Your Own Project Plan and Case Study

BWBRS Description: This Bonner Curriculum workshop is part four (of 4) of a series for Bonner Scholars and Leaders to enhance outreach capabilities by strategically designing, implementing, and or managing their own projects.

Overview: This workshop is part four of a four-part series on managing projects designed to help participants think critically about the consequence of each project as they analyze and synthesize diverse perspective. Participants will practice managing a project by following the project management: 9 step process. This workshop can help students increase their planning, decision making, organization, and leadership skills. Managing projects workshop is useful to any Bonner who have the leadership desire to help their community develop, implement, and manage projects, whether the community is a class of students, campus program, or community partners.

Key Words: Leadership; planning; decision making; goal setting; organization; communication; volunteer management

Your Own Project Plan and Case Study Theme 5.4 Part 4 of "Managing Projects"

Bonner Community Engagement Curriculum: The 8 Themes Series

Bonner Curriculum: Your Own Project Plan page !1

Third Year

8 Themes: “Third” Year - Fall Semester

Bonner Developmental Connection Outcomes: This workshop is excellent for juniors. It can be done during a

Welcome Back Retreat, Class Meeting, or a Mid-Year Retreat. Setting aside a bit more than an hour is best, depending on the number of people. Additionally, this workshop can be done in an All Bonner Meeting, splitting students into mixed groups by class. The activity itself can be repeated.

Bonner Learning Outcomes: This workshop enable students to explore how to effectively communicate and employ their leadership management skills as they seek to successfully managed projects. Students will consider multiple perspectives as they think critically about each decision while managing projects.

Workshop Learning Outcomes:

• Participants will learn how to develop, design and execute their project charter. • Participants will practice the project management: 9 step process for assuring the

requirements and specifications of the project are met. • Participants will take away necessary skills to successfully manage and complete

projects.

Materials:

• Flip chart (see attachment) • Index cards or post-its sticky notes papers • Everyone should have something to write with (pens, pencils, markers)

How to Prepare:

Prepare yourself to facilitate by reviewing the guide and becoming comfortable with the facilitation process. Since this workshop so directly relates to Bonners taking leads on projects and outreach activities, campus program staff should be involved in the facilitation of this workshop. It is highly recommended that program staff serve as trainers. If your purpose is to train-the-trainers, you may want to make that explicit


during your session. The managing project workshop activities and handouts are necessarily generic and need to be adapted to suit local community and participant needs.

Brief Outline:

In this guide, you will find the steps for take a group of participants through the project management activities that they can replicate to undertake projects. As you select and make modifications to the sessions to fit your participants’ needs, try to keep common stakeholders in mind and encourage participants to share ways to make the content, methods, and materials as accessible and appropriate as possible for the people with whom their projects could affect.

Select a side wall in the main training room to designate as the 9 step approach to managing a project wall. Place a header of each steps.The one-hour outline has the following parts. Larger cohorts will require more time for sharing.

The outline has the following parts (modify to cover number):

1) Small Groups Pick Real Project or Case Study suggested time x minutes 2) Reflection Discussion suggested time x minutes

Your Plan

Part 1) Small Groups Picks Real Project or Case Study Suggested time: 50

In this activity participants can continue to work in pairs or in small groups of four to come up with a real project design or use one of the case study projects. Participants will pick up from where they left off in the 9 steps process of project management which will serve as a significant indicator of workshop success.

Hand participant back the Managing Project Template worksheets for them to continue working on their own project.

Say: You will continue where in left off working as pairs or in a small group during the last training session. We will get through the final five* steps today. Use the Managing Project Template to help guide you through each steps.


We will stop after each steps and share what each team is working on and provide feedbacks to one and another.

Part 2) Reflection Discussion Suggested time: 10

Use the 9th step guided questions to begin reflection discussion. Have participant write down their answer a team, then discussed each question answer ask a group.

Credits:

This workshop was adopted from Frank Ryle, Project Management for Pros: Keeping Score A 9 Step Approach to Managing Any Project. This workshop was developed by Bobby Hackett and Arthur Tartee , Bonner Foundation staff, as part of the Project Management series for the Bonner Curriculum. References and sources of materials used including:

Abudi, G. (Ed.). (2018, October 9). The Five Stages of Project Team Development. Retrieved from https://project-management.com/the-five-stages-of-project-team-development/

Martin, M. (2016, September 13). How to plan, execute and monitor a project effectively. Retrieved from https://www.cleverism.com/plan-execute-monitor-project-effectively/

Monnappa, A. (2018, September 12). Project Scope Management: What It is and Why It's Important. Retrieved January 5, 2019, from https://www.simplilearn.com/project-scope-management-importance-rar89-article Norris, C., Perry, J., & Simon, P. (2000, January). Https://www.fep.up.pt/disciplinas/pgi914/ref_topico3/projectram_apm.pdf. Retrieved December 20, 2018, from https://www.fep.up.pt/disciplinas/pgi914/ref_topico3/projectram_apm.pdf

Priestley, D. (2015, August 11). Forming, Storming, Norming and Performing: The Stages of Team Formation. Retrieved January 8, 2019, from http://www.ventureteambuilding.co.uk/forming-storming-norming-performing/

Verma, V. K. (2008). Managing the project team. Brantford, Ont.: W. Ross MacDonald School Resource Services Library.


