[PDS] Planning your Show


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You need to plan your show. But where do you start? This hands-on workshop will touch on the A-Z of planning events and projects, and you will leave with a more concrete idea or plan on how to get started!

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  • Preparing for your Degree Show is a programme of FREE events and workshops (1-28 February 2011) giving you the essential tools to plan a successful degree show. The programme is specifically designed to help final-year students get ready for their degree show, although it is open to all UAL students and graduates. There are almost 30 free events on funding, sponsorship, networking, self-promotion, getting press, pricing your work and much more.
  • Why plan? You have already worked so hard! Take a break and things will work out on its own…? No! Remember Murphy’s Law. Project planning Project planning is the process of deciding what is required to complete a project. Its objectives are; to enable achievement of the project objectives with the most efficient use of resources (and/or at least cost and in the shortest time); to enable others to work towards the same objectives; and to plan for the unexpected / mitigate the consequences! I will introduce to you the work breakdown structure today and followed by an interactive exercise, so get ready to participate! In developing a coherent project plan it is important to consider how it will be presented to others, so that it will be understood clearly and so that a programme of work and associated schedules can be developed from it. © 2005-2006 The Open University
  • After setting your goals… 2. Review your goals regularly - at least weekly. 3.  Make your goals visual and visible - use pictures placed around the house / office to remind you what you want to achieve and write your goals on a small index card that you can keep in your wallet / pocket. 4.  Break down all your key goals into bite sized chunks / small baby steps using last week's exercise. 5.  Tell other people about your goals - it increases your commitment to achieving them (!) and develops a support system, ask for their input and ideas (2 heads are better than 1). 6.  Find other people who have already achieved your goal and ask how they have done it. Feel free to replicate the things they did that worked. It will speed up the process! 7.  Do something EVERY day towards achieving your goal - however small. 8.  Ask yourself powerful questions - 'What can I do differently?' 'What should I do more of that is working?' 'What should I stop doing that isn't working?' 'Who can I talk to that has done this before?' 'What one action can I take today that will move me closer to my goal?'
  • Decide how you wish to communicate (meetings/emails/blogs/facebook, etc)
  • Work breakdown structure or WBS can be used to divide a project or a group of tasks into discrete activities that are logically related essential not duplicated not redundant. These factors can be useful as a checklist, when designing a WBS. Ask yourself if the task meets each of the factors before deciding if it is required. The WBS should identify every activity that will receive an authorised budget . The smallest WBS activity that is worth recording will depend on the size of the project. If a project's activity level is the lowest level of estimating and control, it is also the lowest level of breakdown for planning. © 2005-2006 The Open University
  • Hands-on exercise: 20min Think of all the various steps required to put up a show and arrange them in order! (use flipchart and post-it notes) NESTA worksheets exercise: 20min
  • The execution of any plan will require resources: people location (H&S) equipment materials time money (which is the means of acquiring most of the other resources). In some simple plans it will be relatively easy to see where resources will be needed to complete the activities within the planned timescales. In more complex plans, when it is difficult to see precisely what will be required, a disciplined and methodical approach should be used. © 2005-2006 The Open University
  • Progressing the project plan involves: Activity monitoring involves progress chasing which is the managerial equivalent of 'nagging'. The project leader nags the project manager who nags the team leaders who in their turn nag the team members. One generally acceptable form of progress chasing is to ask each team member to help to update the progress chart. The progress chart should have a public (team-wide) circulation and accurately reflect the status of each activity , it should contain and a statement about the degree or percentage of completion of each activity. Just what constitutes an activity varies greatly with the size of the project. However, activities can be split into two categories: events or milestones. Slippage control Projects seldom decline catastrophically; rather they slip one month at a time or even a day at a time. When they slip they are more difficult to manage. The reality is that a little slippage is tolerable in one part of a project but several small slippages can prove to be overwhelming if allowed to go unreported. Someone/anyone/everyone syndrome © 2005-2006 The Open University
  • Contingency planning Even successful projects experience slippages; however they recover because they have contingencies (back up programmes) in place for when the slippages become unmanageable. Contingency planning should extend across all functional aspects of a project. The project team needs to ask 'what if?' questions to identify where it is needed. © 2005-2006 The Open University
  • Once a project has been completed the review process can begin. The next step is to begin reflecting on what went right, what went wrong and what were the surprises. 'What went right?' and 'what went wrong?' are answered broadly by considering the performance, cost, quality and time goals. The actual outcomes vs. the project definition target outcomes indicate how well the project was managed. But this will only give a broad indication. It is worthwhile looking at things in more detail.
  • [PDS] Planning your Show

    1. 1. Planning your Show 3.00-4.30pm, Mon 14 February Pei-Chin Tay Enterprise Officer ECCA
    2. 2. info@ecca-london.org / www.ecca-london.org Why plan? vs
    3. 3. info@ecca-london.org / www.ecca-london.org Be SMART
    4. 4. info@ecca-london.org / www.ecca-london.org Tools <ul><li>Project planning tools: </li></ul><ul><li>Microsoft project </li></ul><ul><li>Excel spreadsheet </li></ul><ul><li>Post-it notes </li></ul><ul><li>Napkins </li></ul><ul><li>Whatever! </li></ul>
    5. 5. info@ecca-london.org / www.ecca-london.org WPS Work Breakdown Structure
    6. 6. info@ecca-london.org / www.ecca-london.org Get cracking
    7. 8. info@ecca-london.org / www.ecca-london.org Resource planning <ul><li>people </li></ul><ul><li>location </li></ul><ul><li>equipment </li></ul><ul><li>materials </li></ul><ul><li>time </li></ul><ul><li>money </li></ul>
    8. 9. info@ecca-london.org / www.ecca-london.org Controlling Activity monitoring Slippage control
    9. 10. There were once four members of a project team: Everyone , Someone , Anyone and No-one Like all projects there are some important tasks to do, Everyone was really busy and was sure that Someone had more time to do most of these tasks , but Someone thought Anyone could do them. However Anyone couldn't do them , and so unless Anyone made Someone realise that Someone was the best person to do those jobs, Everyone ended up allocating the jobs to No-one . Sadly No-one wasn't very good at getting these jobs done, so the result was a disaster, which impacted Everyone . Everyone ended up angry with Someone , because Everyone knew that Someone could do the jobs better better than No-one . So, which one do you want to be?
    10. 11. info@ecca-london.org / www.ecca-london.org Controlling Activity monitoring Slippage control Contingency planning
    11. 12. info@ecca-london.org / www.ecca-london.org Reviewing 'What went right?‘ 'what went wrong?'
    12. 13. Get in touch! Marie Milligan Enterprise Officer (CCW) [email_address] info@ecca-london.org / www.ecca-london.org Pei-Chin Tay Enterprise Officer (LCC & CSM) [email_address]