1. Copyright © 2014 Human Workflows, LLC Project Management for Scientists Randall Ribaudo, PhD Human Workflows, LLC Co-founders, SciPhD.com

2. Copyright © 2014 Human Workflows, LLC How do we keep things straight?

3. Copyright © 2014 Human Workflows, LLC

4. How do you know if you’re organized? Are you busy or are you productive? Can you state your specific goals and objectives? What are your milestones? What are your deliverables? What are your assumptions?

5. Copyright © 2014 Human Workflows, LLC Goals for Today Define Project Management Compare with the Scientific Method Introduce Strategic Project Management Approach Practical Example of Project Management Provide a path for making good tactical decisions

6. Copyright © 2014 Human Workflows, LLC What is a project? “a temporary organized set of activities to achieve a specific set of objectives” … that has a defined endpoint!!

7. Copyright © 2014 Human Workflows, LLC What is Project Management? “an organized, accountable approach to conceiving, designing, executing and reporting on a specific set of objectives” … on schedule and on budget TimeCost Objectives Project

8. Copyright © 2014 Human Workflows, LLC Macro View of Project Management Design TeamWork

9. Copyright © 2014 Human Workflows, LLC Who is your Customer? The INDIVIDUAL with whom you (re)negotiate Time, Cost, and Objectives You can only have ONE project customer!!! Project manager CustomerSponsor Team member Katrina Team Member Li Team Member Bob

10. Copyright © 2014 Human Workflows, LLC Work “from the top down” Who is your customer? What are their expectations? What will they do with the information? Why are they funding this work? What is the ROI? Design TeamWork

11. Copyright © 2014 Human Workflows, LLC Defining Objectives: “Requirements Gathering” One of the biggest causes of failure for projects are poorly defined objectives! Design TeamWork

12. Copyright © 2014 Human Workflows, LLC User Requirements: The User Story  What are we trying to accomplish and why?  How do we know if and when we’re successful?  What other conditions must exist?  How do we do it? GoalSuccess CriteriaAssumptionsTasks Design TeamWork

13. Copyright © 2014 Human Workflows, LLC Who’s Input is Important Customer Sponsor Stakeholders Project Team members Design TeamWork

14. Copyright © 2014 Human Workflows, LLC Project Management and the Scientific Method

15. Copyright © 2014 Human Workflows, LLC Concept and Feasibility Increase Science Production by 30% in one year

16. Copyright © 2014 Human Workflows, LLC Organizing a project Define Project Goal (Hypothesis or Question) Define Objectives necessary to achieve goal (requirements gathering) Outline expected outcomes Itemize specific tasks Identify dependencies and assumptions GO, NO-GO Decision ------------------------------------------------ Assign resources Develop timeline Assign milestones EXECUTION Design TeamWork

17. Copyright © 2014 Human Workflows, LLC Four Critical Questions Design TeamWork

18. Copyright © 2014 Human Workflows, LLC Four Critical Questions Design TeamWork

19. Copyright © 2014 Human Workflows, LLC Are you a Project Manager? “a temporary organized set of activities to achieve a specific set of objectives” Q: Does your science fit this definition?

20. Copyright © 2014 Human Workflows, LLC Your Current Research Project

21. Copyright © 2014 Human Workflows, LLC What is a “strategic” approach: What the scientific goal?

22. Copyright © 2014 Human Workflows, LLC Randy’s PhD Thesis Project What was my goal?

23. Copyright © 2014 Human Workflows, LLC Lets take a “strategic” approach: To finish my PhD I must: Demonstrate fibrin causes inflammation Receive my PhD Get a job!

24. Copyright © 2014 Human Workflows, LLC Strategic Planning “If then” causal relationships: Finish my PhD Get my PhD Purify fibrinogen Trans-tracheal installation Demonstrate fibrin- specific inflammation Purify fibrinogen Trans-tracheal installation Demonstrate fibrin- specific inflammation if then Demonstrate Fibrin induces pulmonary inflammation if then

25. Copyright © 2014 Human Workflows, LLC Strategic Project Planning “If then” causal relationships: Postdoc project Purify fibrinogen Trans-tracheal installation Demonstrate fibrin- specific inflammation Purify fibrinogen Trans-tracheal installation Demonstrate fibrin- specific inflammation Finish my PhD if then Committee likes the work if then Committee approves thesis defense if then Complete work agreed to with my committee if then

26. Copyright © 2014 Human Workflows, LLC Causative “if-then” statements Goal (What are we trying to accomplish and why?) Objectives: (What must be done to achieve the goal)? Outcomes: (What are the results of actual tasks necessary to achieve objectives) Tasks: What are the activities necessary to meet each objective? Design TeamWork

