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Management? But I’m an
Historian
Sharon M. Leon
Roy Rosenzweig Center for History and New Media
sharonmleon@gmail.com
@sle...
Overview
• Outline:
– Why Project Management
– Resource Assessment
– Project Proposals (Necessary Fictions)
– Launching a ...
Introductions:
Everyday vs. Special Projects
• Existing management responsibilities?
• Existing project ideas?
– Rescuing ...
Project Manager as Leader
• Project Manager offers
– Clear Communication
– Motivation
– Oversight
– Accountability
– Clean...
Resource Assessment: Staff
• Are we getting the most out of the people we
work with?
– Existing skills
– Hard won experien...
Resource Assessment: Infrastructure
• Physical Space
– Individual workspaces
– Collaborative areas
– Whiteboards

• Hardwa...
Resource Assessment: Partners
• Collaborators
– Full partners who contribute to through the
lifecycle of the project
– Con...
Resource Assessment: Time
• Pilot projects and Estimating
– Survey of the full scope of the work
– Selection of a portion ...
Project Proposals (Necessary Fictions)
• Needs, Outcomes, Deliverables
– Standards in the field/Requirements

•
•
•
•
•
•
...
Launching a Project
• Project Charters
– Needs, deliverables, outcomes
– Staff: key roles and responsibilities
– Schedule ...
Functional Work Plans
• Anticipating roadblocks (and removing them)
• Using Project Management Software
– Overview of the ...
Personnel
• Shared Communication Norms
– Email, IM, etc.
– Overlap Hours

• Meeting Procedures
– Size and frequency
– Agen...
Reporting
• External Stakeholders
– Deliver on time and on budget
– Use is one of the best metrics of success

• Internal ...
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Management? But I'm an Historian

  1. 1. Management? But I’m an Historian Sharon M. Leon Roy Rosenzweig Center for History and New Media sharonmleon@gmail.com @sleonchnm January 2, 2014
  2. 2. Overview • Outline: – Why Project Management – Resource Assessment – Project Proposals (Necessary Fictions) – Launching a Project – Personnel – Functional Work Plans – Reporting and Wrapping up a project
  3. 3. Introductions: Everyday vs. Special Projects • Existing management responsibilities? • Existing project ideas? – Rescuing or Hatching? • Failed Projects: Why?
  4. 4. Project Manager as Leader • Project Manager offers – Clear Communication – Motivation – Oversight – Accountability – Clean-up All of this requires trust and cooperation.
  5. 5. 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
  6. 6. Resource Assessment: Infrastructure • Physical Space – Individual workspaces – Collaborative areas – Whiteboards • Hardware access (computers, servers) – IT staff and support
  7. 7. 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)
  8. 8. 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
  9. 9. Project Proposals (Necessary Fictions) • Needs, Outcomes, Deliverables – Standards in the field/Requirements • • • • • • Schedule Staffing Budget Advisory Boards, Consultation Evaluation Outreach and Publicity
  10. 10. 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?)
  11. 11. 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
  12. 12. 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
  13. 13. 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?

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