Project Management – an introduction Ayub Khan – Warwickshire County Council [email_address] National CDG Conference 20 th April 2009 Liverpool University

Session overview The session will enable you to gain an overview of the key principles of project management to ensure your new library is “fit for purpose” and provides excellent customer service”

The session will enable you to gain an overview of the key principles of project management to ensure your new library is “fit for purpose” and provides excellent customer service”

Better by Design ………… twenty-first century libraries developing a business case project management the design/project team selecting an architect partnership and community engagement the design brief design quality space planning and access occupancy and post-occupancy evaluation building libraries for the future.

twenty-first century libraries

developing a business case

project management

the design/project team

selecting an architect

partnership and community engagement

the design brief

design quality

space planning and access

occupancy and post-occupancy evaluation

building libraries for the future.

"First we shape our buildings and afterwards our buildings shape us". Winston Churchill 24th November 1951 Improving the Customer Experience

Building or Service?

Ranganathan’s Law of Library Science (1931) Presents an early 20 th Century attempt to express the role of the library and significantly turns away from the collection per se. Customer First …… Books are for use Every reader his book Every book its reader Save the time of the reader A library is a growing organism

Books are for use

Every reader his book

Every book its reader

Save the time of the reader

A library is a growing organism

User Scenarios -The Visitor Journey The solo-learner Group Work Family learning Independent learner Learning by entertainment Librarian

The solo-learner

Group Work

Family learning

Independent learner

Learning by entertainment

Librarian

“ Enhance the visitor experience by combining innovative technology design with innovative building design whilst meeting the user objectives.”

The WOW Factor - Location Cafe Auditorium Exhibition Area Special Multimedia Rooms External Internal Entrance Hall

Future roles of staff The “changing” library - from transactional to transformational Staff working with users instead of materials Engagement v. operation Research, marketing, targeting, outreach, development Interface with diverse technologies Creating & organising content & resources as well as buying

The “changing” library - from transactional to transformational

Staff working with users instead of materials

Engagement v. operation

Research, marketing, targeting, outreach, development

Interface with diverse technologies

Creating & organising content & resources as well as buying

Session Objectives Identify the factors that lead to project success Recognize the benefits of good project management techniques Understand the lifecycle of a project Project management terminology

Identify the factors that lead to project success

Recognize the benefits of good project management techniques

Understand the lifecycle of a project

Project management terminology

Skills needs in the profession What are the skills needed in the future ? Skills such as project management , marketing & promotion, research, communication, bid writing, planning and evaluation, critical thinking & problem solving, advocacy and leadership are now seen as essential skills for library and information professionals.

What are the skills needed in the future ?

Skills such as project management , marketing & promotion, research, communication, bid writing, planning and evaluation, critical thinking & problem solving, advocacy and leadership are now seen as essential skills for library and information professionals.

Why? Demand due to external funding/project culture e.g people’s network, NOF digitisation, health initiatives, Libraries Support Research programmes, etc Also management of change in a rapidly changing world requires organisations to continually evolve.

What is a project ? “ a management environment that is created for the purpose of delivering one or more business products to a specified Business Case “ PRINCE2 “ A temporary task undertaken to create a product or service ” Ayub’s definition A definition….

“ a management environment that is created for the purpose of delivering one or more business products to a specified Business Case “

PRINCE2

“ A temporary task undertaken to create a product or service ” Ayub’s definition

What is a project? A finite and defined life-span Defined and measurable business products Corresponding set of activities to achieve the business products A defined amount of resources An organisational structure with defined roles and responsibilities Is unique

A finite and defined life-span

Defined and measurable business products

Corresponding set of activities to achieve the business products

A defined amount of resources

An organisational structure with defined roles and responsibilities

Is unique

Why do projects fail? Some common reasons given for project failure are : Lack of well –defined requirement Lack of communication Lack of change control leading to “scope creep” Lack of sound business reasons Lack of senior management commitment Lack of planning others……

Some common reasons given for project failure are :

Lack of well –defined requirement

Lack of communication

Lack of change control leading to “scope creep”

Lack of sound business reasons

Lack of senior management commitment

Lack of planning

others……

What leads to project success? Well defined objectives Clear management and reporting structure Well defined deliverables Control of “scope creep” Awareness and management of risk Worthwhile and viable business case

Well defined objectives

Clear management and reporting structure

Well defined deliverables

Control of “scope creep”

Awareness and management of risk

Worthwhile and viable business case

Basic Principles of PM? Process based approach Planning at different levels Product-based planning Management by Exception Projects are driven by the Business Case Management of risk Focus on quality

Process based approach

Planning at different levels

Product-based planning

Management by Exception

Projects are driven by the Business Case

Management of risk

Focus on quality

The 8 Parent Processes Starting up the project (SU) Pre-project stage, It is used to expand the information from project mandate (which may be very minimal) to a suitable format and sufficient depth for the project Board. The project board can then make a decision on whether to commit the time and resources to move into initiating project. e.g new Library early feasibility?

Starting up the project (SU)

Pre-project stage, It is used to expand the information from project mandate (which may be very minimal) to a suitable format and sufficient depth for the project Board. The project board can then make a decision on whether to commit the time and resources to move into initiating project.

The 8 Parent Processes Initiating a Project (IP) This process is the official start of the project. It is the purpose of this process to fully establish the what, why, who, how and when of a project and document that information in the PID (project initiation document). Again at the end of this process the project board may decide not to go any further. e.g new Library report Leisure Committee

Initiating a Project (IP)

This process is the official start of the project. It is the purpose of this process to fully establish the what, why, who, how and when of a project and document that information in the PID (project initiation document). Again at the end of this process the project board may decide not to go any further.

