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Project management

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Dives into the tools that I use every day such as time management, risk assessment, budgeting and more!

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Project management

  1. 1. Project Management Don’t Let Your Project Manage You
  2. 2. Heather Marie Wells - Digital Media Project Manager Crystal Bridges Museum of American Art @hmwells; HeatherMarie.Wells@CrystalBridges.org
  3. 3. What is a Project? Work of a unique occasion for a unique outcome VS Operations which are ongoing, repetitive, and sustain an organization
  4. 4. Production Constraints • Costs • Schedule • Scope
  5. 5. Renovations Staff Changes Fundraising Events Guided Tours Software Membership Drives Exhibitions Research Disaster Response Programs Construction Audio Tours Collection LoansPolicy Equipment
  6. 6. Success or Failure • Aspects of successful/unsuccessful projects • Why were they successful/unsuccessful? • What were the consequences?
  7. 7. Challenges • Project Design • Working with a Team • Ongoing Management • Dealing with Risk & Change
  8. 8. Categories of Projects • Uncertainty • Complexity • Pace
  9. 9. Project Lifecycle • Initiation • Planning • Execution • Closure
  10. 10. Define Scope & Objectives • Defining Scope • What you will and won’t do • Gets everyone on same page • Reduce/Avoid Scope Creep • Defining Objectives • What to achieve • How will it be achieved • What is success or Failure
  11. 11. Define Objectives - SMART • Specific - clearly defined with completion criteria • Measurable - so you know when its been achieved • Achievable - within current environment and with skills available • Realistic - you aren’t trying to do the impossible • Timebound - there is a deadline
  12. 12. Refine Scope & Objectives • High, medium, low prioritization • Discuss as a group to make sure everyone is assessing the same way • MoSCow • Must Have - absolutely essential to success • Should Have - if at all possible • Could Have - if it does not affect overall delivery and cost • Would Like - but won’t have time
  13. 13. Stakeholders • institutions or people who have an interest or role in a project or who are impacted by it. • Can be internal or external • Caution - Stakeholders can have conflicts
  14. 14. Project Planning • Work Breakdown Structure - a hierarchical list of all the work required to complete a project • Deliverables - outcomes of the project • Milestones - key events that signify the completion of phases of a project
  15. 15. Project Planning - Gantt Charts
  16. 16. Budgeting Categories • Cost per time unit - namely staff time • Cost per use - venues, cleaning services etc • Cost per material consumption
  17. 17. Project Team
  18. 18. Assign Responsibilities
  19. 19. Managing Risk • Goal - Identify potential threats and have responses r • What could go wrong and what would we do about it?
  20. 20. Risk Scoring
  21. 21. Dealing with Risk• Risk avoidance - it could rain the event will be Indoors. • Risk Reduction - It could rain so we have an alternate location • Risk protection - We’re concerned about tornados we get insurance • Risk Management - we’re writing a detailed plan for response and will have written agreements with vendors, etc to follow it • Risk Transfer - the tornado demolished parts of the building; we’ve turned the situation over to
  22. 22. Critical Path Method • Some tasks are parallel • Some tasks are dependent • Some tasks can float - delayed without causing changes to overall duration of project The Critical Path is the longest set of activities that have to be completed on time if a project is to finish on time.
  23. 23. Critical Path Method
  24. 24. Kick-Off • Remind everyone the scope and objectives • Give an overview of stakeholders • Go over Critical Risks • Go over budget • Walk through Work Breakdown structure, deliverables, Milestones, Gantt Chart, RACI • Define communication and monitoring plans
  25. 25. Monitor • Tracking progress and Expenses against the Plan • Gantt Chart • Budget template has actual intermediate and actual final tabs • Review Risk log - have probability/impacts changed • Intervene when Necessary
  26. 26. Variance Response • Do nothing if its acceptable • Take corrective action • Use of slack time • Remove/reduce contingencies from estimates • Re-evaluate the dependencies of activities, modify Gantt chart • Increase resources (Budget, staff) • Negotiate longer timescales • Make use of available activity floats • Re-evaluate scope of project • Possibly cancel project
  27. 27. Issues vs Risks • Issues and Risks are often confused • Its common to have a log for both • Issues may emerge from risks that have become real • Issues can emerge without being foreseen as risks • Assess issues based on: • what aspects of the project are affected • effect on schedules, costs, and resources • possible solutions and their impact of the project
  28. 28. Project Meetings • Formal meetings • 1:1 meetings with team members • Progress meetings - short check-ins or reviews • Ad-hoc meetings - often to address a specific issue • Stakeholder meetings • I try to avoid hallway meetings
  29. 29. Earned Value Analysis • Earned Value is the budget cost of activities that have actually been performed at a certain date • The difference between earned value and budget costs is Scheduled Variance • The difference between the earned value and actual costs at a certain date is Cost Variance
  30. 30. Calculate Earned Value Measures • Budgeted Cost of the Work Scheduled (BCWS) (or Planned Value) • Budgeted Cost of the Work Performed (BCWP) (or Earned Value) • Actual Cost of the Work Performed (ACWP)
  31. 31. Calculate Schedule & Cost Variance BCWS = 430; BCWP = 365; ACWP = 450 • Schedule Variance is BCWP - BCWS • 365 - 430 = -65 • Cost Variance is BCWP - ACWP • 365 - 450 = -85
  32. 32. Calculate Schedule & Cost Variance • Schedule Performance Index (SPI) = BCWP/BCWS • Cost Performance Index (CPI) = BCWP/ACWP • SPI = 365/430 = .85; CPI = 365/450 = .81 • For SPI and CPI 1 means on schedule or Budget • For SPI and CPI >1 Means behind schedule or over budget • Cost Schedule Index (CSI) = SPI x CPI • .85 x .81 = .69 • The more CSI is below 1 the hard it will be to recover the project
  33. 33. Closing a Project • Have a checklist • Archive files • Prepare manuals and trainings - if necessary • Pay final expenses • Dispose of leftover materials • Evaluate the team - reward them • Evaluate project LEARN!
  34. 34. Thanks for Coming! Heather Marie Wells - Digital Media Specialist Crystal Bridges Museum of American Art @hmwells; HeatherMarie.Wells@CrystalBridges.org

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