A presentation on project management principles and use in instructional design and how the project management phases and activities sync with the ADDIE Model. Presentation given by Kim Mckee and Kimberly Klotz at the Teaching with Technology Conference at UAMS.

1. PROJECT MANAGEMENT FOR
INSTRUCTIONAL DESIGNERS
A Pocket Guide for Project Management
Presented by:
Kimberly McKee and Kimberly Klotz, University of Central Arkansas
Instructional Technology Graduate Program

2. Kimberly Klotz
(kklotz@uca.edu)





Bachelor of Arts ‘06 (Art, Journalism)
Master of Science ‘13 (Instructional
Technology/Distance Education)
7 years of design/marketing experience in
higher education
48 hours of Project Management
professional development
Employed in the Division of Outreach and
Community Engagement, University of
Central Arkansas

3. Kimberly McKee
(kmckee@uca.edu)






Bachelor of Arts (English, Writing, Journalism)
Master of Science ‘13 (Instructional
Technology/Distance Education Emphasis)
17 years of technical writing experience for a
technology company
Grant writing contractor
48 hours of Project Management professional
development
Employed in the Division of Outreach and
Community Engagement, University of Central
Arkansas

4. What is Project Management?
Like a Map, a project
management plan helps get
you where you want to be.
Applying Project Management principles
increases the success of a project.

The application of knowledge, skills, tools and
techniques to project activities to meet the
project requirements. (PMI)

5. What is a project?

HAS A GOAL
Achieves the purposes and goals of an organization,
institution or business

GOALS DEFINED BY STAKEHOLDERS
Purpose and goals are defined by stakeholders

INCREASE ORGANIZATIONAL EFFECTIVENESS AND/OR
EFFICIENCY
(such as incorporating new technologies and updating/
improving processes)

NOT PART OF DAILY TASKS
Major activities outside the normal work of an
organization’s department or functional units or major
activities that cross functional boundaries

6. Project Characteristics

TEMPORARY
Projects have a defined beginning and end.
(Even if they don’t feel like they will ever
end!)

MAKES SOMETHING!
Creates a product, service or result that is
unique

7. Who can manage a project?
So, who gets to drive the car?




Outside contractors
Internal group in a Project Management Office (PMO)
Internal team
Instructional Designer

8. Core Competencies
of the Project Manager

9. Key Skills of the Project Manager
A Project Manager is
goal directed and milestone oriented!

Develops a plan to meet project goals

Monitors plan to ensure project stays on track

Energizes the team around the success of the project

Maintains organization

Establishes priorities

Communicates clear goals and expectations
Photo by Patrick Hajzler

11. Project Management and ADDIE Instructional Design Model

12. PHASE 1

13. PHASE 1
Project Management: Initiate
ADDIE: Analyze
 Recognizes a project or the next phase of an
existing project
 Recognizes that resources should be
committed to the project
Activities:
1. Conduct Needs Analysis
2. Develop Project Charter
3. Identify and Document Stakeholders

14. Needs Analysis




Feasibility study to
determine performance
gaps at the individual and
business levels
Presents alternatives and
possible solutions
Prepared by the designer,
team, outside agency
Approved by leadership

15. Conducting a Needs Analysis
WHY?
Answers Who, What, When, Where, Why,
How questions
Locates the root cause of the
performance gap
Compares what is expected to what is
actually achieved
Understand the
learner (job experiences, motivation,
aptitude, learning style, etc.)
HOW?

Conduct a survey

Walk thru current processes

Talk to customers, if possible and
needed

Review previous training efforts

Review sales records and customer
feedback forums

Conduct interviews

Facilitate focus groups

Facilitate workshop sessions

Conduct group brainstorming

Observations

Prototype – working model to obtain
feedback before proceeding with
project

16. Project Charter
Before we take a trip and plan our
route, do we really need to go?







Provides structure to the Project Plan
Justifies the project
Documents the need being addressed
Includes a description of the project
Documents proposed result of the project
Includes input from stakeholders
Leadership responsible for obtaining sign-off by the
project sponsor (person financing the project), senior
management, stakeholders

17. Stakeholders
Find out who is riding
in the car with you and
paying for your gas.

Includes practitioners or groups of people with
specialized knowledge or skills in a particular area

