10. Define Scope & Objectives
• Defining Scope
• What you will and won’t do
• Gets everyone on same page
• Reduce/Avoid Scope Creep
• Defining Objectives
• What to achieve
• How will it be achieved
• What is success or Failure
11. Define Objectives - SMART
• Specific - clearly defined with
completion criteria
• Measurable - so you know when its
been achieved
• Achievable - within current
environment and with skills available
• Realistic - you aren’t trying to do the
impossible
• Timebound - there is a deadline
12. Refine Scope & Objectives
• High, medium, low prioritization
• Discuss as a group to make sure
everyone is assessing the same way
• MoSCow
• Must Have - absolutely essential to
success
• Should Have - if at all possible
• Could Have - if it does not affect
overall delivery and cost
• Would Like - but won’t have time
13. Stakeholders
• institutions or
people who have
an interest or role
in a project or who
are impacted by it.
• Can be internal
or external
• Caution -
Stakeholders can
have conflicts
14. Project Planning
• Work Breakdown
Structure - a
hierarchical list of all
the work required to
complete a project
• Deliverables -
outcomes of the
project
• Milestones - key
events that signify the
completion of phases
of a project
21. Dealing with Risk• Risk avoidance - it could rain the event will be
Indoors.
• Risk Reduction - It could rain so we have an
alternate location
• Risk protection - We’re concerned about tornados
we get insurance
• Risk Management - we’re writing a detailed plan for
response and will have written agreements with
vendors, etc to follow it
• Risk Transfer - the tornado demolished parts of the
building; we’ve turned the situation over to
22. Critical Path Method
• Some tasks are parallel
• Some tasks are dependent
• Some tasks can float - delayed without causing
changes to overall duration of project
The Critical Path is the longest set of activities that
have to be completed on time if a project is to finish
on time.
24. Kick-Off
• Remind everyone the scope and objectives
• Give an overview of stakeholders
• Go over Critical Risks
• Go over budget
• Walk through Work Breakdown structure,
deliverables, Milestones, Gantt Chart, RACI
• Define communication and monitoring plans
25. Monitor
• Tracking progress and Expenses against the Plan
• Gantt Chart
• Budget template has actual intermediate and
actual final tabs
• Review Risk log - have probability/impacts
changed
• Intervene when Necessary
26. Variance Response
• Do nothing if its acceptable
• Take corrective action
• Use of slack time
• Remove/reduce contingencies from estimates
• Re-evaluate the dependencies of activities,
modify Gantt chart
• Increase resources (Budget, staff)
• Negotiate longer timescales
• Make use of available activity floats
• Re-evaluate scope of project
• Possibly cancel project
27. Issues vs Risks
• Issues and Risks are often confused
• Its common to have a log for both
• Issues may emerge from risks that have become
real
• Issues can emerge without being foreseen as risks
• Assess issues based on:
• what aspects of the project are affected
• effect on schedules, costs, and resources
• possible solutions and their impact of the project
28. Project Meetings
• Formal meetings
• 1:1 meetings with team
members
• Progress meetings - short
check-ins or reviews
• Ad-hoc meetings - often to
address a specific issue
• Stakeholder meetings
• I try to avoid hallway
meetings
29. Earned Value Analysis
• Earned Value is the budget cost of activities that
have actually been performed at a certain date
• The difference between earned value and budget
costs is Scheduled Variance
• The difference between the earned value and
actual costs at a certain date is Cost Variance
30. Calculate Earned Value
Measures
• Budgeted Cost of the Work Scheduled (BCWS)
(or Planned Value)
• Budgeted Cost of the Work Performed (BCWP)
(or Earned Value)
• Actual Cost of the Work Performed (ACWP)
32. Calculate Schedule & Cost
Variance
• Schedule Performance Index (SPI) = BCWP/BCWS
• Cost Performance Index (CPI) = BCWP/ACWP
• SPI = 365/430 = .85; CPI = 365/450 = .81
• For SPI and CPI 1 means on schedule or Budget
• For SPI and CPI >1 Means behind schedule or over
budget
• Cost Schedule Index (CSI) = SPI x CPI
• .85 x .81 = .69
• The more CSI is below 1 the hard it will be to recover the
project
33. Closing a Project
• Have a checklist
• Archive files
• Prepare manuals and trainings - if necessary
• Pay final expenses
• Dispose of leftover materials
• Evaluate the team - reward them
• Evaluate project
LEARN!
