Pragmatic Project Planning  for Libraries Tito Sierra NCSU Libraries July 22, 2009 CRC Library Staff Workshop 2009
My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul>
My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul><ul><li>Bef...
My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul><ul><li>Bef...
Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul>
Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul><ul><li>How much t...
Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul><ul><li>How much t...
Workshop Outline <ul><li>Project Management Basics </li></ul><ul><li>Project Planning 101 </li></ul><ul><ul><li>Defining P...
Project Management Basics
What is a project?
Project <ul><li>A unique undertaking composed of  interrelated activities  which has a well defined beginning and end, oft...
Project <ul><li>A unique undertaking composed of interrelated activities   which has a  well defined beginning and end , o...
Project <ul><li>A unique undertaking composed of interrelated activities   which has a well defined beginning and end,  of...
Project <ul><li>A unique undertaking composed of interrelated activities   which has a well defined beginning and end, oft...
What is project management?
Project Management <ul><li>A set of skills and methods of planning, organizing, and managing a project from inception to i...
 
 
Project Planning 101
What is a project planning?
Project Planning <ul><li>A subset of project management activities that happens at the beginning of the project that aims ...
Defining Project Scope
Why is it important to define the scope of a project?
Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul>
Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the...
Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the...
Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the...
Project Scope Statement <ul><li>A written statement, a sentence or two long, that clearly and succinctly describes the goa...
Project Scope Statement <ul><li>A written statement, a sentence or two long, that clearly and succinctly describes the goa...
Project Scope Example #1 <ul><li>“ The Virtual Browse Web Service may be used by multiple applications for searching and s...
Project Scope Example #2 <ul><li>“ The NCSU Libraries Activity Wall application will make it easy for students to broadcas...
Defining “Out of Scope” <ul><li>It is just as important to define what is “ out of scope ” as it is to define what is “in ...
Project Schedules
Why are schedules important to projects?
Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul>
Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone o...
Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone o...
Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone o...
Scheduling Demystified <ul><li>All schedules consist of three basic parts. </li></ul>
Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining  what  needs to be done </li></ul></ul><ul><ul><li>...
Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining  what  needs to be done </li></ul></ul><ul><ul><li>...
Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining  what  needs to be done </li></ul></ul><ul><ul><li>...
 
How do you know how much time to allocate to each part?
Simplified Scheduling <ul><li>When in doubt, pick a project completion date that you are comfortable with, then split the ...
The Truth About Schedules <ul><li>Schedule estimation is a probability.  </li></ul>
The Truth About Schedules <ul><li>Schedule estimation is a probability.  </li></ul><ul><li>The important thing is not how ...
Planning Documentation
Planning Documentation <ul><li>Documentation varies greatly from one organization to the next </li></ul><ul><li>Factors th...
Types of Documentation <ul><li>Vision document </li></ul><ul><li>Task force charge </li></ul><ul><li>Project specification...
Types of Documentation <ul><li>Vision document </li></ul><ul><li>Task force charge </li></ul><ul><li>Project specification...
Tito’s One-pager Specification
Good Specs Simplify <ul><li>“ The entire point to writing the specification is to describe things in a way that minimizes ...
Summary
Pragmatic Project Planning <ul><li>Write a Project Scope Statement </li></ul><ul><li>Select a target project completion da...
Open Discussion
What are the greatest challenges you face in getting a project “off the ground”?
Can you provide an example of a project you worked on that would have benefited from more project planning?  What problems...
What are the warning signs of a project around which there is too much planning?  What can you do about this when you see ...
More Information <ul><li>Making Things Happen: Mastering Project Management </li></ul><ul><li>by Scott Berkun </li></ul>
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Pragmatic Project Planning for Libraries

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Presentation delivered as part of a 90-minute workshop on project planning for the Cooperating Raleigh Colleges Library Staff Workshop on July 22. 2009.