Interests should be considered throughout the
project

18. PHASE 2

19. Phase 2
Project Management: Plan
ADDIE: Design


40% of time allocated to complete the project should
be spent in planning
Size and complexity of project determines the
processes to be included
Activities:
1.
Instructional Design Document
2.
Project Management Plan
3.
Components of Project Management Plan
4.
Project Scope Statement
5.
Work Breakdown Structure (WBS)

20. Step 3: Instructional
Design Document


Outlines the framework of the instructional plan
Provides high-level overview of the product content
and how it will be treated

Enables stakeholders to validate the program’s
objectives, architecture, content and concepts
before development

Identifies learning strategies (learning styles and
adult learning principles)

21. Step 4: Project Management Plan



Components of Plan
Overall approach used to
plan and manage a project  Project Scope Statement
 Cost and Budget
 Work Breakdown Structure (WBS)
Consists of subsidiary
 Schedule Management
plans that detail how
 Issues Management
specific areas of the
 Change Management
project will be managed
 Quality Management
 Human Resource Management
 Procurement Management
Documents cost, time,
 Risk Management
quality, risk, and
resources to complete the  Communications Plan
project

22. Project Scope Statement
Define deliverables.
Be sure to include cost and time as well.
Lastly, get everyone on the same page.


Documents initial planning efforts for the project
Used to reach agreement among managers,
stakeholders and teams before resources are allocated

23. Work Breakdown Structure (WBS)
Who is the driver?
The navigator? Who pumps the gas?



Comprehensive review of the project scope
Subdivides major project deliverables and project work into
smaller, more management components called work packages
The lowest level tasks should have durations between 2 and 22
days and effort should not take more than one person more
than one week to complete

24. Cost and Budget
So, how much is this going to cost?
Cost of the resources needed to complete project activities

25. Schedule Management

Analyzing activity sequences, duration, resource
requirements and schedule constraints to create the
project schedule

Approved schedule becomes the baseline for the
remainder of the project

Project progress is monitored and tracked against the
baseline, which determines if the project is on track

26. Issues Management
Houston, we have a problem.
Okay let’s solve it. And then record it.

A log to document the issue, the owner,
resolution and status

27. Change Management
Sometimes,
we have to
take detours
Deviations from the project management plan

28. Quality Management
What quality is acceptable?
How do we make sure that we meet
the standards set?


Identifies the quality standards adopted for the project
Describes how the quality will be implemented and managed

29. Human Resource Management


Process for organizing and
managing the team
Size of team influenced by
duration of the project

30. Procurement Management


Process of documenting project purchasing decisions, specifying the
approach and identifying potential sellers.
Identifies project needs that must be met by purchasing products,
services or results outside the organization

31. Risk Management Plan
Dealing with the unexpected.

Processes necessary to
increase the probability and
impact of positive events and
decrease probability and
impact of negative events

32. Communication Plan


Processes required to ensure timely and appropriate
collection, retrieval and dissemination of project
information
Ensures that stakeholder needs are met

33. PHASE 3

34. PHASE 3
ADDIE: Develop and Implement
Project Management: Execute


Design document is moved to development
Communication is key to the success of the project
Activities:
1.
Preview instructional product
2.
Validate instructional product
3.
Deliver instructional product

35. Communication Elements






Create a positive
environment
Know your audience
Project credibility
Listen
Awareness of verbal
and nonverbal
Response to
feedback

36. Communication Barriers

Perceptions
(How individuals make sense of information)

Beliefs
(True/false or probable/improbable)

Attitudes
(Positive/negative responses)

Values
(Good/bad or preferred/rejected)

Noise
(Internal/external disruption to the communication
process)

37. Validating Product
Content
 Was learning content relevant to
the tasks to be performed?
Process
 Did the presentation method
help you learn the content?
Materials
 Were the manuals, job aids, etc.,
adequate, useful and applicable?

