Practical tools which both aid planning and can be used to invite stakeholders to collaborate. Including logic models, estimating time frames, scheduling tools, precedence diagram, and the project sponsor.
Today I hope to cover a few tools and techniques that can help with the planning of projects and hopefully help maintain the pace and profile of projects. We’ll aim to undertake a few task which you can apply to your projects when you return to the office and I will also share after today a number of useful practical tools to help with some of the more mundane but essential and often difficult task such as estimating time and working out dependancies. But today I want to focus on tasks which ensure that you and all those involved in the projects have a real understanding of what you’re aiming to achieve and you are able to communicate this to your stakeholders in order to ensure there is support for the project across your departments / institutions.
Logic models can help to plan a project ensuring that the original objectives are kept in mind. The outcomes should link back to the objectives – ie the results should be what was required in the first place! Make sure you’re doing the right thing in the first place!
There may not be a named individual in this role but buy-in from a senior and influential source is essential to the success of your project. Keep this relationship strong by keeping them informed of progress and where possible quick wins and successes. This goes for stakeholders too.
Managing the Project to Ensure Momentum and Embedding of New Practice
Changing the learning landscapeManaging the project to ensuremomentum and embedding of newpractice(keeping it going and keeping people onboard!)13.45 – 15.15Sarah Dunne Programme Manager Jisc
Changing the learning landscapeAims• Gain experience of some project scoping approachesto enhance thinking about and understanding of yourprojects• Receive resources to help explore furtherapproaches, techniques and approaches forsuccessful project design and delivery• Apply techniques to own project plan and share withand engage stakeholders
Changing the learning landscapeObjectivesLogic Models
Changing the learning landscapeThe Project Sponsor
Changing the learning landscapeEstimating timeframes equation• MO = Most Optimistic = 45 days• ML = Most Likely = 60 days• MP = Most Pessimistic = 120 days• Expectation = E = MO + (4 x ML) + MP6• E = 45 + (4 x 60) + 120 = 405 = 67.5 = 686 6
Changing the learning landscapeScheduling the ProjectTerminology:• Duration (DUR)– how long it will take to complete• Earliest start time (EST)• Latest start time (LST)• Earliest finish time (EFT)• Latest finish time (LST)• Float – the time available minus the duration• Critical Activities – any activity with a zero float
Changing the learning landscapeScheduling ToolTASKEST DUR EFTLST FLOAT LFT
Changing the learning landscapePrecedence Diagram
Changing the learning landscapeHow was it for you?• Reflections on this and your projectPresentation slides - Managing the project to ensuremomentum and embedding of new practice
Changing the learning landscapeConclusions• Use of standard project management tools can refinethe project plan early on byo Demonstrating the rationale for changeso Gaining stakeholder buy-ino Identifying the changes themselveso Acting as a reference to keep the project on track