The document discusses effective project management techniques for creating new museum exhibits, covering pre-planning, team roles, and communication strategies. It emphasizes the importance of collaboration between clients and consultants, risk assessment, and maintaining a structured approval process during design phases. Common challenges are highlighted, including conflict management and change processes, along with suggestions for refining project management practices.

1. Managing Creativity: Working with Your Consultant (or Your Client) to Create Great New Exhibits Chair: Kyra Bowling, Academy Studios, Inc. Panel: Claudia Lewis, Brooker Creek Preserve and Environmental Education Center and Susan Steele, The Henry Ford Sunday, May 9 3:45 to 5:00 p.m.

2. Many factors influence an exhibition project. How can a Project Manager help balance these? Introduction

3. Managing Creativity creativity input ideas design buzz process communication schedule deliverables budget Balance The Project Manager How to achieve How to measure and track

4. Don’t exhibit projects manage themselves? Couldn’t our staff just take this on? Or, we’ll hire consultants. They’ll make it all happen. Opening day? Oh, that’s so far away. Tough decisions? Don’t stakeholders always agree? Introduction Common Project Misconceptions and Pitfalls:

5. Introduction So is there really a need for Project Management?

6. And a shared project management model can further: clarify, facilitate and maximize everyone’s project efforts mitigate risk and streamline the project process reduce inefficiencies of project time/costs/ resources Introduction Yes – Project Management Can Help!

7. Project Pre-planning and Start-Up Exercises The Launch The Work Project Close-out Common Challenges Introduction The PM Model’s Focus Areas:

8. Project Pre-Planning A project is a temporary endeavor undertaken to create a unique product or service* *A Guide to the Project Management Body of Knowledge 2000 Edition What Is a Project?

9. Project Pre-Planning What is pre-planning? Deciding on how much you can do vs. what a consultant can do Be realistic (re: time, money, expertise) Tools you can use

10. Project Pre-Planning The Project Brief Identify the experience, how it fits your mission and the internal team Identify experience expectations, general look and feel, scope and location within your facility Identify the effect this experience will have on your daily operations

11. Project Pre-Planning Criteria for Evaluating Potential Consultants A list of criteria helps you judge all potential consultants with an apples to apples comparison Addresses: Prior experience Ability to think creatively Familiarity with the topic Ability to articulate a clear process Ability to work collaboratively with a client

12. Project Pre-Planning What the Client Needs to Do Before the Consultant Walks in the Door Clearly define your own process/internal team/ define roles Clearly define internal review process Internal resources to be devoted to the project

13. Project Pre-Planning Risk Assessment Not something non-profits generally think about May be helpful to think about for your projects Three steps: Identify, Analyze, Respond

14. The Launch Most Critical Things to Do at the Beginning of a Project From client’s perspective Identify key players Identify process and deliverables From consultant’s perspective Confirm scope Confirm client’s expectations Identify biggest fears on each side

15. The Launch Front-End Project Exercises Typically done at first on-site meeting Helps to confirm scope and expectations Should help identify potential challenges/ assumptions

16. The Launch Front-End Project Exercises SWOT Analysis – Strengths, Weaknesses, Opportunities, Threats (Challenges) Balancing Act – Assigning percentages to category pairs (i.e. children vs. adult for audience; addresses controversy or avoids controversy for approach)

17. The Launch Front-End Project Exercises – Activity Diagram

18. The Launch Front-End Project Exercises A Few of Your Favorite Things Favorite or least favorite museum experience Favorite or least favorite topic experience

19. The Work Schedule Staff Communication Strategies Progress Assessment The key aspects of making ideas a reality are:

20. 10 to 14 months as follows: 10 months for formal design 1-4 additional months for reviews, pre-planning as needed, evaluation, design or budget reconciliation, contingency time, etc. The Work The Optimal Schedule

21. The Work Optimal Staffing Plan Client side: Project manager Content development/curatorial staff Institutional review team Focus group(s) Consultant side: Project manager Design team Content team

22. The Work Communication Model Workshop (every six weeks) Weekly conference calls/video conferencing Point person communications Communication documentation Client feedback documentation

23. The Work Assessing Project Progress: Design and Budget What will the Consultant deliver? Is the design effort progressing appropriately? Is the exhibit design still on budget goal? What will the Client approval process entail?

24. The Work Guidelines for Approval Process The process includes the following phrases: Pre-design preparation Schematic design approval Design development approval Final design approval Project close-out/certificate of completion

25. Road map with agreed-upon exhibition criteria. Should include four groups of goals. The Work Pre-Design Preparation

27. The Work Schematic Design, Design Development and Final Design These phases require approvals of the following: Content 3D Design Graphic Design Budget

28. Content Messages Stories Lists Delivery Methods Objects Images Artwork Footage Graphics Footage Interactives Objects AV Images

29. 3D Design Main Exhibits Secondary Exhibits Look & Feel Materials Locations Flow Patterns

30. Graphics Look & Feel Art, Color, Font, Materials Families Number & Sizes

31. Budget Total By Exhibit By Line Item Sources Contingencies Value Engineering

32. As work progresses through the three design phases, the content, graphics, 3D design and budget elements are defined, refined or added. Elements may be deleted as the work progresses when value engineering is needed or when contingencies are eliminated toward the end. The Work Schematic Design, Design Development and Final Design

33. Review and approval of every document One complete set of hard-copy materials archived The Work Project Close-Out/Certificate of Completion

34. Common Challenges Managing Conflict The “soft” side of project management Don’t let the problem linger How to address the issue Examples: What worked/what didn’t

35. Common Challenges Managing Change Identify a change process at the beginning of a project Understand the impact of a change: on the experience, on the schedule, on the budget Document all changes in writing

36. Collect input from museum professionals to refine existing model Develop additional sub-models for fast-track efforts, for the exhibit fabrication process, etc. Develop a PM standards/”spec” manual for public use Develop a PM “advice” Web site and support network (3rd party assessment services too) Conclusions

37. Thank You! Chair: Kyra Bowling, Academy Studios, Inc. Panel: Claudia Lewis, Brooker Creek Preserve and Environmental Education Center and Susan Steele, The Henry Ford