Be very clear about the issue or problem you want to address Consider what the background is: How have things got to where they are now? Why are you interested in this issue? What do stakeholders say? Is this something you can change?
Don’t be vague. What is the purpose of your project? Identify clear outcomes that can be achieved, measured and reported against.
SMART acronym is one way of helping you to identify your objectives and how you are going to meet them.
What do you need to put in place to make the project successful? Who are you going to have on your side? Are there champions who can help and support you? What are the potential barriers and how are you going to overcome them? How are you going to achieve buy-in from those involved?
All this amounts to working with people so that they feel part ownership of the project/change Involve people at all stages of the project Do you need a steering group or team to help you plan and implement the project? Consider how you will influence all around you, including those who have power to make or break the project How will you sell the project? Keep people informed at all times about the progress of the project Be transparent Monitor the progress of the project at all times and step in if/when difficulties with people arise Provide education if required Make sure people are supported to achieve their tasks/outcomes https://www.youtube.com/watch?v=jfjcMfAP9Fs
What are the risks to the project/ Common risks are: Lack of stakeholder engagement Project overruns its time frame Project runs out of money
May need to maintain a risk register which is a document where you identify risks and the strategies that you are going to use to overcome the risks. Risks need ongoing monitoring so that you manage them successfully and they do not blow up so big that the project cannot be completed.
Break down the project into elements and work out what is needed to be done in each element. This will help you work out what your time line will be. Don’t be too optimistic about time lines – project often take longer than you think they will. Tools like a gannt chart can be useful for helping you work out how much time you will need.
What resources will you need? Will you need financial help? If so, what is your budget? How are you going to raise funds? How will you monitor payments, both to you and from you? Don’t forget that people and time are resources too.
Very important! Decide your evaluation strategy when you plan your project
The reason it is important to make the project objectives/outcomes measureable , is because it then becomes easier to data on which to build your evaluation. Evaluation can use both qualitative and quantitative data, and is probably best to use a mix of both.
Managing projects to enable change
Midwifery Adviser, Australian College of Midwives, 2016
What we’re going to talk about today
•Things to think about when leading a
•How to bring about the change that is
needed to make projects successful
•How to evaluate the success of a project
•Specific – target a specific area for improvement
•Measurable – quantify or at least suggest an indicator
•Assignable – specify who will do it
•Realistic – state what results can realistically be
achieved, given available resources
•Time-related – specify when the result(s) can be
Use SMART to
plan how to
make a cup of
•Change is a process that can be enabled, not managed
•You need to believe that you can make change
•Provide inspiration to people to change
•Try, try and try again
•Change occurs when a person believes there is an need
•Change happens at an emotional, not an intellectual level
•Resistance to change is a predictable reaction
•Change doesn’t happen all at once
•People need to be rewarded when they make efforts to change
• You work on a post natal ward and you believe staff
morale is low, so you decide that you would like to
implement a monthly staff morning tea. Using your
project plan template, plan how you will implement this
initiative. Don’t forget to consider issues such as stakeholders, funding,
barriers and evaluation.
• Stakeholders include:
• Sister May, ward manager who is concerned about workload
• Mr Tom, manages funding for the ward and HR
• Lelia, new graduate midwife
• Rosie, midwife who works permanent night duty
• Dr Rani, who is a diabetic
• Fred, ward cleaner