The 8 Parent Processes Directing a project (DP) This is the realm of the Project Board and is concerned with giving advice and guidance, authorisation and approval to the project manager . e.g establishment of a Steering Group for Library ?

Directing a project (DP)

This is the realm of the Project Board and is concerned with giving advice and guidance, authorisation and approval to the project manager .

The 8 Parent Processes Controlling stages (CS) This process is in the realm of the project manager and is concerned with the day-to-day tasks of control and management. The project manager focuses on delivering the required quality product on time and within budget. e.g establishment of a internal project team?

Controlling stages (CS)

This process is in the realm of the project manager and is concerned with the day-to-day tasks of control and management. The project manager focuses on delivering the required quality product on time and within budget.

The 8 Parent Processes Managing stage boundaries (SB) This process focuses on reviewing what work has just been completed and what resources need to be committed to the next period of work. The Project Plan, Business Case, and risk Log are reviews to confirm the viability of continuation. e.g Report to Cabinet & Steering Group

Managing stage boundaries (SB)

This process focuses on reviewing what work has just been completed and what resources need to be committed to the next period of work. The Project Plan, Business Case, and risk Log are reviews to confirm the viability of continuation.

The 8 Parent Processes Managing product deliver (MP) This process is the realm of the Team Manager. The work of creating the product is done here and may be carried out by external suppliers. This process provided an interface between the project manager and the supplier. e.g Design Development team

Managing product deliver (MP)

This process is the realm of the Team Manager. The work of creating the product is done here and may be carried out by external suppliers. This process provided an interface between the project manager and the supplier.

e.g Design Development team

The 8 Parent Processes Closing the project (CP) This process is to ensure we bring the project to closure in a controlled manner. This is where the Project Manager would tie up any loose ends and report and evaluate the project. All project files will be filed for auditing purposes. e.g End of Concept Design review/evaluation workshop

Closing the project (CP)

This process is to ensure we bring the project to closure in a controlled manner. This is where the Project Manager would tie up any loose ends and report and evaluate the project. All project files will be filed for auditing purposes.

Product Stages Starting up the project (SU) Initiating a Project (IP) Directing a project (DP) Controlling stages (CS) Managing stage boundaries (SB) Managing product deliver (MP) Closing the project (CP)

Starting up the project (SU)

Initiating a Project (IP)

Directing a project (DP)

Controlling stages (CS)

Managing stage boundaries (SB)

Managing product deliver (MP)

Closing the project (CP)

Product Descriptions Clear, unambiguous description of what is to be created or changed includes purpose, composition and quality criteria e.g clear project brief & business plan

Clear, unambiguous description of what is to be created or changed

includes purpose, composition and quality criteria

Management of risk “ Uncertainty of outcomes whether negative or positive “ Risk analysis Risk Log Risk Management

Risk Analysis Identify the risk Assess the chances of each occurring Assess the impact on the project/organisation if the risk do occur Identify measures which can be taken to prevent them occurring Identify contingency arrangements which can soften their effects if the risks do occur e.g risk – change in political make up of council (high impact), therefore include opposition members on SG for library to reduce risk.

Identify the risk

Assess the chances of each occurring

Assess the impact on the project/organisation if the risk do occur

Identify measures which can be taken to prevent them occurring

Identify contingency arrangements which can soften their effects if the risks do occur

e.g risk – change in political make up of council (high impact), therefore include opposition members on SG for library to reduce risk.

Risk Register Validate concept design once design tam appointed GTMS RRP High Low 15.05.03 Design concept proves to be not technically viable 5.1 Design Investigate costing for temporary location Progress transition planning JD Medium Medium 19.06.03 Library site is brought forward 3.1 Timing Current Action Risk Response & Mitigation Risk Owner Risk Assessment Impact Likelihood Date identified Description of risk Item

Risk Analysis You also need to consider : Assumptions – any assumptions which are made at this stage should be clearly expressed as these are, in themselves, elements of risk Dependencies – You should include in your risk analysis any dependencies on external factors over which you have no or limited control Contingency – e.g 10% adding to budget or length of project completion

Timeline Jan Feb Mar Apr Mar Jun Jul Aug Sep Oct Nov Dec Task A B C D E F Stage 1 2 3

Project Plan Gant Chart ? This includes the work breakdown structures, project estimates and project schedules, who involved etc.

Organisational Structure Projects need direction, management, control and communication to be successful. Establishing an effective organisational structure for Project Management is crucial. Project Board Project Director/sponsor Team Manager Project support Project Manager

Pressure on the project Cost Quality Time `£1 million and not a penny more’ `must be finished yesterday ’ `State-of-the-Art’

Evaluation How will you know if you have been successful? Key PI’s e.g Customer satisfaction Collection of data and statistics – benchmarks Implications for the future – changes in processes

How will you know if you have been successful?

Key PI’s e.g Customer satisfaction

Collection of data and statistics – benchmarks

Implications for the future – changes in processes

Key Points Project set up with clear terms of reference There are agreed and measured objectives There is an adequate management structure

Project set up with clear terms of reference

There are agreed and measured objectives

There is an adequate management structure

Next Steps – PRINCE2 Prince stands for PR ojects IN C ontrolled E nvironment and is structured method for effective project management. Owned by British Government – free licence Accepted throughout UK ‘Best Practice’ Everyone uses same terminology and follows same process Look at web site for further Information

Prince stands for PR ojects IN C ontrolled E nvironment and is structured method for effective project management.

Owned by British Government – free licence

Accepted throughout UK ‘Best Practice’

Everyone uses same terminology and follows same process

Look at web site for further Information

Questions ? Next steps…. Comments…