Project management for instructional designers

PROJECT MANAGEMENT FOR INSTRUCTIONAL DESIGNERS

Presented by:Kimberly McKee and Kimberly Klotz

University of Central ArkansasGraduate School, ITEC Program

Kimberly Klotz

Introduction information

Kimberly McKee

Bachelor of Arts ‘11 (English, Writing, Journalism)

Master of Science ‘13 (Instructional Technology/Distance Education)

17 years of technical writing experience for a technology company

Grant writing contractor 48 hours of Project Management professional

development Employed in the Division of Outreach and

Community Engagement, University of Central Arkansas

Project Management Institute (PMI)http://www.pmi.org

“PMI is one of the world’s largest not-for-profit membership associations for the project management profession, with more than 650,000 members and credential holders in more than 185 countries.” ~ PMID

PMI Offers Two Certification Levels:

Project Management Professional (PMP)

Certified Associate in Project Management (CAPM) – Entry Level

Certification

http://www.pmi.org/

Project ManagementCertification Requirements

1. Bachelor’s degree

2. 3 years of Project Management experience

3. 4500 hours of leading projects

4. 35 hours of Project Management education

5. Pass the test

OR6. High school degree

7. 5 years of Project Management experience

8. 7500 hours of leading projects

9. 35 hours of Project Management education

10. Pass the test

1. High school diploma or equivalent

2. 1500 hours of Project Management experience

3. Pass the test

OR4. High school diploma or

equivalent

5. 23 hours of Project Management instruction

6. Pass the test

Project Management Professional (PMP)

Certified Associatein Project Management (CAPM)

What is Project Management? The application of knowledge, skills,

tools and techniques to project activities to meet the project requirements. (PMI)

To determine project success, we must also include the client. (Meredith & Mantel)

Applying Project Management principles increases the success of a project.

Project Management Defined as Objectives

Cost

Schedule

Specifications

Expectations of the Client

Meredith & Mantel

What is a project?

Developed to achieve the purposes and goals of an organization, institution or business.

Purpose and goals are defined by key stakeholders (those who have a share or interest of an organization, institution or business).

Initiatives to increase organizational effectiveness or efficiency (such as incorporating new technologies and updating/improving processes).

Major activities outside the normal work of an organization’s department or functional units or major activities that cross functional boundaries.

Project Characteristics

Temporary – defined beginning and end Create a product, service or result that is

unique

Who can manage a project?

Outside contractors Internal group in a Project Management

Office (PMO) Internal team Instructional Designer

Key Skills of the Project Manager Develops a plan to meet project goals Monitors plan to ensure project stays on track Energizes the team around the success of the

project Maintains organization Establishes priorities Communicates clear goals & expectations

A Project Manager is goal directed and

milestone oriented!

Project Management & ADDIE Instructional Design

Model

Training need Learner Setting Task and content

Objectives Test development Sequencing Learning strategy

selection

Analyze Design

Project Management & ADDIE Instructional Design

Model

Prepare materials Develop manuals Test prototype

Roll out initiative

Develop Implement

Evaluate

Measure learning outcomes throughout the course

Generate and analyze evaluation reportsCox

ADDIE: Analyze

Initiating Phase: Recognizes a project or the next phase of an

existing project Recognizes that resources should be

committed to the project

Project Management Activities: Conduct Needs Analysis Develop Project Charter Identify stakeholders

Step 1: Conduct Needs Analysis

Feasibility study to determine performance gaps at the individual and business levels

Presents alternatives and possible solutions

Prepared by the designer, team, outside agency

Approved by the leadership

How to Conduct a Needs Analysis

Answers Who, What, when, where, why, how questions

Locates the root cause of the performance gap

Compares what is expected to what is actually being achieved

Understands the learner (job experiences, motivation, aptitude, learning style, etc.)