34. Thanks for Coming!
Heather Marie Wells - Digital Media Specialist
Crystal Bridges Museum of American Art
@hmwells; HeatherMarie.Wells@CrystalBridges.org
Notas do Editor
What were you hoping to cover or learn today?
what projects can you think of?
Uncertainty: How much can we predict future events? A great level of uncertainty means that we cannot make good predictions on what could happen. Different projects present different levels of uncertainty, and project execution can be seen as a process aimed at uncertainty reduction.
Complexity: Project complexity depends on the scope, number and variety of elements and the interconnection among them in the project. But it also depends on the complexity of the organisation and the connections among its parts. Complexity will determine the organisation and the process, as well as the formality with which the project will be managed.
Pace: The third dimension for distinction among projects involves the urgency and criticality of time goals. The same goal with different time constraints may require different project structures and different management attention.
And then there are important steps along the way.
So among initiation and planning you define the project. Between planning and executing the project plans are approved. Between execution and closure all the deliverables are completed. And with closure comes project review.
So one way of defining objectives is the SMART principle.
Is my definition of high your definition of low?
You have to be careful with MoSCow as someone could grade all their requirements as must have in order to get them included. So you need an overall agreement on objectives and their priority.
A customer may want a better product, but a shareholder may want more profits and those two desires often can conflict. The tricky part with stakeholders is that you can underestimate their interest level and sometimes their power level causing your approach to handling them to be off.
I’ll be sharing these templates with you
Gantt charts show you how activities in your project flow. Are the sequential or parallel. One of the google docs I’ll be sharing with you is an excel Gantt chart. There are a number places to get Gantt charts Asana, Instagantt, Zoho, Wrike, Casual, Smartsheet, and Microsoft Project to name a few.
In my experience the one that most people neglect is budgeting is staff time. Using your Gantt chart which has all your activities laid out can help you make sure you have included everything in your budget. Again, I’m going to share a template with you.
Most of us will be creating teams from the current staff, volunteers we work with. But in some cases you may get to hire new staff or hire vendors. When putting together a team studies show that you shouldn’t just look at skill sets you should also look a personalities because it does impact team effectivess. Belbin theorized there are 9 roles as part of a project team. This does not mean you need 9 people. In some cases one person may be filling multiple roles or roles can rotate on and off the project.
We use the RACI matrix. Explain the abbreviation. And there will be a template for this.
Risk assessment is something that I find museums don’t talk a lot about when managing their projects. If threats is too scary think of it as what might go wrong.
Risks are scored based on probability and impact. And some risks have to monitored over time. Such as weather for an outdoor event.
There are 5 common ways to deal with risk. So with the example of weather.
So understanding the critical path of your project helps you see what tasks float and what tasks cannot - thus giving you clearer picture of potential impacts to the schedule
So understanding the critical path of your project helps you see what tasks float and what tasks cannot - thus giving you clearer picture of potential impacts to the schedule; It also helps determine early start and finish dates as well as late start and finish dates
At this point you basically go over everything you’ve planned thus far. But then also go over communications, how will everyone be kept informed, emails regularly schedule meetings, etc.
So you have to know did tasks start and finish on time, did it cost as much as we thought it would. This data can be obtained through meetings, forms/templates, or personal check-ins. I like to track progress through the Gantt chart
When a difference between what was planned and the actual happens you will need to respond.
Keeping a log of issues, how it was handled, the impact on the project helps with future projects
Always have clear purpose and focus - It’s good to cover current status of project, timelines, budget, deliverables, issues, and review your risks. Send agenda out a few days before ask if anyone needs to update the agenda. Send meeting notes out after the meeting.
Keeping a log of issues, how it was handled, the impact on the project helps with future projects
The BCWS is the sum of budget costs planned to be done at date. In this case 180+100+150=430.
The BCWP is budget costs of what has actually been done. So 180x100% + 100x80% +150x70%+0=365The ACWP is how much has actually been spent at given time. so 200+100+150=450.
Schedule variance is comparing the amount of work performed during a given time period with what was schedule to be performed. A negative variance means the project is behind schedule. Cost variance compares budgeted cost fo work performed with actual costs at that moment. A negative means the project is over budget.
The cost schedule index measures the overall efficiency of the project.
Keeping a log of issues, how it was handled, the impact on the project helps with future projects