38. PHASE 4

39. PHASE 4
ADDIE: Evaluate
Project Management: Close





Ensure that your customer is content with the project deliverables
Obtain sign off by customer that project is complete
Hold a “lessons learned” meeting with project team and
appropriate stakeholders
Create a Final Report
Celebrate success

40. Project Management Institute (PMI)
www.pmi.org
PMI is one of the world’s largest not-for-profit
membership associations for the Project Management
profession, with more than 650,000 members and
credential holders in more than 185 countries.
PMI Offers Two Certification Levels:
Project Management Professional (PMP)
Certified Associate in Project
Management (CAPM) – Entry Level
Certification

41. Project Management
Certification Requirements
Project Management
Professional (PMP)
1.
2.
3.
4.
5.
Bachelor’s degree
3 years of Project Management
experience
4500 hours of leading projects
35 hours of Project Management
education
2.
3.
4.
5.
1.
2.
3.
High school degree
5 years of Project Management
experience
7500 hours of leading projects
35 hours of Project Management
education
Pass the test
High school diploma or
equivalent
1500 hours of Project
Management experience
Pass the test
OR
Pass the test
OR
1.
Certified Associate
in Project Management (CAPM)
1.
2.
3.
High school diploma or
equivalent
23 hours of Project Management
instruction
Pass the test

42. Project Management Tools
Desktop
Microsoft Project
Sales Force
Free - Open-Source
ProjectPier
Redmine
Web-Based
Wrike
Podio
Team Box
Pivital Tracker
Open workbench – free
Plan box
Basecamp
Projectmanager.com
Zoho
Fengoffice.com

43. Questions?
Thank you.
Download the presentation at
uca.edu/outreach or email us.
Kimberly Mckee kmckee@uca.edu
Kimberly Klotz kklotz@uca.edu

44. References & Resources
Cox, D. (2009). Project management for instructional.
designers: a practical guide. Bloomington, Indiana: iUniverse
Wiley, D. Project management for instructional designers.
Brigham Young University: Creative Commons license.
Retrieved from http://pm4id.org/(2013).
A guide to the project management body of knowledge. (4th
ed.). project management institute.
Swaim, T. (2013). Project management fundamentals. Ed To
Go, Retrieved from http://www.ed2go.com/
CourseDetails.aspx?tab=detail&course=pmf
Swaim, T. (2013). Pmp certification prep 1. Ed To Go,
Retrieved from http://www.ed2go.com/CourseDetails.aspx?

45. Needs Analysis Format
Use this format to develop a Needs Analysis Report.
1.
Training requested
2.
Job, tasks, duties to be performed
3.
Expected performance
4.
Data collection method
5.
Actual performance
6.
Cause of performance gap
7.
Cost estimate of training
8.
Benefit of training
9.
Training proposal
10.
Management support recommendations (feedback,
measurement)
Narrative
11.

46. Project Charter Format
Use this format to develop a Project Charter.
1.
2.
Purpose
Description of Work
3.
4.
Objectives
In-scope deliverables (what the project includes)
5.
6.
7.
8.
Out-of-scope deliverables (what the project does not include)
Roles and responsibilities
Milestones
Major known risks
Assumptions and Constraints
9.
Constraints
10.
External dependencies
11.
12.
Summary of budget
Vendors

47. Stakeholder Log Format
Use this format to develop a Stakeholder Log.
1.
Name
2.
Role on Project
3.
Department
4.
Interest
5.
Knowledge level
6.
Expectation
7.
Level of influence on the project

48. Instructional Design
Document Format
Use this format to develop an Instructional Design Document.
Learning Objectives
1.
Describe what the learner is expected to achieve when performing
the task
2.
Task statement
3. Conditions under which the task is performed
Key Points – Content and Concept
1.
Product information, concepts and criteria to be covered in each
module
Process and Activity
1.
2.
Summary of the types of learning activities that will be completed in
the respective modules
Describe how presentation and application methods are distributed
throughout the learning program

49. Project Management Plan
Input & Output Documents
Input:

Project charter

Instructional design document

Process outputs that will be used for the project

Environmental factors outside the organization

Specific information about what may influence success,
organizational policies, guidelines, procedures, plans, and/
or standards for conducting work

Stakeholder input, if skills and knowledge warrant
Output:

Project Management Plan

50. Project Scope Statement Format
Use this format to develop a Project Scope Statement.
1.
2.
Purpose and justification
3.
Objectives
4.
Project description (Includes: deliverables breakdown. Do not include: completion
criteria, external dependencies, assumptions, constraints.)
5.
Milestones and target dates
6.
Project approach (describes the plans included, scheduled meetings, scheduled
status reports, issues management, change management, communications plan,
procurement plan, resource management)
7.
8.
Approvals
Product description
Version history

51. Work Breakdown Structure
Input:
 Project scope statement
 Organizational policies, guidelines, procedures, plans and or
standards for conducting work
 Activity Lists (outlines all the scheduled activities to be
performed for the project within the scope of work description of
each activity and identification code or number)
 Activity Attributes (characteristics of the activities)
 Milestone Lists (major accomplishments that signal completion
of a major deliverable)
 Requirements documentation that describe the connection
between individual requirements and the business need for the
project

52. Work Breakdown Structure (WBS)
Output:


WBS in deliverables
WBS dictionary that includes details for
work attached to each component,
milestones, person responsible, etc.

