Upload
career-development-group
View
3
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Presentation by Ayub Khan, Head of Libraries (Strategy), Warwickshire County Council
Citation preview
Project Management – an introduction
Ayub Khan – Warwickshire County Council
National CDG Conference
20th April 2009
Liverpool University
Session overview
The session will enable you to gain an overview of the key principles of project management to ensure your new library is “fit for purpose” and provides excellent customer service”
Better by Design …………
• twenty-first century libraries• developing a business case• project management• the design/project team• selecting an architect• partnership and community engagement• the design brief• design quality• space planning and access• occupancy and post-occupancy evaluation• building libraries for the future.
"First we shape our buildings and afterwards our buildings
shape us".
Winston Churchill 24th November 1951
Improving the Customer Experience
Building or Service?
Ranganathan’s Law of Library Science (1931)
Presents an early 20th Century attempt to express the role of the library and significantly turns away from the collection per se. Customer First ……
• Books are for use
• Every reader his book
• Every book its reader
• Save the time of the reader
• A library is a growing organism
User Scenarios -The Visitor Journey
• The solo-learner• Group Work• Family learning• Independent learner• Learning by
entertainment• Librarian
“Enhance the visitor experience by combining innovative technology
design with innovative building design whilst meeting the user
objectives.”
The WOW Factor - Location
Auditorium
Exhibition Area
Special Multimedia Rooms
Cafe
External
Internal Entrance Hall
Future roles of staff
• The “changing” library - from transactional to transformational
• Staff working with users instead of materials• Engagement v. operation• Research, marketing, targeting, outreach,
development• Interface with diverse technologies• Creating & organising content & resources as
well as buying
Session Objectives
• Identify the factors that lead to project success
• Recognize the benefits of good project management techniques
• Understand the lifecycle of a project
• Project management terminology
Skills needs in the profession
What are the skills needed in the future ?
Skills such as project management, marketing & promotion, research, communication, bid writing, planning and evaluation, critical thinking & problem solving, advocacy and leadership are now seen as essential skills for library and information professionals.
Why?
Demand due to external funding/project culture e.g people’s network, NOF digitisation, health initiatives, Libraries Support Research programmes, etc
Also management of change in a rapidly changing world requires organisations to continually evolve.
What is a project ?
“ a management environment that is created for the purpose of delivering one or more business products to a specified Business Case “
PRINCE2
“ A temporary task undertaken to create a product or service ”
Ayub’s definition
A definition….
What is a project?
• A finite and defined life-span• Defined and measurable business products• Corresponding set of activities to achieve
the business products• A defined amount of resources• An organisational structure with defined
roles and responsibilities• Is unique
Why do projects fail?
Some common reasons given for project failure are :
• Lack of well –defined requirement• Lack of communication• Lack of change control leading to “scope creep”• Lack of sound business reasons• Lack of senior management commitment• Lack of planning
others……
What leads to project success?
• Well defined objectives
• Clear management and reporting structure
• Well defined deliverables
• Control of “scope creep”
• Awareness and management of risk
• Worthwhile and viable business case
Basic Principles of PM?
• Process based approach
• Planning at different levels
• Product-based planning
• Management by Exception
• Projects are driven by the Business Case
• Management of risk
• Focus on quality
The 8 Parent Processes
• Starting up the project (SU)
Pre-project stage, It is used to expand the information from project mandate (which may be very minimal) to a suitable format and sufficient depth for the project Board. The project board can then make a decision on whether to commit the time and resources to move into initiating project.
e.g new Library early feasibility?
The 8 Parent Processes
• Initiating a Project (IP)
This process is the official start of the project. It is the purpose of this process to fully establish the what, why, who, how and when of a project and document that information in the PID (project initiation document). Again at the end of this process the project board may decide not to go any further.
e.g new Library report Leisure Committee
The 8 Parent Processes
• Directing a project (DP)This is the realm of the Project Board and is concerned with giving advice and guidance, authorisation and approval to the project manager.
e.g establishment of a Steering Group for Library ?
