
experience
•Take team member desires and relationships into
account
•Balance teams according to workload
Managing Resources
Expenses
•Include everything!
•Prioritize! You might not have enough revenue to
support ALL of your expenses. Know what can be
cut.
•Be generous! Unknown expenses are bound to
creep up.
Work Breakdown Structure
Activity 4:
Create a detailed materials list and personnel needs for
the year. Be sure to attach materials and personnel to
specific milestones and tasks, and be sure to note what
recruitment needs you'll need for the year!
We will then choose two to read and critique out loud.
Timeline
Consider all time restraints
•Holidays/Breaks
•Special events
•High stress dates (exams, ect)
Are there any absolute due dates for your project?
Do any needed resources present new time constraints
(i.e. shipping time)
Timeline
Be aware of dependencies!
•Some tasks cannot be completed before others
•Some tasks depend on the availability of materials
Be sure to plan adequate time for documentation
Evaluate your result
•Is your project feasible within the given time
constraints?
•Do you have any resource conflicts?
Timeline
Activity 5:
Using your work breakdown structure, materials, and
personnel lists, create a timeline for the year in your
small group.
We will then choose two to read and critique out loud.
Staying on Track
Watch out for scope creep!
Communicate!
Audit your project.
Stay alert!
Staying on Track
Communication with your team members
Communication amongst your team members
Communication with your client
Staying on Track
What to do if you fall behind?
•Contingency planning
•Tell your team
•Gap analysis
•Look ahead and move work up
•Ask for help!