53. WBS Steps
Define Project Deliverables
1.
2.
3.
4.
5.
6.
7.
8.
Define scheduled activities to complete project
Define tasks for scheduled activities
Sequence activities and tasks
Identify related dependencies
Estimate resources needed/available
Estimate duration resources will be required
Define milestones and expected target dates
Document details for the WBS dictionary

54. WBS Sequencing Methods
Precedence Diagramming Method

Finish-to-start (FS): predecessor activity must finish
before successor activity can start

Start-to-finish (SF): predecessor activity must start
before the successor activity can finish

Finish-to-finish (FF): predecessor activity must finish
before the successor activity finishes

Start-to-finish (SS): predecessor activity must start
before the successor activity can start

55. WBS Sequencing Methods
Dependency Determination
 Mandatory dependencies: inherent to the nature of the
work being done
 Discretionary dependencies: established based on best
practices within a particular industry or aspect of the
project where an unusual sequence is desired
Appling Leads and Lags
 Lags delay successor activities and require time to be
added to start or finish date. Leads speed up successor
activity and require time to be taken off either start or
finish date of scheduled activity.

56. Schedule Management
Input:
 Project scope statement
 Activity list
 Activity attributes (characteristics of activity,
assumptions, constraints)
 Diagram of project activities and dependencies
 Activity resource requirements
 Resource calendars
 Activity duration estimates
Output:
 Project schedule
 Schedule data
 Schedule baseline
 Project document updates

57. Schedule Management
Scheduling Methods




Schedule Network Analysis
Calculate early and late start dates, and early and late
finish dates for project activities.
Critical-Path Method
Identifies tasks that must be completed on time for the
project to be completed by the end date. This data
keeps project on track.
Schedule Compression
Using mathematical calculations to shorten the schedule
without changing the scope. Allows related activities to
be accomplished sooner than estimated.
What-if Scenario Analysis
Series of what if questions to present activity
assumptions to determine project duration.

58. Schedule Management
Scheduling Methods

Resource Leveling
Under-allocated resources can be assigned to multiple
tasks.

Critical-Chain Method
Schedule high risk tasks early in project so problems
are identified and addressed as soon as possible.

Applying Leads and Lags
Start and finish dates are adjusted.

Automated Scheduling Tools
Speeds up scheduling process based on data input.

59. Schedule Management
Plan Format
Use this format to develop a Schedule Management Plan.
1.
Task
2.
Responsible
3.
Estimated duration to complete
4.
Start date
5.
Finish date
6.
Delays
7.
Reason for delay
8.
Action steps

60. Issues Management

A log to document the issue, the owner,
resolution and status
Use this format to develop an Issues Management Log.
1.
How issues are tracked
2.
How issues are assigned
3.
How issues are prioritized
4.
How issues are resolved
5.
How issues are communicated

61. Change Management
Deviations from the project management
plan
Use this format to develop a Change Management Process Log.
1.
How a change request will be managed
2.
How a change request will be reviewed
3.
How a change request will be tracked
4.
How a change request will be resolved
4.
What are possible alternatives and cost
5.
Sign off

62. Quality Management
Identifies the quality standards adopted for the project
 Describes how the quality will be implemented and
managed
Input:
 Customer definition of quality
 Overview of schedule, cost, scope
 Quality assurance activities (testing, audits, reviews)
 Measurements (within scope, budget, schedule)
Output:
 Quality Management Plan


63. Quality Management
Plan Format
Use this format to develop a Quality Management Plan.
1.
Organization’s quality policy
2.
How the customer defines quality
3.
Deliverables - acceptable criteria and standards
4.
Steps to ensure that quality is part of the product
4.
Measurements
5.
Scheduled audits
6.
Sign off

