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Project Management 101
- 1. M N L I T E R A C Y C O U N C I L V O L U N T E E R M A N A G E M E N T C O N F E R E N C E N O V 4 , 2 0 1 1 Project Management 101
- 2. What we’ll cover Project Management Overview Activity: Who are my stakeholders? Helpful tips for Project Management Assigning a Project Leader Project Management and Event Planning Tools
- 3. Sources St. Thomas Project Management Certification Course Project Management Institute (PMI) Personal experience
- 4. What is a project? A temporary endeavor with a defined beginning and end o Used to meet unique goals and objectives o Intention: beneficial change
- 5. “Project” can mean a variety of different things
- 6. What is “Project Scope”? The work that needs to be accomplished to deliver a product or result with the specific features and functions
- 7. Main challenge of project management Achieve all goals and objectives, but without too much “Scope Creep” ……Right?
- 8. Actually….. 80% of projects don’t come in on time and on budget! How can your project be in the successful 20%?
- 9. Basic Foundations of a Successful Project Well-defined objectives Clear Expectations Reasonable goals Defined timeline for completion Project designed for success
- 10. Project Development Stages 1. Initiation and Planning 2. Execution 3. Monitoring 4. Closing
- 11. Initiation/Planning (Stage 1) Determines the purpose and scope of the project
- 12. The most important part of any successful project is the planning stage!!!! Do this stage well- sets up the rest of project for success If you get NOTHING else out of this session….
- 13. Where the Project Leader’s work happens:
- 14. Important parts of initiation/planning Analyze needs/requirements Create measurable goals Create budget Create a detailed work-plan Do a stakeholder analysis
- 15. Why create a detailed work-plan? Very important to know what all the pieces are, who’s doing what, and when it’s happening
- 16. Let’s take a quick look at the project plan examples in your packets
- 17. Doing a Stakeholder Analysis I can just skip that... right?
- 18. While it would be great if this was your project…
- 19. … it’s not the reality Who else does your project or event effect? How does it benefit the organization as a whole? Know who your stakeholders are- ALL of them!
- 20. Activity: The BBQ Debacle Creating a Stakeholder Analysis 1) Read the story 2) Find a partner 3) Together, write out who all of the stakeholders are. 4) Put a star next to key stakeholders 5) Discuss with partner: What are the needs and wants of the key stakeholders?
- 21. Managing Stakeholders Know the needs and wants of stakeholders Remember that 80-90 % of communication is non-verbal. Do face to face whenever possible Keep an issues log Communicate changes, frequently Manage new and existing stakeholder expectations- Don’t oversell and infer that you can deliver things that you can’t.
- 22. Communicating with Stakeholders Keep stakeholders informed Keep in mind: Probably don’t care how much effort you put into delivery; they just care that you deliver Always bring data with you to a meeting, and let it be the neutral arbitrator Be conscientious of people’s time.
- 23. Execution (Stage 2) Complete the processes detailed in the planning stage For the project lead, mainly involves coordinating people and resources
- 24. Monitoring & controlling (Stage 3) Observe if things are going according to plan or not. Helps identify problems more quickly- time to correct the course Section 4 of your Project Success handout
- 25. If you don’t pay attention to the process, this
- 26. …could end up as this!!
- 27. Important note: Work scope may change slightly. Change is a normal and expected part of the process… just make sure to communicate with your stakeholders.
- 28. Closing (Stage 4) Archiving of the files Documenting lessons learned Process Review (optional, very helpful)
- 29. Given everything we’ve talked about…
- 30. “Soft” skills Team building Leadership Conflict resolution Intrepreneurship Negotiation “Hard” skills Planning Organizing Allocating resources Project Leaders should be skilled in:
- 31. However… Are those always the skills that project leader choices are based on?
- 32. Wrong (but common) reasons for selecting a project leader: Been around a long time Hard nose tactics Availability Technical expertise*
- 33. Helpful tips for Project Mgmt Don’t skimp on the planning process! Keep all your information in one place, and make sure everyone knows how to access it (Dropbox is great!) Create a shared project plan & keep it up to date Keep an issues log Investigate similar projects to gain insight Hold regular meetings to check in on progress
- 34. Questions about anything we covered …or didn’t cover?