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Pragmatic Project Planning for Libraries

  1. 1. Pragmatic Project Planning for Libraries Tito Sierra NCSU Libraries July 22, 2009 CRC Library Staff Workshop 2009
  2. 2. My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul>
  3. 3. My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul><ul><li>Before NCSU, 5 years managing web projects in start-up companies </li></ul>
  4. 4. My Background <ul><li>5 years leading projects in the Digital Library Initiatives department at NCSU </li></ul><ul><li>Before NCSU, 5 years managing web projects in start-up companies </li></ul><ul><li>Professional interest in project management, and how organizations implement change </li></ul>
  5. 5. Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul>
  6. 6. Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul><ul><li>How much time do you spend on new projects? 10%, 50%, 100%? </li></ul>
  7. 7. Getting to Know You <ul><li>Have you ever participated in formal project management training? </li></ul><ul><li>How much time do you spend on new projects? 10%, 50%, 100%? </li></ul><ul><li>What part of “planning a project” do you find most challenging? </li></ul>
  8. 8. Workshop Outline <ul><li>Project Management Basics </li></ul><ul><li>Project Planning 101 </li></ul><ul><ul><li>Defining Project Scope </li></ul></ul><ul><ul><li>Project Schedules </li></ul></ul><ul><ul><li>Planning Documentation </li></ul></ul><ul><li>Open Discussion </li></ul>
  9. 9. Project Management Basics
  10. 10. What is a project?
  11. 11. Project <ul><li>A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements. </li></ul>
  12. 12. Project <ul><li>A unique undertaking composed of interrelated activities which has a well defined beginning and end , often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements. </li></ul>
  13. 13. Project <ul><li>A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups , that operates under specific constraints of resources, schedules, and requirements. </li></ul>
  14. 14. Project <ul><li>A unique undertaking composed of interrelated activities which has a well defined beginning and end, often involving staff from cross-functional groups, that operates under specific constraints of resources, schedules, and requirements . </li></ul>
  15. 15. What is project management?
  16. 16. Project Management <ul><li>A set of skills and methods of planning, organizing, and managing a project from inception to its successful completion. </li></ul>
  17. 19. Project Planning 101
  18. 20. What is a project planning?
  19. 21. Project Planning <ul><li>A subset of project management activities that happens at the beginning of the project that aims to define the project , and ensure a shared understanding about what needs to be done. </li></ul>
  20. 22. Defining Project Scope
  21. 23. Why is it important to define the scope of a project?
  22. 24. Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul>
  23. 25. Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the composition of the project team </li></ul>
  24. 26. Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the composition of the project team </li></ul><ul><li>Will likely impact project scheduling </li></ul>
  25. 27. Importance of Project Scope <ul><li>Provides a shared understanding of what is to be done </li></ul><ul><li>May impact the composition of the project team </li></ul><ul><li>Will likely impact project scheduling </li></ul><ul><li>Serves as the basis for all cost and resource estimations </li></ul>
  26. 28. Project Scope Statement <ul><li>A written statement, a sentence or two long, that clearly and succinctly describes the goal of the project. </li></ul>
  27. 29. Project Scope Statement <ul><li>A written statement, a sentence or two long, that clearly and succinctly describes the goal of the project. </li></ul><ul><li>Sometimes it takes several revisions to get it right! </li></ul>
  28. 30. Project Scope Example #1 <ul><li>“ The Virtual Browse Web Service may be used by multiple applications for searching and sequential browsing of catalog records. The service accepts a variety of input parameters and returns a set of one or more catalog keys.” </li></ul>
  29. 31. Project Scope Example #2 <ul><li>“ The NCSU Libraries Activity Wall application will make it easy for students to broadcast their activities and connect with each other in planned or ad-hoc contexts in NCSU Libraries spaces.” </li></ul>
  30. 32. Defining “Out of Scope” <ul><li>It is just as important to define what is “ out of scope ” as it is to define what is “in scope”; doing so provides boundaries for the project, enabling the team to focus on what is important. </li></ul>
