PROJECT MANAGEMENT FOR INSTRUCTIONAL DESIGNERS

Presented by:Kimberly McKee and Kimberly Klotz, University of Central ArkansasInstructional Technology Graduate Program

A Pocket Guide for Project Management

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

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

What is Project Management?

Applying Project Management principles increases the success of a project.

Like a Map, a project management plan helps get you where you want to be.

The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. (PMI)

What is a project? HAS A GOAL

Achieves the purposes and goals of an organization, institution or business

GOALS DEFINED BY STAKEHOLDERSPurpose 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 TASKSMajor activities outside the normal work of an organization’s department or functional units or major activities that cross functional boundaries

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

Who can manage a project?

Outside contractors Internal group in a Project Management Office (PMO) Internal team Instructional Designer

So, who gets to drive the car?

Core Competencies of the Project Manager

Key Skills of the Project Manager

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

A Project Manager is goal directed and milestone oriented!

Photo by Patrick Hajzler

Project Management and ADDIE Instructional Design Model

PHASE 1

PHASE 1Project Management: InitiateADDIE: 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 Analysis2. Develop Project Charter3. Identify and Document Stakeholders

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

Conducting a Needs Analysis

Answers Who, What, When, Where, Why, How questionsLocates the root cause of the performance gapCompares what is expected to what is actually achievedUnderstand the learner (job experiences, motivation, aptitude, learning style, etc.)

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

WHY? HOW?

Project Charter

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

Before we take a trip and plan our route, do we really need to go?

Stakeholders

Includes practitioners or groups of people with specialized knowledge or skills in a particular area

Interests should be considered throughout the project

Find out who is riding in the car with you and paying for your gas.

PHASE 2

Phase 2Project Management: PlanADDIE: 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 Document2. Project Management Plan3. Components of Project Management Plan4. Project Scope Statement5. Work Breakdown Structure (WBS)

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)

Step 4: Project Management Plan

Overall approach used to plan and manage a project

Consists of subsidiary plans that detail how specific areas of the project will be managed

Documents cost, time, quality, risk, and resources to complete the project

Project Scope Statement Cost and Budget Work Breakdown Structure (WBS) Schedule Management Issues Management Change Management Quality Management Human Resource Management Procurement Management Risk Management Communications Plan

Components of Plan

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

Work Breakdown Structure (WBS)

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

Who is the driver? The navigator? Who pumps the gas?

Cost and Budget

Cost of the resources needed to complete project activitiesSo, how much is this going to cost?

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

Issues Management

A log to document the issue, the owner, resolution and status

Houston, we have a problem.Okay let’s solve it. And then record it.

Change Management

Deviations from the project management plan

Sometimes, we have to take detours

Quality Management

Identifies the quality standards adopted for the project Describes how the quality will be implemented and managed

What quality is acceptable?How do we make sure that we meet the standards set?

Human Resource Management

Process for organizing and managing the team

Size of team influenced by duration of the project

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

Risk Management Plan

Processes necessary to increase the probability and impact of positive events and decrease probability and impact of negative events

Dealing with the unexpected.

Communication Plan

Processes required to ensure timely and appropriate collection, retrieval and dissemination of project information

Ensures that stakeholder needs are met

PHASE 3

PHASE 3ADDIE: Develop and ImplementProject Management: Execute

Design document is moved to development Communication is key to the success of the project

Activities:1. Preview instructional product2. Validate instructional product3. Deliver instructional product

Communication Elements

Create a positive environment

Know your audience Project credibility Listen Awareness of verbal

and nonverbal Response to

feedback

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)

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?

PHASE 4

PHASE 4ADDIE: EvaluateProject 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

Project Management Institute (PMI)

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

www.pmi.org

Project ManagementCertification Requirements

1. Bachelor’s degree2. 3 years of Project Management

experience3. 4500 hours of leading projects4. 35 hours of Project Management

education5. Pass the test

OR1. High school degree2. 5 years of Project Management

experience3. 7500 hours of leading projects4. 35 hours of Project Management

education5. Pass the test

1. High school diploma or equivalent

2. 1500 hours of Project Management experience

3. Pass the test

OR1. High school diploma or

equivalent2. 23 hours of Project Management

instruction3. Pass the test

Project Management Professional (PMP)

Certified Associatein Project Management (CAPM)

Project Management Tools

DesktopMicrosoft ProjectSales Force

Free - Open-SourceProjectPierRedmine

Web-Based

WrikePodioTeam BoxPivital TrackerOpen workbench – freePlan boxBasecampProjectmanager.comZohoFengoffice.com

Thank you.

Questions?

Download the presentation at uca.edu/outreach or email us. Kimberly Mckee kmckee@uca.eduKimberly Klotz kklotz@uca.edu

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?

Needs Analysis Format

Use this format to develop a Needs Analysis Report.Use this format to develop a Needs Analysis Report.1. Training requested2. Job, tasks, duties to be performed3. Expected performance4. Data collection method5. Actual performance6. Cause of performance gap7. Cost estimate of training8. Benefit of training9. Training proposal10. Management support recommendations (feedback,

measurement)11. Narrative

Project Charter Format

Use this format to develop a Project Charter.Use this format to develop a Project Charter.

1. Purpose2. Description of Work3. Objectives4. In-scope deliverables (what the project includes)

Out-of-scope deliverables (what the project does not include)5. Roles and responsibilities6. Milestones7. Major known risks8. Assumptions and Constraints9. Constraints10. External dependencies11. Summary of budget12. Vendors

Stakeholder Log Format

Use this format to develop a Stakeholder Log.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

Instructional Design Document Format

Use this format to develop an Instructional Design Document.Use this format to develop an Instructional Design Document.