27. Copyright © 2014 Human Workflows, LLC Causative “if-then” statements If Tasks, then Outcomes If Outcomes then Objectives If Objectives then Goal Goal Objective 1 Objective 2 Objective 3 Outcomes Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4 Task 1 Task 2 Task 3 Task 4

28. Copyright © 2014 Human Workflows, LLC Causative “if-then” statements “Develop Strategic Plan” Develop Strategic Plan “Objectives must be specific enough so that specific tasks can be assigned along with estimates for resourcing and time to complete” Define current, five year and 15 year value Get consensus from strategic stakeholders Identify strategic stakeholders

29. Copyright © 2014 Human Workflows, LLC Why all this structure? Ensures that all work is relevant and necessary Specific objectives provide logical structure to work Required outcomes provide mechanism to determine if project should continue Provides mechanism for defining assumptions Defining tasks provides most accurate estimation of time and cost required to meet objectives Provides appropriate level of detail for prioritization

30. Copyright © 2014 Human Workflows, LLC Team Performance ACTION STEPS

31. Copyright © 2014 Human Workflows, LLC SWOT Action Items (Objectives):

32. Copyright © 2014 Human Workflows, LLC Team Activity Develop a project plan to address the goal from last session “Increase Science Output by 30% in the next year” Validate categorized Action Items using “causative if-then” Use if-then approach to define tasks for each action item Prioritize action items

33. Copyright © 2014 Human Workflows, LLC Prioritizing Goals and Defining Scope: MoSCoW Must haves Should haves Could haves Won’t haves

34. Copyright © 2014 Human Workflows, LLC Benchmarking: Deliverables Tangible accomplishments that have inherent value for the project Typically map to Objectives What are the deliverables for this project? Design TeamWork

35. Copyright © 2014 Human Workflows, LLC Milestones Tangible accomplishments that indicate successful completion of a significant portion of the project. Typically spaced evenly across the projected project timeline Used to determine if the project is on schedule Design TeamWork

36. Copyright © 2014 Human Workflows, LLC Assumptions External factors that can influence project success, and which are not under direct control of the project manager. Assumptions can be monitored, perhaps influenced, and occasionally managed. Design TeamWork

37. Copyright © 2014 Human Workflows, LLC The Tools of Project Management

38. Copyright © 2014 Human Workflows, LLC Building the Project Plan

39. Copyright © 2014 Human Workflows, LLC Work Breakdown Structure (WBS)

40. Copyright © 2014 Human Workflows, LLC Work Breakdown Structure (Experimental Design)

41. Copyright © 2014 Human Workflows, LLC Class Activity Break up into your project teams and figure out the sequence that your activities should occur. You have 5 minutes.

42. Copyright © 2014 Human Workflows, LLC Dependencies (the relationship between tasks) Finish to Start Start to Start Start to Finish Finish to Finish Lags between stages

43. Copyright © 2014 Human Workflows, LLC Dependencies: Finish to Start One task cannot start until its predecessor finishes. Examples: 1.Isolate and purify fibrinogen 2.Instill fibrinogen in mouse lungs 3.Sacrifice mice 4.Remove lungs 5.Prepare for histology

44. Copyright © 2014 Human Workflows, LLC Dependencies: Start to Start One task can’t start until its predecessor starts Example: Synchronized Experiments: Treating control and various experimental conditions in an experiment requires all processes starting simultaneously.

45. Copyright © 2014 Human Workflows, LLC Dependencies: Start to Finish One task cannot finish until its successor starts Example: Setting up a long-term incubation project that has regular timepoints (every 2 hours). The work is split between project team members so that no-one has to stay up for a week! But the person “on duty” cannot “finish” (leave the lab) until the next person “starts” (arrives).

46. Copyright © 2014 Human Workflows, LLC Dependencies: Finish to Finish One task can start, but can’t complete until its predecessor task(s) complete. Example: When performing a time course experiment that includes tissue histology and whose endpoint is not known initially (e.g. end point is paralysis or death Although you can start reading histology while harvesting tissue, you can’t complete the histology task until animals have died or exhibit paralysis.

