2. UNSW IT Department SystematicInnovation 2
Contents
Executive Summary…………………………………………………………….3
Introduction……………………………………………………………………..3
Background…………………………………………………………………..3
Program Outline/Structure………………….…………………………………..4
Existing Programs...……………………………………………………………. 5
Project Management Steps..….………………………….….……..…………….5
Conclusion……………………………………………………………………....8
Blank Project Management Templates…..……………..……………………… 9
3. UNSW IT Department SystematicInnovation 3
Executive Summary
The purpose of this report is to provide a template or universal structure that all departments
can put in place in order to produce repeatable processes that can be utilized for student
innovation at UNSW. Professional development programs should focus on the students
learning, initiative and innovation skills through project management opportunities in areas
that both the university and the student is interested in and relevant to the student’s degree or
career aspirations.
Introduction
Background
Innovation is not about being a creative genius or coming up with a unique idea that no one
else has thought of before. In order to be innovative you will need to adopt a number of
simple tools and techniques, be prepared to think about the way your department or
organisation makes decisions, and most importantly, you’ll need to change your attitude to
thinking. This ability is in all of us and we can train ourselves to develop it deliberately and
systematically. As a result, you will discover great new ways of doing things and be able to
unlock fresh ideas for a variety of products and processes.
In an organization, project management is extremely important in the process of changing
things or proposing a new initiative. It is useful in various aspects of the organization such as:
Human resources development and training
IT and communications
Products and services
Customer service and relations
People, staffing and management
Technical, scientific, research and development
And anything else which needs management and planning within organizations
4. UNSW IT Department SystematicInnovation 4
ProgramOutline/Structure
The program that is being proposed will be in the form of an unpaid internship that each
department or faculty will offer students who are interested in additional learning
opportunities and experience in their chosen field/degree. Following an application process, if
selected by your specific faculty or department, the students will then be able to negotiate and
discuss the type of project or tasks that they will undertake throughout the course of the
internship, with their allocated supervisor. These projects should aim to benefit both the
students and the university. Students will gain vital experience in the workplace as well as the
opportunity to develop important skills such as initiative and creativity, whilst the university
will benefit from the constant stream of concepts and ideas that are produced by the students,
which can be utilized for real-life applications.
The structure of these internships will be focused on and based primarily around project
management. These projects could be conducted as a team or individually however teamwork
should be encouraged as most people will be required to work in a team at some point in their
professional lives. Students will collaborate with their supervisors in coming up with and
deciding on a project idea, however it will be the students’ responsibility from then on to
research, analyse, gather data, assess and evaluate what they have found and come up with
suitable conclusions. Students will be made aware that they are expected to show innovation
and initiative within their projects, and this point will be emphasized by supervisors
throughout the internship. Students can ask their supervisors questions regarding the projects
and two progress reports will be written up by the supervisors, at the half-way point and end
of each semester.
A variety of project management tools and templates will be included in this report which
will provide a structured, systematic, step-by-step process of the most efficient and effective
way to complete the projects. As a result, the quality of the work will be professional and to a
very high standard. The results and outcomes of these projects should aim to benefit the
university in a real way and thus it is in the university’s best interest to implement these
programs. Firstly, it is important to analyse existing infrastructure and the ecosystem within
the university so that these structures and procedures can be built upon.
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Existing Programs
The UNSW IT Department recently launched an exciting initiative called the IT Hero
Program. This program was available to enthusiastic and conscientious students who wanted
to gain valuable skills whilst giving back to the UNSW community. The IT Heroes’ primary
job description was to provide technical support to staff and students on demand, via the
UNSW myIT Mobile app. Although, they were also given the opportunity to work on a
project in teams. From the outset, the IT Hero program promoted the lean start-up approach
which basically suggests working through the steps:
Develop product idea
Determine customer response to idea
Gather data and make conclusions
Therefore, the IT Heroes were successfully able to brainstorm ideas, gather student feedback
and data, and eventually present their findings and innovative ideas to a group of UNSW
executives.
Additionally, the UNSW IT Department have been running a professional placement program
which offers excellent training in teamwork, IT, communication and customer service skills.