- 35. Want electronic copies? Please leave your information. Amanda Fischer, Project Manager afischer@mnliteracy.org
Editor's Notes
- Introduce myself - Amanda Fischer, project manager for a citizenship capacity building grant at the MN Literacy Council - In addition to my current role: held different management positions at AFS Intercultural programs routinely was called upon to manage internal projects have independently managed projects in a consulting role completed the project manager certification course at St. Thomas
- Not claiming to be an expert…but the info on the slides is all from experts.
- Different than a program…but some of the same principles can be used A lot of you probably have a volunteer program that you run, but you’d like to change a process or implement something new. In that case, the new thing you’re implementing is the project. For example, lets say that X here is a volunteer coordinator, and he would like to start a community garden that volunteers and students help run. The project is getting the community garden up and running, making sure it’s working and everything is in place. It may turn into a longterm program, but the project was simply getting it to the place where it was working.
- To me, a project is really something you want to achieve, and project management is simply a way to achieve your goals in a more efficient way We’ll map out the whole project management process today, and I would encourage you use bits and pieces of these strategies when you implement something new or arrange an event.
- A definition I’ll refer to a few times is project scope Does anyone know what that is?
- Not just talking non-profits or ABE programs- 80% of for profit, non-profit, government, ALL projects. How can we be successful?
- Well-defined deliverables- What are you trying to achieve in the end, specifically? Want a community garden that is overseen by the volunteer coordinator, but has 5 volunteers who do the majority of the work and involve students. Clear Expectations- Who is doing what, how are they doing it, and when? Reasonable targets- don’t shoot for the moon. Would be GREAT to say you’ll have 50 volunteers work on the community garden in the first year, but is that realistic ? Choose goals that you can deliver on- you don’t want to overpromise and disappoint people Project designed for success- is this something that can succeed, and have you thought through the details of how you’ll make it happen? Proper resources and power- do you have the money/materials you need, and are you in a position that it’s ok to move forward with your project? All common sense, right? Interesting how easy it is to overlook some of these things if you aren’t intentional about it.
- Talked a little bit about scope, but lets talk about purpose. Obviously, it’s WHY you do something. However, there’s more to it than that. To help you define your purpose, use section 1 of the handout I gave you. To go back to our spiral staircase visual- to build the staircase, you need to have thought about the plan first. Materials, blueprints, who is going to build it, etc. Key to do this stage well- sets up the rest of project!
- Most projects will be a lot of effort up front. The more you do in the beginning to set things up properly, the less waste you’ll have throughout the project
- Out of these, what we’re going to focus on today is creating workplans and recognizing who our stakeholders are
- Back to our staircase- we need to know what all of the pieces are, so we can come up with the correct end result
- Little bubble on the beach, nobody else is around- you’re not effecting anyone, they’re not effecting you. Great.
- Stakeholder: Anyone who influences or is influenced by the project
- Keep stakeholders informed- let them know what the issues are/were, but focus more on how you plan to overcome them. Talking with donors: Probably don’t care how much effort you put into delivery; they just care that you deliver. Always bring data with you to a meeting, and let the data be a neutral arbitrator for the room. Be conscientious of people’s time. It’s the project manager’s responsibility to think things through (think initiation stage!) At the MLC, everyone you need help from probably has another priority that is more central to them than the project.
- A lot of people skip this stage, because WHOOHOO, you’re done. But it’s actually very helpful for the next person in your organization AND somewhere else to be able to look back on your project and learn from the successes and challenges
- WRITE UP ON FLIPCHART PAPER
- Intrepreneurship (take the resources of the organization and makes things happen)
- Hard nose tactics- they are forceful Availability- they are sitting around Technical expertise*- they are good at something. Just because someone is good at something, doesn’t mean that they can implement a process. For example- Go back to community garden- someone might be a GREAT gardener….but does that mean they are good at planning a process? Whenver possible, make sure you choose the person who leads a project for the right reasons, as it’s beneficial to everyone in the end.