  31. 33. Project Schedules
  32. 34. Why are schedules important to projects?
  33. 35. Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul>
  34. 36. Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone on the project to see their efforts as part of a whole </li></ul>
  35. 37. Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone on the project to see their efforts as part of a whole </li></ul><ul><li>Provides a tool for breaking work into manageable chunks </li></ul>
  36. 38. Purposes of a Schedule <ul><li>Provides a commitment about when things will be done </li></ul><ul><li>Encourage everyone on the project to see their efforts as part of a whole </li></ul><ul><li>Provides a tool for breaking work into manageable chunks </li></ul><ul><li>Provides a tool for measuring progress </li></ul>
  37. 39. Scheduling Demystified <ul><li>All schedules consist of three basic parts. </li></ul>
  38. 40. Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining what needs to be done </li></ul></ul><ul><ul><li>Deciding how it will be done </li></ul></ul>
  39. 41. Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining what needs to be done </li></ul></ul><ul><ul><li>Deciding how it will be done </li></ul></ul><ul><li>Implementation </li></ul><ul><ul><li>Getting it done! </li></ul></ul>
  40. 42. Scheduling Demystified <ul><li>Planning </li></ul><ul><ul><li>Defining what needs to be done </li></ul></ul><ul><ul><li>Deciding how it will be done </li></ul></ul><ul><li>Implementation </li></ul><ul><ul><li>Getting it done! </li></ul></ul><ul><li>Testing and Evaluation </li></ul><ul><ul><li>Verify that it was done right </li></ul></ul>
  41. 44. How do you know how much time to allocate to each part?
  42. 45. Simplified Scheduling <ul><li>When in doubt, pick a project completion date that you are comfortable with, then split the schedule into thirds for the Planning, Implementation, and Evaluation complete dates. </li></ul>
  43. 46. The Truth About Schedules <ul><li>Schedule estimation is a probability. </li></ul>
  44. 47. The Truth About Schedules <ul><li>Schedule estimation is a probability. </li></ul><ul><li>The important thing is not how accurate the estimates are, but having a reasonable goal to shoot for. </li></ul>
  45. 48. Planning Documentation
  46. 49. Planning Documentation <ul><li>Documentation varies greatly from one organization to the next </li></ul><ul><li>Factors that come into play </li></ul><ul><ul><li>Size of project </li></ul></ul><ul><ul><li>Cross departmental/organizational </li></ul></ul><ul><ul><li>Organizational culture (formal/informal) </li></ul></ul><ul><li>One size does not fit all! </li></ul>
  47. 50. Types of Documentation <ul><li>Vision document </li></ul><ul><li>Task force charge </li></ul><ul><li>Project specifications </li></ul><ul><li>Work-breakdown structure (WBS) </li></ul><ul><li>Hi-level project schedule </li></ul><ul><li>Gantt chart </li></ul>
  48. 51. Types of Documentation <ul><li>Vision document </li></ul><ul><li>Task force charge </li></ul><ul><li>Project specifications </li></ul><ul><li>Work-breakdown structure (WBS) </li></ul><ul><li>Hi-level project schedule </li></ul><ul><li>Gantt chart </li></ul>
  49. 52. Tito’s One-pager Specification
  50. 53. Good Specs Simplify <ul><li>“ The entire point to writing the specification is to describe things in a way that minimizes the amount of work other people will have to understand it.” </li></ul><ul><li>— Scott Berkun, </li></ul><ul><li>Making Things Happen </li></ul>
  51. 54. Summary
  52. 55. Pragmatic Project Planning <ul><li>Write a Project Scope Statement </li></ul><ul><li>Select a target project completion date and break up schedule into 3 phases </li></ul><ul><li>Write a one-pager specification that fleshes out the scope of your project </li></ul><ul><li>Revise one-pager until project team is clear on the scope of the project </li></ul>
  53. 56. Open Discussion
  54. 57. What are the greatest challenges you face in getting a project “off the ground”?
  55. 58. Can you provide an example of a project you worked on that would have benefited from more project planning? What problems did you encounter?
  56. 59. What are the warning signs of a project around which there is too much planning? What can you do about this when you see it happening?
  57. 60. More Information <ul><li>Making Things Happen: Mastering Project Management </li></ul><ul><li>by Scott Berkun </li></ul>

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