Management? But I'm an Historian
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Management? But I'm an Historian

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  • 15 minutes
  • 5 minutesDrafting of job descriptions: what is the existing job and what would they like to be doing?How does this relate to the need at hand?
  • 5 minutesEnvironment is really important: creating a welcoming space for innovation
  • 5 minutes;
  • 10 minutes; 30 minutes drafting
  • 30 minutesRead the Guidelines!!! Necessary fictions because of the timing and the way that the work unfolds, but do your best to make it honestBudget worksheet – imagine the work and the people doing it (time and money)NEH Preservation and AccessNHPRCIMLS NLG
  • 30 minutes; 15 drafting
  • 30 minutes; 30 minutes draftingTwo sample workplansBasecamp, Trello, Kona, Podio,
  • 45 minutesCommunication: Availability, cc/bcc/subject line alerts, project management software messagingMeetings: Standing meetings (work for the day, blockers, questions) (10 minutes) Paired programming/ working groups; Larger meetings must have a pre-circulated agenda and notes and next stepsProblems and issues?
  • 30 minutes; 15 minutes closingWork plan should help with deliverablesBudget tracking is important (even if you have an office of sponsored programs, you are the responsible party)

Management? But I'm an Historian Management? But I'm an Historian Presentation Transcript

  • Management? But I’m an Historian Sharon M. Leon Roy Rosenzweig Center for History and New Media sharonmleon@gmail.com @sleonchnm January 2, 2014
  • Overview • Outline: – Why Project Management – Resource Assessment – Project Proposals (Necessary Fictions) – Launching a Project – Personnel – Functional Work Plans – Reporting and Wrapping up a project
  • Introductions: Everyday vs. Special Projects • Existing management responsibilities? • Existing project ideas? – Rescuing or Hatching? • Failed Projects: Why?
  • Project Manager as Leader • Project Manager offers – Clear Communication – Motivation – Oversight – Accountability – Clean-up All of this requires trust and cooperation.
  • Resource Assessment: Staff • Are we getting the most out of the people we work with? – Existing skills – Hard won experience – Emerging interests – Capacity to learn and lead – Collaboration
  • Resource Assessment: Infrastructure • Physical Space – Individual workspaces – Collaborative areas – Whiteboards • Hardware access (computers, servers) – IT staff and support
  • Resource Assessment: Partners • Collaborators – Full partners who contribute to through the lifecycle of the project – Continuous consultation and ongoing work • Advisors – Trusted and experienced members of the field • Subcontractors (work for hire) • Community resources (outreach & support)
  • Resource Assessment: Time • Pilot projects and Estimating – Survey of the full scope of the work – Selection of a portion for processing – Roughing out a workflow/design/architecture – Extrapolating to the whole • Accounting for increasing efficiency overtime • Anticipating particularly difficult areas – Padding for safety
  • Project Proposals (Necessary Fictions) • Needs, Outcomes, Deliverables – Standards in the field/Requirements • • • • • • Schedule Staffing Budget Advisory Boards, Consultation Evaluation Outreach and Publicity
  • Launching a Project • Project Charters – Needs, deliverables, outcomes – Staff: key roles and responsibilities – Schedule (functional work plan) (Sounds like a grant proposal, doesn’t it?)
  • Functional Work Plans • Anticipating roadblocks (and removing them) • Using Project Management Software – Overview of the work – Public accountability – Collaborative space • Deliverables -> Milestones • Milestones -> ToDos • Messages, Documents, Files
  • Personnel • Shared Communication Norms – Email, IM, etc. – Overlap Hours • Meeting Procedures – Size and frequency – Agendas – Notes and follow-up • Personalities – Time management – Coworker relations • Evaluation – Honesty is essential – Formal and informal
  • Reporting • External Stakeholders – Deliver on time and on budget – Use is one of the best metrics of success • Internal Stakeholders – What lessons does the project team take forward? – How has the staff grown? • What if the project didn’t go well?