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Pragmatic Project Planning for Libraries
 

Pragmatic Project Planning for Libraries

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Presentation delivered as part of a 90-minute workshop on project planning for the Cooperating Raleigh Colleges Library Staff Workshop on July 22. 2009.

Presentation delivered as part of a 90-minute workshop on project planning for the Cooperating Raleigh Colleges Library Staff Workshop on July 22. 2009.

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    Pragmatic Project Planning for Libraries Pragmatic Project Planning for Libraries Presentation Transcript

    • Pragmatic Project Planning for Libraries Tito Sierra NCSU Libraries July 22, 2009 CRC Library Staff Workshop 2009
    • My Background
      • 5 years leading projects in the Digital Library Initiatives department at NCSU
    • My Background
      • 5 years leading projects in the Digital Library Initiatives department at NCSU
      • Before NCSU, 5 years managing web projects in start-up companies
    • My Background
      • 5 years leading projects in the Digital Library Initiatives department at NCSU
      • Before NCSU, 5 years managing web projects in start-up companies
      • Professional interest in project management, and how organizations implement change
    • Getting to Know You
      • Have you ever participated in formal project management training?
    • Getting to Know You
      • Have you ever participated in formal project management training?
      • How much time do you spend on new projects? 10%, 50%, 100%?
    • Getting to Know You
      • Have you ever participated in formal project management training?
      • How much time do you spend on new projects? 10%, 50%, 100%?
      • What part of “planning a project” do you find most challenging?
    • Workshop Outline
      • Project Management Basics
      • Project Planning 101
        • Defining Project Scope
        • Project Schedules
        • Planning Documentation
      • Open Discussion
    • Project Management Basics
    • What is a project?
    • Project
      • A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements.
    • Project
      • A unique undertaking composed of interrelated activities which has a well defined beginning and end , often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements.
    • Project
      • A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups , that operates under specific constraints of resources, schedules, and requirements.
    • Project
      • A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements .
    • What is project management?
    • Project Management
      • A set of skills and methods of planning, organizing, and managing a project from inception to its successful completion.
    •  
    •  
    • Project Planning 101
    • What is a project planning?
    • Project Planning
      • A subset of project management activities that happens at the beginning of the project that aims to define the project , and ensure a shared understanding about what needs to be done.
    • Defining Project Scope
    • Why is it important to define the scope of a project?
    • Importance of Project Scope
      • Provides a shared understanding of what is to be done
    • Importance of Project Scope
      • Provides a shared understanding of what is to be done
      • May impact the composition of the project team
    • Importance of Project Scope
      • Provides a shared understanding of what is to be done
      • May impact the composition of the project team
      • Will likely impact project scheduling
    • Importance of Project Scope
      • Provides a shared understanding of what is to be done
      • May impact the composition of the project team
      • Will likely impact project scheduling
      • Serves as the basis for all cost and resource estimations
    • Project Scope Statement
      • A written statement, a sentence or two long, that clearly and succinctly describes the goal of the project.
    • Project Scope Statement
      • A written statement, a sentence or two long, that clearly and succinctly describes the goal of the project.
      • Sometimes it takes several revisions to get it right!
    • Project Scope Example #1
      • “ The Virtual Browse Web Service may be used by multiple applications for searching and sequential browsing of catalog records. The service accepts a variety of input parameters and returns a set of one or more catalog keys.”
    • Project Scope Example #2
      • “ The NCSU Libraries Activity Wall application will make it easy for students to broadcast their activities and connect with each other in planned or ad-hoc contexts in NCSU Libraries spaces.”
    • Defining “Out of Scope”
      • It is just as important to define what is “ out of scope ” as it is to define what is “in scope”; doing so provides boundaries for the project, enabling the team to focus on what is important.
    • Project Schedules
    • Why are schedules important to projects?
    • Purposes of a Schedule
      • Provides a commitment about when things will be done
    • Purposes of a Schedule
      • Provides a commitment about when things will be done
      • Encourage everyone on the project to see their efforts as part of a whole
    • Purposes of a Schedule
      • Provides a commitment about when things will be done
      • Encourage everyone on the project to see their efforts as part of a whole
      • Provides a tool for breaking work into manageable chunks
    • Purposes of a Schedule
      • Provides a commitment about when things will be done
      • Encourage everyone on the project to see their efforts as part of a whole
      • Provides a tool for breaking work into manageable chunks
      • Provides a tool for measuring progress
    • Scheduling Demystified
      • All schedules consist of three basic parts.
    • Scheduling Demystified
      • Planning
        • Defining what needs to be done
        • Deciding how it will be done
    • Scheduling Demystified
      • Planning
        • Defining what needs to be done
        • Deciding how it will be done
      • Implementation
        • Getting it done!
    • Scheduling Demystified
      • Planning
        • Defining what needs to be done
        • Deciding how it will be done
      • Implementation
        • Getting it done!
      • Testing and Evaluation
        • Verify that it was done right
    •  
    • How do you know how much time to allocate to each part?
    • Simplified Scheduling
      • When in doubt, pick a project completion date that you are comfortable with, then split the schedule into thirds for the Planning, Implementation, and Evaluation complete dates.
    • The Truth About Schedules
      • Schedule estimation is a probability.
    • The Truth About Schedules
      • Schedule estimation is a probability.
      • The important thing is not how accurate the estimates are, but having a reasonable goal to shoot for.
    • Planning Documentation
    • Planning Documentation
      • Documentation varies greatly from one organization to the next
      • Factors that come into play
        • Size of project
        • Cross departmental/organizational
        • Organizational culture (formal/informal)
      • One size does not fit all!
    • Types of Documentation
      • Vision document
      • Task force charge
      • Project specifications
      • Work-breakdown structure (WBS)
      • Hi-level project schedule
      • Gantt chart
    • Types of Documentation
      • Vision document
      • Task force charge
      • Project specifications
      • Work-breakdown structure (WBS)
      • Hi-level project schedule
      • Gantt chart
    • Tito’s One-pager Specification
    • Good Specs Simplify
      • “ The entire point to writing the specification is to describe things in a way that minimizes the amount of work other people will have to understand it.”
      • — Scott Berkun,
      • Making Things Happen
    • Summary
    • Pragmatic Project Planning
      • Write a Project Scope Statement
      • Select a target project completion date and break up schedule into 3 phases
      • Write a one-pager specification that fleshes out the scope of your project
      • Revise one-pager until project team is clear on the scope of the project
    • Open Discussion
    • What are the greatest challenges you face in getting a project “off the ground”?
    • Can you provide an example of a project you worked on that would have benefited from more project planning? What problems did you encounter?
    • What are the warning signs of a project around which there is too much planning? What can you do about this when you see it happening?
    • More Information
      • Making Things Happen: Mastering Project Management
      • by Scott Berkun