Project management
•Download as PPTX, PDF•
0 likes•289 views
Dives into the tools that I use every day such as time management, risk assessment, budgeting and more!
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Project management
Similar to Project management (20)
More from Heather Marie Wells
More from Heather Marie Wells (17)
Recently uploaded
Recently uploaded (20)
Project management
- 1. Project Management Don’t Let Your Project Manage You
- 2. Heather Marie Wells - Digital Media Project Manager Crystal Bridges Museum of American Art @hmwells; HeatherMarie.Wells@CrystalBridges.org
- 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. Production Constraints • Costs • Schedule • Scope
- 5. Renovations Staff Changes Fundraising Events Guided Tours Software Membership Drives Exhibitions Research Disaster Response Programs Construction Audio Tours Collection LoansPolicy Equipment
- 6. Success or Failure • Aspects of successful/unsuccessful projects • Why were they successful/unsuccessful? • What were the consequences?
- 7. Challenges • Project Design • Working with a Team • Ongoing Management • Dealing with Risk & Change
- 8. Categories of Projects • Uncertainty • Complexity • Pace
- 9. Project Lifecycle • Initiation • Planning • Execution • Closure
- 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. 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. 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. 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. 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. Project Planning - Gantt Charts
- 16. Budgeting Categories • Cost per time unit - namely staff time • Cost per use - venues, cleaning services etc • Cost per material consumption
- 17. Project Team
- 19. Managing Risk • Goal - Identify potential threats and have responses r • What could go wrong and what would we do about it?
- 20. Risk Scoring
- 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. 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.
- 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Thanks for Coming! Heather Marie Wells - Digital Media Specialist Crystal Bridges Museum of American Art @hmwells; HeatherMarie.Wells@CrystalBridges.org
Editor's Notes
- What were you hoping to cover or learn today?
- what projects can you think of?
- Uncertainty: How much can we predict future events? A great level of uncertainty means that we cannot make good predictions on what could happen. Different projects present different levels of uncertainty, and project execution can be seen as a process aimed at uncertainty reduction. Complexity: Project complexity depends on the scope, number and variety of elements and the interconnection among them in the project. But it also depends on the complexity of the organisation and the connections among its parts. Complexity will determine the organisation and the process, as well as the formality with which the project will be managed. Pace: The third dimension for distinction among projects involves the urgency and criticality of time goals. The same goal with different time constraints may require different project structures and different management attention.
- And then there are important steps along the way. So among initiation and planning you define the project. Between planning and executing the project plans are approved. Between execution and closure all the deliverables are completed. And with closure comes project review.
- So one way of defining objectives is the SMART principle.
- Is my definition of high your definition of low? You have to be careful with MoSCow as someone could grade all their requirements as must have in order to get them included. So you need an overall agreement on objectives and their priority.
- A customer may want a better product, but a shareholder may want more profits and those two desires often can conflict. The tricky part with stakeholders is that you can underestimate their interest level and sometimes their power level causing your approach to handling them to be off.
- I’ll be sharing these templates with you
- Gantt charts show you how activities in your project flow. Are the sequential or parallel. One of the google docs I’ll be sharing with you is an excel Gantt chart. There are a number places to get Gantt charts Asana, Instagantt, Zoho, Wrike, Casual, Smartsheet, and Microsoft Project to name a few.
- In my experience the one that most people neglect is budgeting is staff time. Using your Gantt chart which has all your activities laid out can help you make sure you have included everything in your budget. Again, I’m going to share a template with you.
- Most of us will be creating teams from the current staff, volunteers we work with. But in some cases you may get to hire new staff or hire vendors. When putting together a team studies show that you shouldn’t just look at skill sets you should also look a personalities because it does impact team effectivess. Belbin theorized there are 9 roles as part of a project team. This does not mean you need 9 people. In some cases one person may be filling multiple roles or roles can rotate on and off the project.
- We use the RACI matrix. Explain the abbreviation. And there will be a template for this.
- Risk assessment is something that I find museums don’t talk a lot about when managing their projects. If threats is too scary think of it as what might go wrong.
- Risks are scored based on probability and impact. And some risks have to monitored over time. Such as weather for an outdoor event.
- There are 5 common ways to deal with risk. So with the example of weather.
- So understanding the critical path of your project helps you see what tasks float and what tasks cannot - thus giving you clearer picture of potential impacts to the schedule
- So understanding the critical path of your project helps you see what tasks float and what tasks cannot - thus giving you clearer picture of potential impacts to the schedule; It also helps determine early start and finish dates as well as late start and finish dates
- At this point you basically go over everything you’ve planned thus far. But then also go over communications, how will everyone be kept informed, emails regularly schedule meetings, etc.
- So you have to know did tasks start and finish on time, did it cost as much as we thought it would. This data can be obtained through meetings, forms/templates, or personal check-ins. I like to track progress through the Gantt chart
- When a difference between what was planned and the actual happens you will need to respond.
- Keeping a log of issues, how it was handled, the impact on the project helps with future projects
- Always have clear purpose and focus - It’s good to cover current status of project, timelines, budget, deliverables, issues, and review your risks. Send agenda out a few days before ask if anyone needs to update the agenda. Send meeting notes out after the meeting.
- Keeping a log of issues, how it was handled, the impact on the project helps with future projects
- The BCWS is the sum of budget costs planned to be done at date. In this case 180+100+150=430. The BCWP is budget costs of what has actually been done. So 180x100% + 100x80% +150x70%+0=365 The ACWP is how much has actually been spent at given time. so 200+100+150=450.
- Schedule variance is comparing the amount of work performed during a given time period with what was schedule to be performed. A negative variance means the project is behind schedule. Cost variance compares budgeted cost fo work performed with actual costs at that moment. A negative means the project is over budget.
- The cost schedule index measures the overall efficiency of the project.
- Keeping a log of issues, how it was handled, the impact on the project helps with future projects