Project Management Methodology Used in Responding to Publishers’ Surveys Presenters: Jay Johnson, Institutional Research and Planning Liana Crisan-Vandeborne, Institutional Research and Planning

Standish Group Survey: CHAOS Report for IT Industry 21% fail 42% challenged 37% succeed Standish Group Survey: CHAOS Report for IT Industry

Presentation Objectives Understand the anatomy of a project Some of the tools Scale those tools to your needs Charter Requirements Scope Work Breakdown Structure (W.B.S.) Schedule Cost Analysis Risk Registry Communication Plan

Project A temporary endeavor undertaken to create a unique product, service or result. Goal oriented Coordinated Finite duration Unique Progressively elaborated

Product Product: The end result of your project

Why formal Project Management? Familiarity with industry/work Complexity Size of project Size and distribution of team Length of project $$$

Process Groups from PMI Plan Do Close Initiating Planning Executing Monitoring & Controlling Closing

Knowledge Areas Integration Management Scope Management Time Management Cost Management Risk Management Quality Management Communications Management Human Resource Management Procurement Management

Activities within Process Groups and Knowledge Areas

Roles and Responsibilities in a Project The main roles in most projects are, but not limited to: Project Manager Project Team Sponsor Stakeholders Technical Lead or Subject Matter Expert

Project Charter Formally authorizes a project. Includes: Business case Description / deliverables High level project cost estimate Project manager assigned Stakeholder identification Measurable objectives Identified project risks Constraints / assumptions Milestones Signatures

Business Case vs. Project Charter vs. Scope Statement

Scope Management Product Requirements Scope Statement Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) 1 A grouping of project components that organizes and defines the total scope of the project. Each component of the WBS is assigned a unique identifier, called Code of Accounts.

Work Breakdown Structure (WBS) 2 Work Packages are also known as Task(s) or Activities Smallest component that can be realistically estimated for time and cost. How do you know when to stop the decomposition process? Ask yourself or the team: Are the work packages small enough to be estimated for time and cost? Is each work package small enough to be able to be assigned to a single person or group that can be accountable for the results? If you can answer “yes” to those questions, your work packages are probably decomposed far enough.

Project Time Management 1 Project Time Management: Processes required to manage timely completion of the project. Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities.

Project Time Management 2 The Processes in Project Time Management are: Define Activities: Creating the project’s activity list (from WBS). Sequence Activities: Arranging the activities in a logical sequence. Estimate Activity Resources: Estimating the type and quantity of resources needed to complete each activity. Estimate Activity Durations: Determine time estimates for each activity. Develop Schedule: Creating the project’s schedule. Control Schedule: Monitor and control the schedule throughout the project’s life cycle.

Project Cost Management 1

Project Cost Management 2 Project Cost Management deals directly with estimating, budgeting and controlling costs, so the project can be completed within the approved budget. Goals: The project manager should be able to tie costs to activities and resources and build the estimates of the project. Although summary budgets are often the first thing created in the real world, when it comes to detailed planning, the overall approach should be: Define the scope first, create the schedule second and the budget third.

Project Risk Management Risk is related to an uncertain event Possibility of loss or injury

Project Communications Management 1

Project Communications Management 2 Processes related to produce, compile, send, store, distribute, and manage project records. Communications Management requires you to accurately report on project status, performance, and change. The project manager’s most important skill set is that of communication. Approximately 90% of the project manager’s time is dedicated to communications. The project manager should be in control of the communications process.

Checklist of documents/activities 1 Checklist of documents/activities according to process groups Initiating: Project Charter (developed first) Planning: Scope Statement (developed after charter) Requirements Work Breakdown Structure (WBS) The following can be developed after the scope statement: Project schedule Risk registry/log (living document) Project cost estimate Communications plan Planning documents should be completed before executing.

Checklist of documents/activities 2 The executing, and monitoring and controlling process groups are happening concurrently. Executing: Doing the activities defined in the Work Breakdown Structure (WBS) and schedule Communicating to stakeholders Meetings: Revisit risk log (top priority risks only) Monitoring and controlling: Schedule (are we on time) Scope statement (are we building what we said we would build) User acceptance criteria (according to what our stakeholders want) Project status updates to sponsor (biweekly or monthly) Closing: Formalize acceptance Release resources Lessons learned

Standish Group Survey: CHAOS Report for IT Industry 21% fail 42% challenged 37% succeed Standish Group Survey: CHAOS Report for IT Industry

Presentation Objectives Understand the anatomy of a project Some of the tools Scale those tools to your needs Charter Requirements Scope Work Breakdown Structure (W.B.S.) Schedule Cost Analysis Risk Registry Communication Plan

Project A temporary endeavor undertaken to create a unique product, service or result. Goal oriented Coordinated Finite duration Unique Progressively elaborated

Product Product: The end result of your project

Why formal Project Management? Familiarity with industry/work Complexity Size of project Size and distribution of team Length of project $$$

Knowledge Areas Integration Management Scope Management Time Management Cost Management Risk Management Quality Management Communications Management Human Resource Management Procurement Management

Roles and Responsibilities in a Project The main roles in most projects are, but not limited to: Project Manager Project Team Sponsor Stakeholders Technical Lead or Subject Matter Expert

Process Groups from PMI Plan Do Close Initiating Planning Executing Monitoring & Controlling Closing

Create folders on our internal drive for storing and managing files in regards to each of the publisher surveys.

Examples of folders in the “Undergraduate” folder.

In order to keep everything organize, I create a folder for each publisher survey; then I pretty much have the same folder structure for each of them.

Data Collection Sheets

Project Time Management 1 Project Time Management: Processes required to manage timely completion of the project. Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities.

Project overview

Project Communications Management 1

Checklist of documents/activities 2 The executing, and monitoring and controlling process groups are happening concurrently. Executing: Doing the activities defined in the Work Breakdown Structure (WBS) and schedule Communicating to stakeholders Meetings: Revisit risk log (top priority risks only) Monitoring and controlling: Schedule (are we on time) Scope statement (are we building what we said we would build) User acceptance criteria (according to what our stakeholders want) Project status updates to sponsor (biweekly or monthly) Closing: Formalize acceptance Release resources Lessons learned

Closing the project

Contact: johnson.1043@osu.edu crisan-vandeborne.1@osu.edu ? Contact: johnson.1043@osu.edu crisan-vandeborne.1@osu.edu