Joy and pain of project management


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Presentation held at the project coordinators' meeting (Lifelong Learning Programs) on the 7th of february 2011.

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Joy and pain of project management

  1. 1. <ul><li>Welcome to the project managers’ community! </li></ul><ul><li>Are you aware of the challenges you will facing the next months? </li></ul>
  2. 2. Have you thought of this?
  3. 3. Is this you?
  4. 4. What strategies can you use in order to prevent this?
  5. 5. Is this you cordinating the project?
  6. 6. The joy and pain of project management Kristi Jauregi Projects’ meeting Brussels 7 th February 2011
  7. 7. NIFLAR (2009-2010) <ul><li>Lifelong Learning Programme: KA2 Languages </li></ul><ul><li>Partners: Universities of </li></ul><ul><ul><li>Utrecht in the Netherlands </li></ul></ul><ul><ul><li>Granada and Valencia in Spain </li></ul></ul><ul><ul><li>Coimbra in Portugal </li></ul></ul><ul><ul><li>Palacky in Olomouc the Czech Republic , </li></ul></ul><ul><ul><li>Nevsky and Novosibirsk in Russia </li></ul></ul><ul><ul><li>Concepción in Chile </li></ul></ul><ul><ul><li>TELL Consult (Netherlands) </li></ul></ul><ul><ul><li>Secondary schools , in Spain and The Netherlands </li></ul></ul><ul><ul><li>Coordination: Utrecht University </li></ul></ul><ul><li>Target languages : Dutch, Portuguese, Russian & Spanish </li></ul>
  8. 8. NIFLAR objectives: <ul><li>Enrich </li></ul><ul><li>Innovate learning processes </li></ul><ul><li>Improve </li></ul><ul><li>Make them more rewarding!! </li></ul>
  9. 9. How? Interaction Telecollaboration Learner centeredness ICC Authenticity of learning
  10. 10. Second Life Open Sim Adobe connect (Surfnet) Blended learning
  11. 11. Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives (Wikipedia). determine the nature and scope of the project plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution processes used to complete the work defined in the project plan to accomplish the project's goals: - coordinating people &resources - integrating the activities according to project plan processes performed to observe project execution so that potential problems can be identified in time and corrective action can be taken includes the formal acceptance of the project and its ending: archiving of the files, deliverables and documenting lessons learned. Problems, changes
  12. 12. Key concepts in project management: <ul><li>Communication </li></ul><ul><li>Collaboration </li></ul><ul><li>Quality control / responsibilities </li></ul><ul><li>Management attitudes </li></ul>
  13. 13. Project management (1) Effective communication <ul><li>Have fluid communication with project members </li></ul><ul><li>Be clear </li></ul><ul><li>Listen </li></ul><ul><li>Show respect and regard for others (empathy) </li></ul><ul><li>Invest in becoming an intercultural competent speaker </li></ul><ul><li>Be aware of the problems of using a lingua franca </li></ul><ul><li>Develop strategies to communicate bad news (crisis management) </li></ul><ul><li>Give positive feedback </li></ul><ul><li>Make use of communication tools at our disposal: </li></ul><ul><li>e-mail, phone </li></ul><ul><li>Video web-communication (every 6 weeks) </li></ul><ul><li>Social network (facebook, ning, hyves, twitter…) </li></ul><ul><li>Collaboration platforms </li></ul><ul><li>Face to face (project meetings minimum) </li></ul><ul><li>Make sure everybody knows where to find the right information! </li></ul>
  14. 14. Project management (2): Enhance collaboration to become an effective team by investing in team building ? Having the r esources needed Having clear & common goals Having the necessary blend of skills and roles Measuring progress towards the goals Sharing responsibility Allocating appropriate roles and tasks to each member Having agreed on basic rules for working together Having developed & agreed on practices & processes to get things done
  15. 15. Effective teams: Reflect frequently upon their working style and project processes Produce a collective output which achieves the set goals Use time to understand cultural diversity Use time to know the members in the team Recognise individual and team success Handle conflicts constructively & openly Support each other by listening, responding constructively and helpfully
  16. 16. Project management (3) <ul><li>Include specific plans to ensure quality management such as attaining planned milestones or implementing a control system such as the “ plan-do-check act ”, where evaluation follows exploitation and any flows are then corrected </li></ul>Workshop on quality assurance (Brussels) 1. Specifying responsibilities 2. Developing quality monitoring tools