Furthermore, it involves the opportunity to identify and work on innovation solutions to real
UNSW IT issues. The internship programs to be implemented in all UNSW
faculties/departments should have a very similar format and structure to the professional
placement and IT Heroes program, with a strong focus on report writing and project
management. These two programs can be used as somewhat of a blueprint for the other
faculties/departments to model their internship programs on.
The process, tools and templates outlined below will ensure a successful and effective project
management.
ProjectManagementSteps
1. Agree on the ‘terms of reference’ or project specification
This first step involves an accurate description of what the project aims to achieve, and the
criteria involved. This stage is completed prior to the commencement of detailed project
planning and is often required for the project to be justified, approved or funded. Usually the
6. UNSW IT Department SystematicInnovation 6
project manager must consult with their team and then agree to the detailed project
specification with supervisors. The specification may involve several drafts before it is
approved. The terms of reference is essential in providing a framework for keeping the
project on track and also protects the project manager from being held to account for issues
that are outside the original scope of the project. Most projects require a few days thinking
and consulting to produce a suitable project specification. Once you have written the terms of
reference you have created a set of expectations that must be met throughout the project so it
is important to raise any concerns or make any changes to the project plan before moving on
from this step.
A Template for a project terms of reference:
1. Describe the purpose and aims of the project
2. State parameters
3. State people involved and the way the team will work (decision-making process, team
meetings...)
4. Establish timeframes at which to review and check progress, and how this progress
will be measured
Brainstorming can be a helpful process by which all relevant terms of reference criteria can
be identified and planned out.
2. Plan the project
Plan the various stages and activities of the project. Use brainstorming to help gather points
and issues and to explore ideas and innovations. Plan a timescale and try to keep to it
throughout the duration of the project, making sure to factor in any problems that may arise
and slow down progress. To plan and manage large complex projects you will need to put
together a ‘Critical Path Analysis.’ This tool will show you the order in which tasks must be
performed, and the relative importance of tasks. A Gantt chart is a useful way of managing
the project, by illustrating blocks of activities over time and at a given cost. It is also
imperative to identify any problems that may occur and the solutions that would follow.
Finally, the team should decide on a format for communications, presentations, updates and
progress reports.
Four commonly used tools in project management are Brainstorming, Fishbone Diagrams,
Critical Path Analysis (Flow Diagrams) and Gantt Charts. Each tool has its own strength and
7. UNSW IT Department SystematicInnovation 7
particular purpose. Brainstorming is usually the first crucial creative stage of the project. The
first stages of the brainstorming process is ideally a free-thinking and random technique.
Therefore, this process can benefit from being facilitated by a team member able to manage
such a session, specifically to help very organized people to think randomly and creatively.
Within project management fishbone diagrams are useful for early planning, notably when
gathering and organizing factors, for example during brainstorming. At a simple level the
fishbone diagram is a very effective planning model and tool - especially for 'mapping' an
entire project.
A critical path analysis is normally shown as a flow diagram, whose format is linear
(organized in a line), and specifically a time-line. Critical Path Analysis flow diagrams are
very good for showing interdependent factors whose timings overlap or coincide. They also
enable a plan to be scheduled according to a timescale. Gantt charts are excellent models for
scheduling and for budgeting, and for reporting and presenting and communicating project
plans and progress easily and quickly. However, as a rule Gantt Charts are not as good as a
Critical Path Analysis Flow Diagram for identifying and showing interdependent factors, or
for 'mapping' a plan from and/or into all of its detailed causal or contributing elements.
Planning for and anticipating the unforeseen, or the possibility that things may not go as
expected, is called 'contingency planning'. Contingency planning is vital in any task when
results and outcomes cannot be absolutely guaranteed.
3. Agree and delegate project actions
Your plan will have identified those responsible for each activity. Activities need to be very
clearly described. Use the SMART acronym to help you delegate tasks properly. Using
proper delegation methods is vital for successful project management involving teams.
4. Check, measure and review project progress
Check the progress of activities against the plan. Review performance regularly and at the
stipulated review points, and confirm the validity and relevance of the remainder of the plan.
Adjust the plan if necessary in light of performance, changing circumstances, and new
information, but remain on track and within the original terms of reference. Identify, agree
and delegate new actions as appropriate. Inform team members and those in authority about
developments, clearly, concisely and in writing. Plan team review meetings. Stick to the
monitoring systems you established.