47. Copyright © 2014 Human Workflows, LLC Level of Effort, Duration & Resources Level of Effort: How much actual work-time the specific task will take. Duration: Total length of calendar time necessary to complete the activity (impacted by LOE and resource availability). For example: If a task takes eight hours to complete, and the technician can commit 2 hours per day to that activity, the LOE is 8 hours (1 day) and the duration is 4 days. Resources: The people, equipment and supplies required to do the task

48. Copyright © 2014 Human Workflows, LLC List out Project Steps Duration and Dependencies Design TeamWork

49. Copyright © 2014 Human Workflows, LLC Gantt Chart Design TeamWork

50. Copyright © 2014 Human Workflows, LLC Critical Path Design TeamWork

51. Copyright © 2014 Human Workflows, LLC Assigning Resources Design TeamWork

52. Copyright © 2014 Human Workflows, LLC Assigning Resources Design TeamWork

53. Copyright © 2014 Human Workflows, LLC Resource Management Design TeamWork

54. Copyright © 2014 Human Workflows, LLC Set Milestones and Deliverables

55. Copyright © 2014 Human Workflows, LLC Execution Kickoff meeting Assignment of roles Presentation of Schedule Review of Deliverables and Milestones Review of assumptions Periodic status meetings (“Standup Meetings”) Update Project Management Plan (versioning) Design TeamWork

56. Copyright © 2014 Human Workflows, LLC Managing your Project Team Project manager CustomerSponsor Team member Steve Team Member Li Team Member Bob

57. Copyright © 2014 Human Workflows, LLC Developing Your Team Developing People Collaboration Enabling Empathy Rapport Establishing relationships and trust with people in your group with the goal of developing an efficient and productive team.

58. Copyright © 2014 Human Workflows, LLC Managing your team of Project Managers Clearly define time, cost and objectives Define milestones Define deliverables Negotiate Communicate regularly Develop relationships!!! Design TeamWork

59. Copyright © 2014 Human Workflows, LLC Objectives have four components Cognitive (what’s the knowledge– is it a database, concrete thing) Emotional interaction Behaviors we are looking for What is the social sustainability (networking, advocacy, promotion)

60. Copyright © 2014 Human Workflows, LLC Change Happens! You need a plan~ Managing the Process

61. Copyright © 2014 Human Workflows, LLC Change Control Planning Structure Work Breakdown Structure Gantt Chart Resourcing Communications plan

62. Copyright © 2014 Human Workflows, LLC Change Management Managing your team members (re)setting expectations Involving them in the process and the solution

63. Copyright © 2014 Human Workflows, LLC Who’s Input is Important Customer Sponsor Stakeholders Project Team members Design TeamWork

64. Copyright © 2014 Human Workflows, LLC Class Activity: Standup Meeting Organize into your Project Teams Project Manager has called the weekly standup meeting Scheduled for 15 minutes Project Manager has another meeting immediately following Read specific instructions for each team member (5 minutes) Project manager commence meeting to get updates from all team members Complete meeting in allotted time

65. Copyright © 2014 Human Workflows, LLC Expected Accomplishments for today Strategic Plan: High level definition complete Financials: ID at least 3 outside funding sources IP Protection: Inventory of all new inventions complete Collaborations: Plan for utilizing brand recognition and experience, and list of invitees to university job fair Grants: ID at least 10 possible new funding sources Communications Plan: ID all stakeholders in order to schedule first meeting HR to increase headcount: Make initial contact with HR and find out information they require in order to hold productive meeting Internships: “long list” of possible partners complete

66. Copyright © 2014 Human Workflows, LLC Focus Time Cost Objectives Effort

67. Copyright © 2014 Human Workflows, LLC Effort Focus Time Cost Objectives Culture (Social Context)

68. Copyright © 2014 Human Workflows, LLC Effort Focus Time Cost Objectives Culture Acceptance Criteria

69. Copyright © 2014 Human Workflows, LLC Effort Focus Time Cost Objectives Culture Quality Acceptanc e Criteria “a circle has the highest area to perimeter ratio”

70. Copyright © 2014 Human Workflows, LLC Review and Audit Milestones Deliverables Schedule Budget Lessons Learned Update Project Management Plan Design TeamWork

71. Copyright © 2014 Human Workflows, LLC Top 10 Project Management Challenges Poorly defined goals Scope changes Inadequate skills for the project Lack of accountability Improper risk management Ambiguous contingency plans Poor communications Impossible deadlines Resource deprivation Lack of stakeholder engagement

72. Copyright © 2014 Human Workflows, LLC References Strategic Project Management Made Simple: Practical Tools for Leaders and Teams by Terry Schmidt (Feb 9, 2009) Project Management For Dummies (For Dummies (Business & Personal Finance)) by Stanley E. Portny (May 3, 2010) Making the Right Moves. A Practical Guide to Scientific Management for Postdocs and New Faculty. Burroughs Wellcome Fund, Howard Hughes Medical Institute. Absolute Beginner’s Guide to Project Management by Gregory M. Horine (2009)

73. Copyright © 2014 Human Workflows, LLC Software Windows Microsoft Project (Microsoft Corporation) Mac OS X Omniplan & Omnigraffle (The Omni Group)Web-based LiquidPLanner www.liquidplanner.com