  17. 17. NIFLAR WP1: VWC P1 IVLOS / SP WP2: VW P6 WP3: Research P1 NL/SP/IVLOS WP4: Management P1 EULO/SP WP5: Quality Control P1 ICT-onderwijs SP WP6: Exploitation P1 WP7: Dissemination P4 1. Allocate responsibilities
  18. 18. Project manager (Project officer) WP1, WP3, WP4, WP5, WP6, WP7 WP2 Language cluster Dutch : P1 Language cluster Portuguese : P1 Language cluster Russian : P2 Language cluster Spanish : P2 Language cluster Spanish : P2 P5: Palacky P4: Coimbra P2: Valencia P4: Coimbra P1: Utrecht P3: Granada Nevsky Novosibirsk P1: Utrecht P3: Granada P1: Utrecht P3: Granada Allocate responsibilities
  19. 19. Role Responsibilities Project Manager <ul><li>Responsible for the final control of the NIFLAR activities. </li></ul><ul><li>Checks if the agreements within the NIFLAR projects are met and if the work has been done according to the quality standards and the work plan. </li></ul><ul><li>The project manager is the contact for project management and the coordinators of the work packages. When help is needed within the work packages or in case of a problem the project manager will be approached </li></ul><ul><li>Project management </li></ul><ul><li>Responsible for the communication within the NIFLAR project </li></ul><ul><li>Is responsible for the financial and administrative issues in NIFLAR </li></ul><ul><li>Is responsible for keeping the deadlines within the NIFLAR project and reminding coordinators and partners of these deadlines. </li></ul><ul><li>Coordinator work P ackage </li></ul><ul><li>Indicates to what quality criteria the products have to meet in an early stage. </li></ul><ul><li>Responsible for in time yielding of qualitative good products within the work package. </li></ul><ul><li>Responsible for guarding the schedule and for carrying out quality controls within the work package. </li></ul><ul><li>The coordinator of the work package is the contact for everything that happens within the work package. When there are any questions or notice of problems (communication, schedule, quality of products) the coordinator has to notify the project manager. </li></ul><ul><li>Coordinator Language Cluster (CLC) </li></ul><ul><li>Responsible for in time yielding of qualitative good products within the language cluster. </li></ul><ul><li>Responsible for guarding the schedule and for carrying out quality controls within the language cluster. </li></ul><ul><li>The coordinator of the language cluster is the contact for everything that happens within the specific language. When there are any questions or notice of problems (communication, schedule, quality of products) the coordinator has to notify the coordinator of the work package or, if necessary the project manager. </li></ul><ul><li>Partners within the language cluster </li></ul><ul><li>Responsible for holding the schedule for work process </li></ul><ul><li>Maintaining set criteria in developing products </li></ul><ul><li>Carrying out quality control on (partial) products within the language cluster. </li></ul><ul><li>Will contribute to the different deliverables </li></ul><ul><li>External Evaluators </li></ul><ul><li>Are to improve transparency and objectivity into the quality control and the decision making process by assessing and monitoring externally project processes and products. </li></ul><ul><li>They will attend consortium meetings and contribute to the interim evaluation report and final report. </li></ul>
  20. 20. Develop tools for guaranteeing quality of <ul><li>Work processes: surveys (surveymonkey) & deadlines (project calendar) </li></ul><ul><li>Tasks: task design grid & task assessment grid </li></ul><ul><li>Pilots: Experience reports, surveys & interviews </li></ul><ul><li>Project: external evaluators </li></ul>
  21. 21. What grade would you give to the NIFLAR <ul><li>grade first 6 months second year </li></ul><ul><li> 12.5 % 10% </li></ul><ul><li> 37.5 % 50% </li></ul><ul><li> 31.3 % 40% </li></ul><ul><li> 18.8 % </li></ul>
  22. 22. Management attitudes <ul><li>Have clear goals and share them </li></ul><ul><li>Invest in team building </li></ul><ul><li>Enhance communication </li></ul><ul><li>Monitor process and quality </li></ul><ul><li>Be engaged and pro-active </li></ul><ul><li>Be flexible </li></ul><ul><li>Be positive and enthusiastic, being realistic </li></ul>
  23. 23. Find the right balance! <ul><li>Thank you! </li></ul><ul><li>[email_address] </li></ul><ul><li> </li></ul>