64. Human Resource Management
Use this format to develop a Human Resources Management Plan.
1.
Roles
2.
Responsibilities
3.
Reporting relationships

65. Procurement Management Plan
Format
Use this format to develop a Procurement Management Plan.
1.
Procurement statement (products or services being considered)
2.
Estimated cost
3.
Vendor selection (RFI/RFP/etc.)
4.
Procurement definition
(what items will be procured and under what conditions)
5.
Selection process criteria
6.
Procurement team with contact information and defined roles
7.
Contract type and actions required to initiate
8.
Standards for each contract
9.
Vendor management (steps to ensure everything is received)
9..
Sign off

66. Human Resource Management
Process for organizing and managing the team
 Size of team influenced by duration of the
project
Input:
 Factors outside the project that influence
project success
 Organizational policies, guidelines, procedures,
plans and/or standards for conducting work
 Activity resource requirements
Output:
 Human Resource Plan


67. Procurement Management


Process of documenting project purchasing decisions, specifying the
approach and identifying potential sellers.
Identifies project needs that must be met by purchasing products, services
or results outside the organization
Input:

Factors outside of the project that impact success

Organizational policies, guidelines, plans and/or standards for conducting work

Scope baseline

Requirements documentation

Teaming agreements

Risk information

Activity-resource requirements

Project schedule

Activity cost estimates

Cost baseline
Output:

Procurement Management plan

68. Risk Management Plan
Processes necessary to increase the probability
and impact of positive events and decrease
probability and impact of negative events
Input:
 Factors outside of the project that influence
success
 Organizational policies, guidelines, procedures,
plans and/or standards for conducting work
 Scope statement
 Cost Management plan
 Schedule Management plan
 Communications Management plan
Output:
 Risk Management plan


69. Risk Management Plan Format
Use this format to develop a Risk Management Plan.
1.
Risk identification (based on discussions with key
stakeholders)
2.
Risk categorization
3.
Risk probability and impact assessment
4.
Risk prioritization
5.
Risk response planning
6.
Risk management strategy
7.
Risk monitoring (build reviews into project schedule)
8.
Risk control
9.
Assumptions with significant impact on project risk
10.
Roles and responsibilities unique to the risk function

70. Risk Management Plan Format
Risk Management Plan - Continued
11.
Risk management milestones
12.
Risk rating score technique
13.
14.
Risk thresholds (high, medium, low – based on impact and
probability)
Risk communication
15.
Risk tracking process
16.
Sign off

71. Communication Plan
Processes required to ensure timely and appropriate
collection, retrieval and dissemination of project
information
 Ensures that stakeholder needs are met
Input:
 Factors outside the project with significant influence
 Organizational policies, guidelines, procedures, plans
and standards for conducting work
 Project Charter
 Procurement documents
Output:
 Communication Plan


72. Communication Plan Format
Use this format to develop a Communication Plan.
1.
Purpose
2.
Need
3.
Communication Principles
(ensure consistency and tone in messages and communication efforts)
4.
Communication objectives
5.
Target audience
6.
Key messages (who, what, when, where, why, how)
7.
Change implications
(impact of the organizational changes as a result of the project)
8.
Challenges and opportunities
(Factors that help or hinder such as past situations, rumors, trust, etc.)
9.
Sign off

73. Communication Resources
The communication methods chosen should be driven by the
needs of the project.







Email
Text Message
Video conferencing and chat services, like Skype
Blogs and wikis (WordPress)
Calendar sharing (Google Docs)
Postal and shipping services
Desktop software tools




Microsoft Office or Open Office Suite
Visual design and mockup software
Project management software (Microsoft Project or OpenProject)
Online project management software (Wrike, TeamBox,
ManyMoons)

74. Cost and Budget
So, how much is this going to cost?
Cost of the resources needed to complete project activities
Input:
Scope statement
 Work breakdown structure
 Defined activities
 Sequenced activities
 Resource estimates
 Schedule
 Risks
Output:
 Cost baseline


75. Final Project Report Format
Use this format to develop a Final Project Report.
1.
Compare project outputs to project objectives
1.
Identify what went right or wrong
2.
Document weaknesses and strengths
3.
Include original project plan
4.
Include meeting minutes
5.
Include project journals
6.
Obtain customer feedback
7.
All project documents for archives
8.
Accounting documentation
9.
Sign off