The 8 Parent Processes
• Controlling stages (CS)
This process is in the realm of the project manager and is concerned with the day-to-day tasks of control and management. The project manager focuses on delivering the required quality product on time and within budget.
e.g establishment of a internal project team?
The 8 Parent Processes
• Managing stage boundaries (SB)
This process focuses on reviewing what work has just been completed and what resources need to be committed to the next period of work. The Project Plan, Business Case, and risk Log are reviews to confirm the viability of continuation.
e.g Report to Cabinet & Steering Group
The 8 Parent Processes
• Managing product deliver (MP)
This process is the realm of the Team Manager. The work of creating the product is done here and may be carried out by external suppliers. This process provided an interface between the project manager and the supplier.
•e.g Design Development team
The 8 Parent Processes
• Closing the project (CP)
This process is to ensure we bring the project to closure in a controlled manner. This is where the Project Manager would tie up any loose ends and report and evaluate the project. All project files will be filed for auditing purposes.
e.g End of Concept Design review/evaluation workshop
Product Stages
•Starting up the project (SU)•Initiating a Project (IP)•Directing a project (DP)•Controlling stages (CS)
•Managing stage boundaries (SB)
•Managing product deliver (MP)
•Closing the project (CP)
Product Descriptions
• Clear, unambiguous description of what is to be created or changed
• includes purpose, composition and quality criteria
e.g clear project brief & business plan
Management of risk
“ Uncertainty of outcomes whether negative or positive “
Risk analysisRisk Log
Risk Management
Risk Analysis
• Identify the risk
• Assess the chances of each occurring
• Assess the impact on the project/organisation if the risk do occur
• Identify measures which can be taken to prevent them occurring
• Identify contingency arrangements which can soften their effects if the risks do occur
•e.g risk – change in political make up of council (high impact), therefore include opposition members on SG for library to reduce risk.
Risk Register
Item Description of risk
Date identified
Risk Assessment
Impact Likelihood
Risk
Owner
Risk Response & Mitigation
Current Action
3.1
Timing Library site is brought forward
19.06.03 Medium Medium JD Progress transition planning
Investigate costing for temporary location
5.1
Design Design concept proves to be not technically viable
15.05.03 High Low GTMS
RRP
Validate concept design once design tam appointed
Risk Analysis
You also need to consider :
Assumptions – any assumptions which are made at this stage should be clearly expressed as these are, in themselves, elements of risk
Dependencies – You should include in your risk analysis any dependencies on external factors over which you have no or limited control
Contingency – e.g 10% adding to budget or length of project completion
Timeline
Jan Feb Mar Apr Mar Jun Jul Aug Sep Oct Nov DecTask
A
B
C
D
E
F
Stage
1 2 3
Project Plan
Gant Chart ?This includes the work breakdown structures, project estimates and project schedules, who involved etc.
Organisational Structure
Projects need direction, management, control and communication to be successful.
Establishing an effective organisational structure for Project Management is crucial.
Project Board
Project Director/sponsor
Team
Manager
Project support
Project Manager
Pressure on the project
Cost
Quality Time
`£1 million and not a penny more’ `must be finished yesterday ’
`State-of-the-Art’
Evaluation
• How will you know if you have been successful?
• Key PI’s e.g Customer satisfaction
• Collection of data and statistics – benchmarks
• Implications for the future – changes in processes
Key Points
• Project set up with clear terms of reference
• There are agreed and measured objectives
• There is an adequate management structure
Next Steps – PRINCE2
Prince stands for PRojects IN Controlled Environment and is structured method for effective project management.
Owned by British Government – free licence
Accepted throughout UK ‘Best Practice’
Everyone uses same terminology and follows same process
Look at web site for further Information
Questions
?Next steps….
Comments…