Kristi Holmes National Outreach Lead Washington University School of Medicine

1. P1: Getting started! start planning, scope your project, identify stakeholders, & write your one-pager Kristi Holmes National Outreach Lead Washington University School of Medicine

2. Start planning Consider your upcoming project Identify planning steps Identify stakeholders The project plan Identify the scope Write your “one-pager”

3. Set up YOUR infrastructure • Project planning • Internal communication • External communication • Establish workflows and checkpoints

4. Start planning Consider your upcoming project Identify planning steps Identify stakeholders The project plan Identify the scope Write your “one-pager”

5. Stakeholders • Why do we want to identify stakeholders? • Partners that can help move things forward and provide support • Disengaged • Present obstacles • Important to understand stakeholders so that we can address any issues that arise in a clear, straightforward manner

6. Identify the stakeholders

7. Identify the stakeholders • Identify stakeholders and early champions of the project • many different perspectives – VIVO can motivate change in the way that work is accomplished on many different levels. Many different groups will be interested in how VIVO works and its success within the organization. • Internal and external • It may help to make a physical map of your stakeholders on campus

8. RFID Stakeholder ModelThe RFID Stakeholder Model was created to achieve a structured model of all stakeholder groups that are relevant for the development, deployment and operation of RFID systems. http://www.rfid-in-action.eu/public/results/rfid-stakeholder-model

9. Identify the stakeholders, con’t. • Who are your *key* stakeholders? • What motivates them? • How much do they know about VIVO within your organization? • What are their requirements? expectations? • It may be helpful to explore this fully • What does the local VIVO have to offer the stakeholder? • How can they help the local VIVO? • Reach out

10. Table 1. Stakeholder requirements and expectations

11. Power & Interest Matrix From: Johnson, Gerry. & Scholes, Kevan.  2002  Exploring corporate strategy (6th Edition), Prentice Hall, New York; image from http://knol.google.com/k/project-management-systemic-thinking#

12. The Project Plan

13. The Project Plan Project charter • defines the scope, objectives, and overall approach for the work to be completed. • critical element for initiating, planning, executing, and assessing the project and should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget • it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks, resources, and standards agreed upon for the project • Includes: goals, objectives, risks, and assumptions

14. The Project Plan Project timeline • defines the major milestones, tasks, start and end dates, estimated hours for completing each task, and who on the project takes ownership of a given task. • Understanding the time frame for each task will help you space tasks out to better utilize each individual team member’s time and will assist with keeping the team on track. • Many things affect the timeline progress

15. The Project Plan - tips • Define achievable milestones, whether those milestones are for an established time period or for a task.  Milestones are defined by what works best for your team. • Show visible interim results within each milestone.  If a milestone is one-week, identify what tasks each team member will be working on during that week. • Be realistic and don’t go it alone.  Milestones can be difficult to achieve, so be sure and accurately assess how much time you need to complete each task.  If a roadblock appears, don’t hesitate to discuss as a team and reassign work as needed (if time or skill related).  Call on your administrators to provide you with support. • Break through roadblocks.  Don’t let the small details slow you down. Be sure and know who makes the decisions when disagreement occurs.   • Take time to do it right the first time.  Be sure and understand the data, outline the process, and work the plan correctly.   • Identify key stakeholders early, as later they can help smooth the way in data acquisition, adoption, and evaluation.

16. Scope your project • Defining scope is the intersection of outreach and implementation. • Identify the scope of your project • Short-term • Long-term • Breadth • Depth • Your local environment will guide much of this work.

17. Scope your project • Speak with project leaders and teams from other groups in your organization who have undertaken enterprise-wide projects • Their experience offers them a good perspective • They can be a good source of information and advice • They might be able to help you make contacts – enterprise-wide projects often involve many of the same groups (HR, IT, etc.) • Think about data • Make a list of data types and sources • Match this with stakeholders • See if you have existing contacts with the groups on the VIVO project already; leverage these contacts

18. The “one-pager” • The one-pager is a document which clearly and concisely conveys information about your VIVO. • Rationale • Goal • Objectives • Project Sponsors and Team • Impact • Timeline

19. The “one-pager” • Either alone or in groups, look over the content in the sample one-pager. • Think about your organization and draft a one-pager that is tailored for your site using the template provided.

20. Image credits: • http://www.flickr.com/photos/nocallerid_man/3638360458/ • http://epchc.com/images/StakeHolder.jpg • http://nsidc.org/snow/gallery/avalanche.jpg