Conduct a survey Walk thru current processes Talk to customers, if possible

and needed Review previous training efforts Review sales records and

customer feedback forums Conduct interviews Facilitate focus groups Facilitate workshop sessions Conduct group brainstorming Observations Prototype – working model to

obtain feedback before proceeding with project

REPORT OVERVIEW HOW?

Needs Analysis Format

1. Job, task and content analysis constructed around the learning objectives

2. Identification of the performance gap3. Proposed training content4. Benefit of the training5. Evaluation measures linked to the learning objectives6. Time required7. Expected performance measured against actual

performance

Step 2: Develop a Project Charter

Provides structure to the Project Plan Justifies the project Documents the need being addressed Includes a description of the project Documents proposed result of the project Includes input from key stakeholders Leadership responsible for obtaining

sign-off by the project sponsor (person financing the project), senior management, key stakeholders

Project Charter Format

1. Purpose2. Description of work3. Business objectives4. In-scope deliverables (what project includes)5. Roles and responsibilities6. Approvals

NOTE: The Project Charter Report does not include out-of-scope deliverables. This includes: project success, milestones, major known risks, assumptions, constraints, external dependencies, summary budget and types of vendor assistance.

Stakeholders

Includes practitioners or groups of people with specialized knowledge or skills in a particular area

Interests should be considered throughout the project

Document for each Stakeholder: Role Department Interest Knowledge level Expectation Level of influence

ADDIE: Design

Objectives specification Test design Sequencing Learning Strategy Selection

ADDIE: Design Phase

Develop Project Management Plan

Collect requirements Define scope Create work

breakdown structure Define activities Sequence activities Estimate resources Estimate duration

Develop schedule Estimate costs and

budget Develop Quality

Management Plan Develop Human

Resources Plan Develop Risk

Management Plan Develop Procurement

Plan

Project Management Activities

Step 3: Develop Design Document

Outlines the framework of the plan Provides high-level overview of the

product content and how it will be treated

Enables key stakeholders to validate the program’s objectives, architecture, content and concepts before development

Select learning strategies (learning styles and adult learning principles)

Design Document Format (3-column report)

Product information, concepts and criteria to be covered in the respective modules

Learning Objectives

Key Points Content/Concept

Describe what the learner is expected to achieve when performing the task

Task statement Conditions under

which the task is performed

Standard to describe how well task must be performed

Process and Activity

Summary of the types of learning activities that will be completed in the respective modules

Instructions used to measure learning through the training program including criteria, review and post-course follow-up

Describe how presentation and application methods are distributed throughout the learning program

Test Methods

Assess if the objective is achieved during training

Test may be performance or nonperformance (knowledge only)

Administer at the end of each sub-task based on task analysis

Measure to determine the extent to which subtasks are learned

Can be performance or nonperformance based

Criterion Review

Test Methods

Activities performed to ensure that on-the-job performance objectives are achieved

Success determined based on the extent learner’s activities during training mimic performance required on the job

Presentation: Lecture, discussion

demonstrationApplication: Practice exercise,

simulation, peer review, role play, case study, game, feedback

Instructional Methods Post Course Follow Up

Step 4: Develop Project Plan

Overall approach used to plan and manage a project Consists of subsidiary plans that detail how specific areas of the

project will be addressed Documents cost, time, quality, risk, and resources to complete

the project

Input: Project charter Process outputs that will be used for the project Environmental factors outside the organization Specific information about what may influence success,

organizational policies, guidelines, procedures, plans, and/or standards for conducting work

Stakeholder input, if skills and knowledge warrant

Components of the Project Plan

Project Scope Statement Work Breakdown Structure Schedule Management Project Resource Management Issues Management Change Management Quality Management Human Resource Management Procurement Management

40% of time allocated to complete the project should be spent in planningSize and complexity of project determines the processes to be included

Project Scope Statement

Documents initial planning efforts for the project

Used to reach agreement among managers, stakeholders and teams before resources are allocated

Project Scope Format

1. Project purpose and justification2. Product description3. Business objectives4. Project description (Includes: deliverables

breakdown. Do not include: completion criteria, external dependencies, assumptions, constraints.)

