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Project Management Methodology Used in Responding to Publishers ’ Surveys

Project Management Methodology Used in Responding to Publishers ’ Surveys. Presenters: Jay Johnson, Institutional Research and Planning Liana Crisan-Vandeborne, Institutional Research and Planning. 21 % fail 42% challenged 37% succeed.

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Project Management Methodology Used in Responding to Publishers ’ Surveys

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  1. Project Management Methodology Used in Responding to Publishers’ Surveys Presenters: Jay Johnson, Institutional Research and Planning Liana Crisan-Vandeborne, Institutional Research and Planning

  2. 21% fail 42% challenged 37% succeed Standish Group Survey: CHAOS Report for IT Industry

  3. Schedule • Cost Analysis • Risk Registry • Communication Plan Presentation Objectives • Understand the anatomy of a project • Some of the tools • Scale those tools to your needs • Charter • Requirements • Scope • Work Breakdown Structure (W.B.S.)

  4. Goal oriented • Coordinated • Finite duration • Unique • Progressively elaborated Project • A temporary endeavor undertaken to create a unique product, service or result.

  5. Product Product: The end result of your project

  6. Why formal Project Management? • Familiarity with industry/work • Complexity • Size of project • Size and distribution of team • Length of project • $$$

  7. Process Groups from PMI

  8. Knowledge Areas • Integration Management • Scope Management • Time Management • Cost Management • Risk Management • Quality Management • Communications Management • Human Resource Management • Procurement Management

  9. Activities within Process Groups and Knowledge Areas

  10. The main roles in most projects are, but not limited to: • Project Manager • Project Team • Sponsor • Stakeholders • Technical Lead or Subject Matter Expert Roles and Responsibilities in a Project

  11. Formally authorizes a project. • Includes: • Business case • Description / deliverables • High level project cost estimate • Project manager assigned • Stakeholder identification • Measurable objectives • Identified project risks • Constraints / assumptions • Milestones • Signatures Project Charter

  12. . Scope Statement Business Case vs. Project Charter vs. Scope Statement Business Case Project Charter

  13. Scope Management • Product Requirements • Scope Statement • Work Breakdown Structure (WBS)

  14. A grouping of project components that organizes and defines the total scope of the project. Each component of the WBS is assigned a unique identifier, called Code of Accounts. Work Breakdown Structure (WBS) 1

  15. Work Packages are also known as Task(s) or Activities • Smallest component that can be realistically estimated for time and cost. • How do you know when to stop the decomposition process? • Ask yourself or the team: • Are the work packages small enough to be estimated for time and cost? • Is each work package small enough to be able to be assigned to a single person or group that can be accountable for the results? • If you can answer “yes” to those questions, your work packages are probably decomposed far enough. Work Breakdown Structure (WBS) 2

  16. Project Time Management: Processes required to manage timely completion of the project. Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities. Project Time Management 1

  17. The Processes in Project Time Management are: • Define Activities: Creating the project’s activity list (from WBS). • Sequence Activities: Arranging the activities in a logical sequence. • Estimate Activity Resources: Estimating the type and quantity of resources needed to complete each activity. • Estimate Activity Durations: Determine time estimates for each activity. • Develop Schedule: Creating the project’s schedule. • Control Schedule: Monitor and control the schedule throughout the project’s life cycle. Project Time Management 2

  18. Project Cost Management 1

  19. Project Cost Management 2 Project Cost Management deals directly with estimating, budgeting and controlling costs, so the project can be completed within the approved budget. Goals: The project manager should be able to tie costs to activities and resources and build the estimates of the project. Although summary budgets are often the first thing created in the real world, when it comes to detailed planning, the overall approach should be: Define the scope first, create the schedule second and the budget third.

  20. Risk is related to an uncertain event • Possibility of loss or injury Project Risk Management

  21. Project Communications Management 1

  22. Project Communications Management 2 Processes related to produce, compile, send, store, distribute, and manage project records. Communications Management requires you to accurately report on project status, performance, and change. The project manager’s most important skill set is that of communication. Approximately 90% of the project manager’s time is dedicated to communications. The project manager should be in control of the communications process.

  23. Checklist of documents/activities 1 Checklist of documents/activities according to process groups Initiating: Project Charter (developed first) Planning: Scope Statement (developed after charter) Requirements Work Breakdown Structure (WBS) The following can be developed after the scope statement: Project schedule Risk registry/log (living document) Project cost estimate Communications plan Planning documents should be completed before executing.

  24. The executing, and monitoring and controlling process groups are happening concurrently. Checklist of documents/activities 2 Executing: Doing the activities defined in the Work Breakdown Structure (WBS) and schedule Communicating to stakeholders Meetings: Revisit risk log (top priority risks only) Monitoring and controlling: Schedule (are we on time) Scope statement (are we building what we said we would build) User acceptance criteria (according to what our stakeholders want) Project status updates to sponsor (biweekly or monthly) Closing: Formalize acceptance Release resources Lessons learned

  25. 21% fail 42% challenged 37% succeed Standish Group Survey: CHAOS Report for IT Industry

  26. Schedule • Cost Analysis • Risk Registry • Communication Plan Presentation Objectives • Understand the anatomy of a project • Some of the tools • Scale those tools to your needs • Charter • Requirements • Scope • Work Breakdown Structure (W.B.S.)

  27. Goal oriented • Coordinated • Finite duration • Unique • Progressively elaborated Project • A temporary endeavor undertaken to create a unique product, service or result.

  28. Product Product: The end result of your project

  29. Why formal Project Management? • Familiarity with industry/work • Complexity • Size of project • Size and distribution of team • Length of project • $$$

  30. Knowledge Areas • Integration Management • Scope Management • Time Management • Cost Management • Risk Management • Quality Management • Communications Management • Human Resource Management • Procurement Management

  31. The main roles in most projects are, but not limited to: • Project Manager • Project Team • Sponsor • Stakeholders • Technical Lead or Subject Matter Expert Roles and Responsibilities in a Project

  32. Process Groups from PMI

  33. Create folders on our internal drive for storing and managing files in regards to each of the publisher surveys.

  34. Examples of folders in the “Undergraduate” folder.

  35. In order to keep everything organize, I create a folder for each publisher survey; then I pretty much have the same folder structure for each of them.

  36. Data Collection Sheets

  37. Project Time Management: Processes required to manage timely completion of the project. Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities. Project Time Management 1

  38. Project overview

  39. Project Communications Management 1

  40. The executing, and monitoring and controlling process groups are happening concurrently. Checklist of documents/activities 2 Executing: Doing the activities defined in the Work Breakdown Structure (WBS) and schedule Communicating to stakeholders Meetings: Revisit risk log (top priority risks only) Monitoring and controlling: Schedule (are we on time) Scope statement (are we building what we said we would build) User acceptance criteria (according to what our stakeholders want) Project status updates to sponsor (biweekly or monthly) Closing: Formalize acceptance Release resources Lessons learned

  41. Closing the project

  42. Contact: johnson.1043@osu.educrisan-vandeborne.1@osu.edu ?

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