https://project-management.com/the-five-stages-of-project-team-development/

https://project-management.com/the-five-stages-of-project-team-development/

https://www.cleverism.com/plan-execute-monitor-project-effectively/

https://www.simplilearn.com/project-scope-management-importance-rar89-article



https://www.fep.up.pt/disciplinas/pgi914/ref_topico3/projectram_apm.pdf

https://www.fep.up.pt/disciplinas/pgi914/ref_topico3/projectram_apm.pdf

http://www.ventureteambuilding.co.uk/forming-storming-norming-performing/

http://www.ventureteambuilding.co.uk/forming-storming-norming-performing/

Followed by Handouts:


MANAGING PROJECTS: 9 STEPS TEMPLATE

PURPOSE OF THE DOCUMENT:

The Project Charter will serve as an internal document that captures major components of planning information (purpose, scope, deliverables, project justifications, etc.) about the

Project.

As Project Manager you have to create the Project Charter in the Initiation Phase of the Project. Its purpose is to recognize the existence of the project and to begin the planning

process required to accomplish the Project goals. The Project Charter is an input to the Definition Phase of the Project where much of the information contained herein forms the

basis for detailed project planning.


PROJECT CHARTER - STEP 1

Project Name:

Project Sponsor:

Project Manager:

Team Member:

Team Member:

Team Member:

1. PROJECT PURPOSE

Describe the need, opportunity or problem that the project was undertaken to address – i.e., the project justification.

2. DELIVERABLES

Deliverables should be measurable, so the Sponsors, Stakeholders, and Team Members can determine whether the deliverable has been successfully completed at the project’s conclusion. Describe the deliverable using action words (verbs) such as “deliver, provide, create, research, etc.

3. SCOPE DEFINITION


Document the scope of work to be delivered. Ensure that the boundaries of the project are clearly defined (what is included and excluded in the project scope) defines the project.

4. PROJECT MILESTONES

Identify the project major milestones, including start and end dates for Project Phases

5. ASSUMPTIONS, CONSTRAINTS & DEPENDENCIES

Identify any assumptions that will be made for the purposes of planning the project. The objective here is to set the boundaries and address the project constraint (scope, time, cost, dates and other regulatory issues) as constraints or dependencies to the project.

6. ANALYZE STAKEHOLDERS - STEP 2




Identify the key stakeholders - anyone who would have an impact, interest, and or influence on the outcome of the project.

7. STAKEHOLDERS ANALYSIS

KEEP SATISFIED MANAGED CLOSELY

MONITORED KEEP INFORMED

8. STAKEHOLDER REQUIREMENTS - STEP 3


Identify and document stakeholders’ needs and how you intent to monitored, managed closely, keep satisfied and informed.


9. STAKEHOLDER REQUIREMENTS ANALYSIS

9. WORK STRUCTURE BREAKDOWN - STEP 4


Start Date Tasks Assigned role Responsibilities


Dates Tasks Assigned role Responsibilities

End Date

A Work Breakdown Structure is a comprehensive, systematic means of defining project work. This should

allow you to break the project objective into many smaller tasks required to achieve the goals.

Each descending level represents an increasingly detailed definition of project work with the lowest level

depicting an individual element of work that can be defined and responsibility allocated to a single

person. Remember to use a VERB plus a NOUN to define the scope of the project.


10. ANALYZE AND MANAGE RISKS - STEP 5



Analyzing and managing risks allows you as project manager to assess potential factors and events which could threaten the achievement of the project’s objectives and find ways to mitigate them.

List any risks that could threaten the execution of the work requirements and tasks we came up with in during the last activity.

11. RISKS ANALYSIS

12. SCHEDULING & BUDGETING - STEP 6


Mapping out a schedule will you gain an initial understanding of task dependencies and work flow. It will also help you determine the overall length of the project.

The project schedules show the timing and sequence of tasks within the project, while considering the risks, constraints and project’s budget.

Budgeting involves aggregating the estimated costs of individual tasks to establish a total cost baseline for the project. You may add some leeway to deal with anticipated, but not certain, events. These costs are called contingencies.13. DEVELOP SCHEDULE & BUDGET

14. PROJECT EXECUTION - STEP 7 At this phase of the project, you want to manage stakeholders expectations, coordinate with people and resources as well as develop a project team to improve the overall performance of the project team members.

Selecting a skillful team with the right mix of determined people working to their strengths is key to project success.

15. CONTROL & MONITOR THE PROJECT - STEP 8


Controlling and monitoring the project goes into effect once your project team starts working together cohesively. During this step you must review your project charter constantly in conjunction with your WBS to enhance the project overall performance.

You should also identify any changes made from the initiating and planning phases to determine appropriate preventive action.

You can use the traffic signal-colors to control how you respond to risks that may threaten the project outcome.

• Red signals the following: the project has fallen dramatically behind, has encountered a major setback, is over budget, or has gone beyond the scope of the project charter.

• Yellow signals the following: some aspect of the project is at risk or deserves special attention to keep the project on track.

• Green signals the following: everything is progressing according to the schedule timeline or expectation.

Try to come up with three possible risks reflective of the color coding and write down possible actions you can take for each.

16. CLOSING THE PROJECT - STEP 9


The final step in managing project allows you to performed a control shut down of the project, by reflecting together as a team. Think about the questions below and share your thoughts with your partner or team members.

What did you do well?

What did you do poorly?

What did you learn?


Documents

Your Own Project Plan and Case Study