The document discusses the transition from instructional designer to project manager. It provides an overview of the key similarities and differences between instructional design and project management processes. These include analyzing requirements and defining objectives (common), as well as developing detailed plans, tracking schedule and budget, and procuring resources (unique to project management). The document emphasizes strengthening influencing skills, focusing on stakeholders, and adopting a leadership approach to help individuals and teams succeed.
2. Authority vs. Influence
You don’t need authority to
influence others, and being
granted authority does not
guarantee influence.
Ask any parent.
3. The capacity to have an effect on the character,
development, or behavior of someone or something, or
the effect itself.
The power or right to give orders, make decisions, and
enforce obedience.
1
2
5. Influence Maps are visual models
showing the interests of different
groups and the people who
influence a project or decision the
most.
Managers have different interests
than employees and
customers influence organizations
differently than vendors.
"influence Maps" "project management"
11. Products
Instructional Design
• Course Objectives
• Sequential Outlines
• Curriculum Maps
• Learning Interactions
• Multi Media Content
• Assessments
• Feedback
Project Management
• Project Charter
• Project Plan
• Communication Plan
• Work Breakdown Structure
• Forecasts
• Status Reports
• Post Mortem
17. Learn Do
Lifecycle Process
Guiding Products
Individuals
Teams
Consumers w/Less
Control
Consumers w/More
Control
Authority Over
Consumers
No Authority Over
Consumers
ID PM
19. Learn Do
Lifecycle Process
Guiding Products
Individuals
Teams
Consumers w/Less
Control
Consumers w/More
Control
Authority Over
Consumers
No Authority Over
Consumers
Influence Over
End Users
Influence Over
Project Team
ID PM
21. Learn Do
Lifecycle Process
Guiding Products
Individuals
Teams
Consumers w/Less
Control
Consumers w/More
Control
Authority Over
Consumers
No Authority Over
Consumers
Influence Over
End Users
Influence Over
Project Team
Responsibility
ID PM
22. What’s in your pocket?
Kills
• Process Oriented
• Skilled Planner
• Attention to Detail
• Ability to Influence
Skills
• Over Dependence on Control
• Individual vs. Team Decisions
• Failure to Take Responsibility
23. Takeaways
• Save the use of authority, if you have any, for very special
occasions.
• Sharpen your influencing skills to get things done.
• Create an environment where individuals and teams want to
succeed (culture and engagement).
• Create an environment where individuals have a
path to success.
• Provide individuals the tools to succeed.
27. ID to PM?
• Assessment of the overall curriculum requirements.
• Analysis of the background knowledge and instructional
needs of learners.
• Defining the overall course objectives.
• Determining the sequential order in which objectives will be
addressed.
• Build the Course(s)
• Performing evaluations of the course (formative and
summative).
Initiation
Planning
Executing
Closing
ControllingandMonitoring
28. ID to PM!
• Assessment of the overall curriculum requirements.
• Analysis of the background knowledge and
instructional needs of learners.
• Defining the overall course objectives.
• Determining the sequential order in which
objectives will be addressed.
• Build the Course(s)
• Performing evaluations of the course (formative and
summative).
Executing
29. Project Initiation
• Develop Project Charter
• Identify Stakeholders
• Project Kick-Off
On
Your Mark
Get Set
Go!
Project Charter
• Project Overview
• Scope Statement
• Planned Timeline
• Team Members with Roles
• Project Sponsor
• Major Stakeholders
For the purpose of creating a shared and
consistent vision of the project.
32. The WBS
• Create Work Breakdown Structure
• Define Activities
• Sequence Activities
• Estimate Durations
• Estimate Resources
Each level of the WBS
hierarchy represents
a more detailed
description of
the project
work.
35. Dig Deeper
What will we build?
Who will we need?
How long will they need?
Where should they start?
Define Activities
Sequence Activities
Estimate Durations
Estimate Resources
36. Active Some Prior Knowledge
A work breakdown structure is a key project deliverable
that organizes the team's work into manageable chunks.
The Project Management Body of
Knowledge defines the work
breakdown structure as:
“A deliverable oriented hierarchical
decomposition of the work to be
executed by the project team.”
37. Hire
Videographer
Collaborate with Subject Matter
Experts (SMEs)
Shoot Video Develop Clips
Create Content and Learning
Experience Lessons
Determine
Objectives
Design and Create
Assessments
Release Date
Lead Time
Slack
Assemble Course
Milestones
Critical Path
38. Estimation
a = the best-case estimate
m = the most likely estimate
b = the worst-case estimate
E = (a + 4m + b) / 6
SD = (b − a) / 6
Three Point Estimation or
PERT
42. Stakeholder Management
Stakeholder Management includes
the processes required to identify
people, groups or organizations
that could impact or be impacted
by the project, to analyze
stakeholder expectations and their
impact on the project and to
develop appropriate management
strategies for effectivity engaging
stakeholders in project decisions
and execution.
43. Stakeholder
Tools
Power & Interest Grid
Stakeholder Scorecard
• Low Power
• High
Interest
• Low Power
• Low
Interest
• High Power
• High
Interest
• High Power
• Low
Interest
Keep
Satisfied
Manage
Closely
Keep
Informed
Monitor
44. Stakeholder Management
In an age where everything and everyone is
linked through networks of glass and air, no one
- no business, organization, government agency,
country - is an island. We need to do right by all
our stakeholders, and that's how you create
value…
-Don Tapscott
46. Acceptance Criteria
Acceptance Criteria are
the conditions that a
development product
must satisfy to be
accepted by a user,
customer, or the
consuming system.
Define Done
49. Closing
• Collect and Archive Documents
• Lessons Learned – Retrospective
• Capture Intellectual Capital
• Celebrate!
Lesson’s Learned
• What are your initial reactions?
• What went well?
• What did not go well?
• Do you feel the project met its
objectives?
• Do you feel the project delivered the
proposed value?
• What resources were missing?
• Who should we thank?
50. Takeaways
• You have a lot of skills in your pocket. Learn the technical
skills of project management and add them!
• The ID cycle is a micro cycle within the project life cycle.
• Begin with the end in mind, then do the forward pass.
• Study your team and stakeholders.
• Practice servant leadership and remove impediments.
• Celebrate successes.