5. Project milestones and target dates6. Project approach (describes the plans included,

scheduled meetings, scheduled status reports, issues management, change management, communications plan, procurement plan, resource management)

7. Authorizations8. Version history

Work Breakdown Structure (WBS)

Comprehensive review of the project scope

Subdivides major project deliverables and project work into smaller, more management components called work packages

The lowest level tasks should have durations between 2 and 22 days and effort should not take more than one person more than one week to complete


Input: Project scope statement Organizational policies, guidelines, procedures, plans

and or standards for conducting work Activity Lists (outlines all the scheduled activities to be

performed for the project within the scope of work description of each activity and identification code or number)

Activity Attributes (characteristics of the activities) Milestone Lists (major accomplishments that signal

completion of a major deliverable) Requirements documentation that describe the

connection between individual requirements and the business need for the project


Output: WBS in deliverables WBS dictionary that includes details for work

attached to each component, milestones, person responsible, etc.

Scope Baseline: Approved project scope statement WBS, and WBS dictionary Updates to project documents to track change

requests that result from the WBS

WBS Steps to Define Project Deliverables

1. Define scheduled activities to complete project

2. Define tasks for scheduled activities3. Sequence activities and tasks4. Identify related dependencies5. Estimate resources needed/available6. Estimate duration resources will be required7. Define milestones and expected target dates8. Document details for the WBS dictionary

WBS Sequencing Methods

Precedence Diagramming Method Finish-to-start (FS): predecessor activity must

finish before successor activity can start Start-to-finish (SF): predecessor activity must

start before the successor activity can finish Finish-to-finish (FF): predecessor activity

must finish before the successor activity finishes

Start-to-finish (SS): predecessor activity must start before the successor activity can start

WBS Sequencing Methods

Dependency Determination Mandatory dependencies: inherent to the nature of

the work being done Discretionary dependencies: established based on

best practices within a particular industry or aspect of the project where an unusual sequence is desired

Appling Leads and Lags Lags delay successor activities and require time to

be added to start or finish date. Leads speed up successor activity and require time to be taken off either start or finish date of scheduled activity.

Analyzing activity sequences, duration, resource requirements and schedule constraints to create the project schedule.

Approved schedule becomes the baseline for the remainder of the project.

Project progress is monitored and tracked against the baseline, which determines if the project is on track.

Schedule Management

Input: Project scope statement Activity list Activity attributes (characteristics of activity, assumptions,

constraints) Diagram of project activities and dependencies Activity resource requirements Resource calendars Activity duration estimates

Output: Project schedule Schedule data Schedule baseline Project document updates

Schedule Management

Schedule ManagementScheduling Methods

Schedule Network AnalysisCalculate early and late start dates, and early and late finish dates for project activities.

Critical-Path MethodIdentifies tasks that must be completed on time for the project to be completed by the end date. This data keeps project on track.

Schedule CompressionUsing mathematical calculations to shorten the schedule without changing the scope. Allows related activities to be accomplished sooner than estimated.

What-if Scenario AnalysisSeries of what if questions to present activity assumptions to determine project duration.

Schedule ManagementScheduling Methods

Resource LevelingUnder-allocated resources can be assigned to multiple tasks.

Critical-Chain MethodSchedule high risk tasks early in project so problems are identified and addressed as soon as possible.

Applying Leads and LagsStart and finish dates are adjusted.

Automated Scheduling ToolsSpeeds up scheduling process based on data input.

Cost Estimates

Cost of the resources needed to complete project activitiesInput: Scope statement Work breakdown structure Defined activities Sequenced activities Resource estimates Schedule RisksOutput: Cost baseline

Project Resource Management

Issues Management

A log to document the issue, the owner, resolution and status.Includes how issues will be: Tracked Assigned Prioritized Resolved Communicated

Change Management

Log to documents how requests for changes will be managed, reviewed, and tracked. Will all change requests be reviewed to

determine possible alternatives and costs?

