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Management? But I’m an Historian
Sharon M. LeonRoy Rosenzweig Center for History and New Media
[email protected]@sleonchnm
January 2, 2014
Overview
• Outline:– Why Project Management– Resource Assessment– Project Proposals (Necessary Fictions)– Launching a Project– Personnel– Functional Work Plans– Reporting and Wrapping up a project
Introductions: Everyday vs. Special Projects
• Existing management responsibilities?• Existing project ideas?– Rescuing or Hatching?
• Failed Projects: Why?
Project Manager as Leader
• Project Manager offers– Clear Communication– Motivation– Oversight– Accountability– Clean-up
All of this requires trust and cooperation.
Resource Assessment: Staff
• Are we getting the most out of the people we work with?– Existing skills– Hard won experience– Emerging interests – Capacity to learn and lead– Collaboration
Resource Assessment: Infrastructure
• Physical Space– Individual workspaces– Collaborative areas– Whiteboards
• Hardware access (computers, servers)– IT staff and support
Resource Assessment: Partners
• Collaborators– Full partners who contribute to through the
lifecycle of the project– Continuous consultation and ongoing work
• Advisors– Trusted and experienced members of the field
• Subcontractors (work for hire)• Community resources (outreach & support)
Resource Assessment: Time
• Pilot projects and Estimating– Survey of the full scope of the work– Selection of a portion for processing– Roughing out a workflow/design/architecture– Extrapolating to the whole• Accounting for increasing efficiency overtime• Anticipating particularly difficult areas
– Padding for safety
Project Proposals (Necessary Fictions)
• Needs, Outcomes, Deliverables– Standards in the field/Requirements
• Schedule• Staffing• Budget• Advisory Boards, Consultation• Evaluation• Outreach and Publicity
Launching a Project
• Project Charters– Needs, deliverables, outcomes– Staff: key roles and responsibilities– Schedule (functional work plan)
(Sounds like a grant proposal, doesn’t it?)
Functional Work Plans
• Anticipating roadblocks (and removing them)• Using Project Management Software– Overview of the work– Public accountability– Collaborative space
• Deliverables -> Milestones• Milestones -> ToDos• Messages, Documents, Files
Personnel• Shared Communication Norms
– Email, IM, etc.– Overlap Hours
• Meeting Procedures– Size and frequency– Agendas– Notes and follow-up
• Personalities – Time management– Coworker relations
• Evaluation– Honesty is essential– Formal and informal
Reporting
• External Stakeholders– Deliver on time and on budget– Use is one of the best metrics of success
• Internal Stakeholders– What lessons does the project team take forward?– How has the staff grown?
• What if the project didn’t go well?