Learning ObjectivesLearning Objectives1. Describe what the learner is expected to achieve when performing

the task

2. Task statement3. Conditions under which the task is performedKey Points – Content and ConceptKey Points – Content and Concept1. Product information, concepts and criteria to be covered in each

moduleProcess and ActivityProcess and Activity1. Summary of the types of learning activities that will be completed in

the respective modules2. Describe how presentation and application methods are distributed

throughout the learning program

Project Management PlanInput & 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 warrantOutput: Project Management Plan

Project Scope Statement Format

Use this format to develop a Project Scope Statement.Use this format to develop a Project Scope Statement.

1. Purpose and justification

2. Product description

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. Approvals

8. Version history

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

Work Breakdown Structure (WBS)

Output: WBS in deliverables WBS dictionary that includes details for

work attached to each component, milestones, person responsible, etc.

WBS Steps Define Project Deliverables

1. Define scheduled activities to complete project2. Define tasks for scheduled activities3. Sequence activities and tasks4. Identify related dependencies5. Estimate resources needed/available6. Estimate duration resources will be required7. Define milestones and expected target dates8. Document details for the WBS dictionary

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

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.

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

Schedule Management

Schedule ManagementScheduling Methods

Schedule Network AnalysisCalculate early and late start dates, and early and late finish dates for project activities.

Critical-Path MethodIdentifies tasks that must be completed on time for the project to be completed by the end date. This data keeps project on track.

Schedule CompressionUsing mathematical calculations to shorten the schedule without changing the scope. Allows related activities to be accomplished sooner than estimated.

What-if Scenario AnalysisSeries of what if questions to present activity assumptions to determine project duration.

Schedule ManagementScheduling Methods

Resource LevelingUnder-allocated resources can be assigned to multiple tasks.

Critical-Chain MethodSchedule high risk tasks early in project so problems are identified and addressed as soon as possible.

Applying Leads and LagsStart and finish dates are adjusted.

Automated Scheduling ToolsSpeeds up scheduling process based on data input.

Schedule Management Plan Format

Use this format to develop a Schedule Management Plan.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

Issues Management

A log to document the issue, the owner, resolution and status

Use this format to develop an Issues Management Log.Use this format to develop an Issues Management Log.

1. How issues are tracked2. How issues are assigned

3. How issues are prioritized

4. How issues are resolved

5. How issues are communicated

Change Management

Deviations from the project management plan

Use this format to develop a Change Management Process Log.Use this format to develop a Change Management Process Log.1. How a change request will be managed2. How a change request will be reviewed3. How a change request will be tracked4. How a change request will be resolved4. What are possible alternatives and cost5. Sign off

Quality Management

Identifies the quality standards adopted for the project Describes how the quality will be implemented and

managedInput: Customer definition of quality Overview of schedule, cost, scope Quality assurance activities (testing, audits, reviews) Measurements (within scope, budget, schedule)Output: Quality Management Plan

Quality Management Plan Format

Use this format to develop a Quality Management Plan.Use this format to develop a Quality Management Plan.1. Organization’s quality policy2. How the customer defines quality3. Deliverables - acceptable criteria and standards4. Steps to ensure that quality is part of the product4. Measurements5. Scheduled audits6. Sign off

Human Resource Management

Use this format to develop a Human Resources Management Plan.Use this format to develop a Human Resources Management Plan.

1. Roles

2. Responsibilities

3. Reporting relationships

Procurement Management Plan Format

Use this format to develop a Procurement Management Plan.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 initiate8. Standards for each contract9. Vendor management (steps to ensure everything is received)

9.. Sign off

Human Resource Management

Process for organizing and managing the team Size of team influenced by duration of the

projectInput: Factors outside the project that influence

project success Organizational policies, guidelines, procedures,

plans and/or standards for conducting work Activity resource requirementsOutput: Human Resource Plan

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 baselineOutput: Procurement Management plan

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 planOutput: Risk Management plan

Risk Management Plan Format

Use this format to develop a Risk Management Plan.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 assessment4. Risk prioritization 5. Risk response planning 6. Risk management strategy7. Risk monitoring (build reviews into project schedule)8. Risk control9. Assumptions with significant impact on project risk10. Roles and responsibilities unique to the risk function

Risk Management Plan Format

Risk Management Plan - ContinuedRisk Management Plan - Continued11. Risk management milestones12. Risk rating score technique13. Risk thresholds (high, medium, low – based on impact and

probability)14. Risk communication

15. Risk tracking process

16. Sign off

Communication Plan

Processes required to ensure timely and appropriate collection, retrieval and dissemination of project information

Ensures that stakeholder needs are metInput: Factors outside the project with significant influence Organizational policies, guidelines, procedures, plans

and standards for conducting work Project Charter Procurement documentsOutput: Communication Plan

Communication Plan Format

Use this format to develop a Communication Plan.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

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)

Cost and Budget

Cost of the resources needed to complete project activitiesInput: Scope statement Work breakdown structure Defined activities Sequenced activities Resource estimates Schedule RisksOutput: Cost baseline

So, how much is this going to cost?

Final Project Report Format

Use this format to develop a Final Project Report.Use this format to develop a Final Project Report.1. Compare project outputs to project objectives 1. Identify what went right or wrong2. Document weaknesses and strengths3. Include original project plan4. Include meeting minutes5. Include project journals6. Obtain customer feedback7. All project documents for archives8. Accounting documentation9. Sign off