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Project Management Workshop slides. Charlotte Sexton and Carolyn Royston at Museums and the Web 2012.The workshop provided a toolkit for delivery of digital projects in cultural organisations encompassing both strategic and tactical approaches. The approaches were applicable to large or small-scale website development, multimedia and mobile projects. We used illustrations of real world examples throughout and covered both the successes and lessons learned.Read more: Digital project management 101: Getting your project off the starting blocks | bit.ly/IEahsk
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Digital project management 101: Getting your project off the starting blocks
Carolyn Royston, IWM & Charlotte Sexton, NG
Museums and the Web 2012
• Can you tell us who you are and where you’re from
• Briefly what you’re working on that relates to this workshop, and what you hope to go away with from this session
To get us started
• Build confidence in managing a digital project
• Ask the right questions to ensure success
• Troubleshoot some real-life issues
• How to keep your project on track
• Manage senior management expectations
• Work collaboratively across departments and with external organisations
• And anything else that comes up...
What this workshop is all about:
Here’s a bit about us and our organisations....
Before we get going
Imperial War Museums
• Oldest film archive
• Second largest sound archive after the BBC
• Over 11 million photographs
• Second largest contemporary art collection in the UK after Tate
• Millions of documents, diaries, papers
• 140,000 large objects
IWM Collection
National Gallery
• Collection tells a story of Western European painting from 13th – 19th Centuries
• Small collection containing 2,500 works
• Some of the world’s most iconic masterpieces from Van Gogh’s ‘Sunflowers’ to Leonardo di Vinci’s ‘Virgin of the Rocks’
National Gallery Collection
• Supportive session
• Share openly and respect everyone’s contributions
• Confidentiality
• All from very different organisations with unique issues but similar challenges
• No right answers – but there are some building blocks and strategies which we can all commonly use
• Questions welcome throughout
Ground rules
• Methodology
• Communicator
• Organised
• Consistent
• Can see the whole picture
• Manage pressure and deliver to deadlines
What makes a good Project Manager ?
• Technology meets low digital literacy
• Deadlines
• Speed of digital vs non-digital projects
• People put off by technical language/jargon
• Cross departmental – different ambitions and agendas
• Resources required from across organisation
• Part of wider programme of activity, not separate
What are some of the challenges of managing a digital project in a museum or gallery?
• In any given project, there a number of components which will need to be defined before you can begin.
• What do you think those components might be?
• Define the project
• Budget
• Resources
• Roles and Responsibilities
• Timing and Schedule
• Evaluation
• Communication
• Manage Risk
Before you start your project
Wartime social survey: Information gathering in wartime Britian, UK, 1944
How do I fill in the gaps?
Methodology and approaches:
• Prince2
• Agile
• Waterfall
Project Management methodologies
Prince Albert
G6537
Prince2
• A project management methodology that is based on organisational structure i.e. People have defined roles on the board
• Relies heavily on detailed documentation e.g. PID, business case, risk management, QA
• Very business-focussed
• Structured in terms of phasing of projects
• Massive scope, only likely to use a fraction of tools for your project
What is Prince2
Pros
• A defined organisational structure for the project management team
• Very structured approach to project delivery
• Brief written outlining what the project is attempting to achieve and the business justification for doing it – all sign up to this
• Team structure should provide support for PM
Cons
• Can be overwhelming for museum needs
• Very rigid approach
• Project board needs careful management
• Danger can be that methodology becomes more important than the project itself
Prince2
A Recruit joins the Army
© IWM (H 17182)
Agile
• An iterative, more agile approach to project management
• Work in shorter sprints to enable feedback and iteration
• Breaks project down into smaller segments
• Additional documentation as in Prince2 also required e.g project scope, budget etc
What is Agile?
Agile
Launch
Pros
• Shorter sprints of work
• Failure can happen in more manageable and survivable scale
• Able to iterate and feedback
• Involve staff and test with audiences
Cons
• Requires quick response time from stakeholders
• Can be difficult to see big picture
• Decide when iteration stops and delivery needs to happen
• Manage tension between agile approach and museum culture
Characteristics of Agile
A Waterfall in a Rocky Landscape
NG627
Waterfall
• A sequential project approach – each phase is reliant on the successful completion of the previous one
• Additional documentation as in Prince2 also required e.g project scope, budget etc
What is Waterfall?
Sequential process
Pros
• Sequential design and build process
• Easy to understand dependencies and impacts on delivery
• Easier to spot when project goes off track
Cons
• Can get far down the track before knowing project has gone wrong
• Often nothing for stakeholders to see for long periods
• More difficult to build in change in project requirements, and can be costly
Waterfall methodology
• Could be dependent on approach to software development
• Has to fit in with the needs of the organisation
• What you feel comfortable with, and what is most likely to lead you to a successful delivery?
• Will help you to manage risk on your project
• Do you have the right skill sets on your team to support your chosen approach?
• Reality is that it will probably be a hybrid approach of one or more.
How do you decide which to use?
Line Communication Equipment, Feldfernsprecher 16 Type B, German
IWM COM 382
Project Management tools
• Communication is essential to facilitating a successful project
• What methods do you use in your organisation to ensure good communication?
• Tools like Basecamp
• Shared folders
• Shared docs
• Group email addresses
• Set up regular meetings virtual and face to face if poss
• Short progress reports, write for your audience
• * Short, frequent clear contact but don’t overload
Ways to manage communication
• Clear about approach to project
• Decided who is on my project board and project team
• Write and agree Project Initiation Document (PID) and/or brief
• Agree a project management methodology appropriate for the project
• Ensure additional documentation is written e.g. Risk register, schedule, budget breakdown
• Set up my channels of communication
• You’re ready to go!
Am I ready to start?
• Get into 2 teams
• Project task
• Assign roles – scribe, speaker to feedback
• Work out best solution and feedback to wider group
Troubleshooting
• Jan has a massive project to deliver involving a wide number of stakeholders
• The project is technically complex, involves a large amount of content and the scope of the project keeps changing depending on who you talk to
• The project is running behind schedule, costing more because the scope keeps changing and is losing the confidence of the Senior Management Team
• What can Jan do to get her project back on track?
Problem 1 – Runaway train
• David is working on an important digital project in his organisation. The project is proving to be very challenging because of different stakeholder expectations, resources and understanding.
• He needs Senior Management to step in and support him in the project otherwise there is a good chance it will fail. But Senior Management do not really understand what the issues are, or what David needs from them.
• What does David need to do to get Senior Management on board and ensure stakeholders are invested in the lifetime of the project
Problem 2 – Communication & Advocacy
• Sam has been working on a new mobile project. It has gone really well to date and everyone is very happy with progress.
• It’s time to do some user testing before final stages of delivery.
• Unfortunately, user testing feedback was not good. They didn’t understand the concept and couldn’t work out how to use it.
• Sam needs to decide what the next course of action is and how to communicate it, and then deliver.
Problem 3 – The wrong assumption
Your Challenge
You haven’t started a project until you have:
• Defined what the project is about
• Worked out your project management methodology
• Decision- making framework
• Roles and responsibilities
• Communication methods
• Risk management and issue log
• Budget
• Timeframe
• Success criteria
Takeaways
Carolyn [email protected]
@caro_ft
http://uk.linkedin.com/pub/carolyn-royston
Charlotte [email protected]
http://uk.linkedin.com/in/charlottesexton
If you want to contact us