Project

1. Project Management Jon Patrick Because a few hours spent now will save weeks of frustration later Student Director

2. Overview… We will learn how to successfully plan and execute a Collaboratory project, including: Staying on track Work breakdowns Managing resources Defining a project Practical planning

3. Mock Project Throughout today’s session, we will be using an example mock project A PLAYGROUND!

4. 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.

5. 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

6. Mock Project The presenter should be treated as the client with any further questions!

7. Project Definition Multi-year vision Year-to-year details

8. 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.

9. 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?

10. Project Definition Communicate well with your client!

11. Purpose Statements WHAT need is the project trying to solve? WHY does the project exist?

12. 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!

13. 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.

14. 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

15. SMART Goals Goals should be SMART… Specific Measurable Attainable Results - oriented Time - based

16. SMART Goals Specific • Who is involved? • What will they do? • When must it be done? • Why do this?

17. SMART Goals Measurable • Explicit deliverables • Quantitative results

18. SMART Goals Attainable • Not easy, but doable! • Big goals produce motivation

19. SMART Goals Results-Oriented • Without an explicit result, the goal cannot be met • Goals often serve as benchmarks of success

20. SMART Goals Time-Based • Establish a timeframe and deadline • Deadlines establish needed commitment levels

21. 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.

22. Practical Planning NOT planning results in... • Falling behind schedule • Lack of resources • Doing unneeded work • Not doing needed work • STRESS

23. 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?

24. 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

25. 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!

26. 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

27. 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

28. 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

29. Work Breakdown Structure Subtasks • Weekly or daily assignments • Examples • Evaluate flight dates • Compile materials list • Develop interview questions

30. 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

31. 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.

32. 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.

33. 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

34. Managing Resources Personnel • If people feel overworked, they QUIT • If people feel unneeded, they QUIT • If people don’t like working together, they QUIT

35. 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

36. 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.

37. 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.

38. 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)

39. 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?

40. 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.

41. Staying on Track Watch out for scope creep! Communicate! Audit your project. Stay alert!

42. Staying on Track Communication with your team members Communication amongst your team members Communication with your client

43. 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!