Who will approve changes?

Quality Management

Identifies the quality standards adopted for the project

Describes how the quality will be implemented and managed

Input: Customer definition of quality Overview of schedule, cost, scope Quality assurance activities (testing, audits, reviews) Measurements (within scope, budget, schedule)Output: Quality Management Plan

Human Resource Management

Process for organizing and managing the team Size of team influenced by duration of the project Input: Factors outside the project that influence project

success Organizational policies, guidelines, procedures,

plans and/or standards for conducting work Activity resource requirements Output: Human Resource Plan that documents roles,

responsibilities and reporting relationships

Communication Plan

Processes required to ensure timely and appropriate collection, retrieval and dissemination of project information

Ensures that stakeholder needs are metInput: Factors outside the project with significant influence Organizational policies, guidelines, procedures, plans

and standards for conducting work Project Charter Procurement documentsOutput: Communication Plan

Communication Plan Format

1. Project purpose2. Business need3. Communication principles

(ensure consistency in messages and tone in communication)

4. Communication objectives5. Target audience6. Key messages (who, what, when, where, why, how)7. Change implications (impact of the organizational

changes as a result of the project)8. Challenges and opportunities (factors that help or hinder

– past situations, rumors, trust, etc.)9. Sign off

Risk Management Plan

Processes necessary to increase the probability and impact of positive events and decrease probability and impact of negative events

Input: Factors outside of the project that influence success Organizational policies, guidelines, procedures, plans

and/or standards for conducting work Scope statement Cost Management plan Schedule Management plan Communications Management planOutput: Risk Management plan

Risk Management Plan Template1. Risk identification (based on discussions with key stakeholders)2. Risk categorization 3. Risk probability and impact assessment4. Risk prioritization 5. Risk response planning 6. Risk management strategy7. Risk monitoring (build reviews into project schedule)8. Risk control9. Assumptions with significant impact on project risk10. Roles and responsibilities unique to the risk function11. Risk management milestones12. Risk rating score technique13. Risk thresholds (high, medium, low – based on impact and

probability)14. Risk communication15. Risk tracking process16. Sign off

1 Risk identification (based on discussions with key stakeholders)

Procurement Management

Process of documenting project purchasing decisions, specifying the approach and identifying potential sellers.

Identifies project needs that must be met by purchasing products, services or results outside the organization

Input: Factors outside of the project that impact success Organizational policies, guidelines, plans and/or standards for

conducting work Scope baseline Requirements documentation Teaming agreements Risk information Activity-resource requirements Project schedule Activity cost estimates Cost baselineOutput: Procurement Management plan

Procurement Management Plan Template

1. Procurement statement (products or services being considered)

2. Estimate cost3. Vendor selection (RFI/RFP/etc.)4. Procurement definition (what items will be procured

under what conditions)5. Selection process criteria6. Procurement team with contact information and roles7. Contract type and actions required to initiate8. Standards for each contract9. Vendor management (steps to ensure everything

received)10. Sign off

ADDIE: Development and Implementation

Objectives specification Test design Sequencing Learning Strategy Selection

Communication Process

Reviewing Content

Validating Content

ADDIE: Evaluate

Direct and manage project execution Monitor and control project work,

integrated change control

Web 2.0 Tools for Project Management

Overview of PM Reports Using ADDIE

1. Needs Assessment

2. Project Charter3. Project Design

1. Project Management Plan2. Scope Statement3. Work Breakdown

Structure4. Schedule5. Quality Management Plan6. Human Resources Plan7. Risk Management Plan8. Procurement Plan

Phase 1: Analyze Phase 2: Design


Phase 3: Develop Phase 4: Implement


Phase 5: Execute

References