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5. Complete project, review and report on project performance
At the end of your successful project hold a review with the team. Ensure you understand
what happened and why. Reflect on any failures and mistakes positively, objectively, and
without allocating personal blame. Reflect on successes of the project. Write a review report,
and make observations and recommendations about follow up issues and priorities.
Conclusion
Project planning tools and project management techniques are very helpful for completing
any task, either big or small, complex or straightforward, where different outcomes are
possible. Especially for complex tasks, the risk of problems and failures exist and so require a
certain amount of planning, weighing up options, and developing a strategy in order to ensure
a positive outcome.
Currently, there are very limited opportunities for students to gain professional experience
working with their faculty at UNSW, with the aim of improving the university’s systems and
operations. Many faculties do offer some students internships for academic credit however
they are placed at other companies in their field, rather than working on campus for the
university. Faculties also offer overseas research programs and volunteer internships,
although these too are based with other companies. Therefore, the internship programs within
the university that have been described above would be a new and exciting endeavour that
will both benefit the students immensely, as well as all facets of the university.
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Blank ProjectManagementTemplates
Defining Project Responsibilities
PERSONNEL
TASKS/ACTIVITIES
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Milestone Chart
TIME [in suitable units -days, weeks, months, etc.]
MILESTONES Responsibility
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Variation Form
Activity
name /No.
Description Date to
be
delivered
Revised
est.
Q/C/T
Reason for delay.
Q/C/T? Explain
Effect on project
12. UNSW IT Department SystematicInnovation 12
Risk Analysis
Score as follows, for Likelihood and Impact: High = 3, Medium = 2, Low = 1
Nature of
Risk or
Uncertainty
Likelihood
High/
Medium/
Low
Impact
High/
Medium/
Low
Likelihood
x Impact
[Score]
Actions required and who will
take responsibility to manage the
risk
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Highlight/Progress Report
Project Name: PROJECT NAME
Reporting Period: Project Manager: Project Sponsor:
Prepared by: Date Prepared:
RAG Status R Project Phase: 0
Project Description: Project End Date: dd/mm/yyyy
Key Deliverables Completed this period Key Deliverables Outstanding this period Key Deliverables for next reporting period
Delivery Date Delivery Date
Risk Management Issue Management Change Management
Log No Risk Action/Status Log No Issue Action/Status Req No Details Approved
14. UNSW IT Department SystematicInnovation 14
Project Management - Check Sheet Amend this Check Sheet to suit your project
A: SET UP - INITIATION
1 Developed the business case?
2 Is a full options appraisal necessary?
3 Is the project in line with the strategic
plan?
4 Has the project received sign off by
sponsor or project board?
B: SET UP - DEFINITION
1 Has a PID or project definition form
been completed?
2 Are roles explicit and documented?
3 Are levels of authority clear?
4 Have you carried out a stakeholder
analysis and planned accordingly?
5 Have you assessed risks and put a plan
into action to monitor them?
6 Are you clear what is driving the project
Quality, Cost or Time (1 only)
7 Have clear project review procedures
been established?
8 Has planning started for a start up
workshop (or series of workshops)?
9 Team selection - have you got the
correct mix of skills and professional
experience?
C: DELIVERY PLANNING
1 Have you broken the project down into
its component parts – work breakdown
2 Have you developed a milestone chart
or produced a Gantt chart?
Y N 3 Have you identified the critical path for
the project?
4 Have you developed a communications
plan and included its component parts
into the Gantt charts?
5 Are you continuing to carry out risk
analysis throughout the project?
6 Are quality standards high? How do you
know?
D: DELIVERY
1 Have you identified the appropriate type
of control – loose versus tight?
2 Project reporting – are you clear who
reports what and to whom and how?
3 Do you have a clear procedure for
managing change?
4 Have you developed a planned versus
actual schedule? How up to date is it?
5 Tolerance – have you an agreed
tolerance figure?
6 Variations – are these quickly flagged?
E: CLOSEDOWN AND REVIEW
1 Post project review has been planned?
2 Learning identified?
3 Is the project still delivering the benefits
intended?
4 Is there a case for abandoning the
project – off schedule or delivered a
significant part of it?
5 End of project review reports are
produced and circulated?
Y N COMMENTS
