The Project Manager
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The document discusses the transition from instructional designer to project manager. It provides an overview of the key similarities and differences between instructional design and project management processes. These include analyzing requirements and defining objectives (common), as well as developing detailed plans, tracking schedule and budget, and procuring resources (unique to project management). The document emphasizes strengthening influencing skills, focusing on stakeholders, and adopting a leadership approach to help individuals and teams succeed.
The Project Manager
- 2. Authority vs. Influence You don’t need authority to influence others, and being granted authority does not guarantee influence. Ask any parent.
- 3. The capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself. The power or right to give orders, make decisions, and enforce obedience. 1 2
- 5. Influence Maps are visual models showing the interests of different groups and the people who influence a project or decision the most. Managers have different interests than employees and customers influence organizations differently than vendors. "influence Maps" "project management"
- 7. What’s in your pocket? Skills & Kills
- 8. Life Cycle Instructional Design • Analysis • Design • Development • Implementation • Evaluation
- 9. Life Cycles Instructional Design • Analysis • Design • Development • Implementation • Evaluation Project Management • Initiation • Planning • Execution • Monitor and Control • Close
- 11. Products Instructional Design • Course Objectives • Sequential Outlines • Curriculum Maps • Learning Interactions • Multi Media Content • Assessments • Feedback Project Management • Project Charter • Project Plan • Communication Plan • Work Breakdown Structure • Forecasts • Status Reports • Post Mortem
- 12. Learn Do Lifecycle Process Guiding Products Individuals Teams ID PM
- 13. Consumers Instructional Design • Students • Employees • Learners Project Management • Stakeholders • Managers • Executives
- 14. Learn Do Lifecycle Process Guiding Products Individuals Teams Consumers w/Less Control Consumers w/More Control ID PM
- 15. Responsibility!
- 16. Authority Instructional Designer • Environment • Content • Pace Project Manager • • •
- 17. Learn Do Lifecycle Process Guiding Products Individuals Teams Consumers w/Less Control Consumers w/More Control Authority Over Consumers No Authority Over Consumers ID PM
- 18. Influence Instructional Designer • Learning Project Manager • Scope • Quality • Schedule • Cost
- 19. Learn Do Lifecycle Process Guiding Products Individuals Teams Consumers w/Less Control Consumers w/More Control Authority Over Consumers No Authority Over Consumers Influence Over End Users Influence Over Project Team ID PM
- 20. Responsibility Instructional Designer • Your Work Project Manager • Your Work • The Scope • Quality • The Schedule • Project Cost • Value Delivery {The Project
- 21. Learn Do Lifecycle Process Guiding Products Individuals Teams Consumers w/Less Control Consumers w/More Control Authority Over Consumers No Authority Over Consumers Influence Over End Users Influence Over Project Team Responsibility ID PM
- 22. What’s in your pocket? Kills • Process Oriented • Skilled Planner • Attention to Detail • Ability to Influence Skills • Over Dependence on Control • Individual vs. Team Decisions • Failure to Take Responsibility
- 23. Takeaways • Save the use of authority, if you have any, for very special occasions. • Sharpen your influencing skills to get things done. • Create an environment where individuals and teams want to succeed (culture and engagement). • Create an environment where individuals have a path to success. • Provide individuals the tools to succeed.
- 24. The Project Manager Instructional Designer Turned
- 25. PMI Talent TriangleTM • Leadership Skills • Technical Project Management • Strategic and Business Management
- 26. Initiate Plan Execute Close Monitor and Control Process Groups
- 27. ID to PM? • Assessment of the overall curriculum requirements. • Analysis of the background knowledge and instructional needs of learners. • Defining the overall course objectives. • Determining the sequential order in which objectives will be addressed. • Build the Course(s) • Performing evaluations of the course (formative and summative). Initiation Planning Executing Closing ControllingandMonitoring
- 28. ID to PM! • Assessment of the overall curriculum requirements. • Analysis of the background knowledge and instructional needs of learners. • Defining the overall course objectives. • Determining the sequential order in which objectives will be addressed. • Build the Course(s) • Performing evaluations of the course (formative and summative). Executing
- 29. Project Initiation • Develop Project Charter • Identify Stakeholders • Project Kick-Off On Your Mark Get Set Go! Project Charter • Project Overview • Scope Statement • Planned Timeline • Team Members with Roles • Project Sponsor • Major Stakeholders For the purpose of creating a shared and consistent vision of the project.
- 30. Planning • Develop Project Plan • Collect Requirements • Define Scope • Create Work Breakdown Structure • Define Activities • Sequence Activities • Estimate Durations • Estimate Resources
- 31. The Plan • Develop Project Plan • Collect Requirements • Define Scope • Create Work Breakdown Structure • Define Activities • Sequence Activities • Estimate Durations • Estimate Resources Product acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions Progressive Elaboration
- 32. The WBS • Create Work Breakdown Structure • Define Activities • Sequence Activities • Estimate Durations • Estimate Resources Each level of the WBS hierarchy represents a more detailed description of the project work.
- 34. Project Planning Requirements Definition Requirements Meeting Define Segments Define Audiences Define Objectives Content Planning List Course Materials Create Course Outline Review Materials Production Development Task 2.1.1 Task 2.1.2 Task 2.1.3 Task 2.1.4 Assembly Task 2.2.1 Task 2.2.2 Task 2.2.3 Testing Task 2.3.1 Task 2.3.2 Deployment Packaging Task 3.1.1 Task 3.1.2 Task 3.1.3 Distributing Task 3.2.1 Task 3.2.2
- 35. Dig Deeper What will we build? Who will we need? How long will they need? Where should they start? Define Activities Sequence Activities Estimate Durations Estimate Resources
- 36. Active Some Prior Knowledge A work breakdown structure is a key project deliverable that organizes the team's work into manageable chunks. The Project Management Body of Knowledge defines the work breakdown structure as: “A deliverable oriented hierarchical decomposition of the work to be executed by the project team.”
- 37. Hire Videographer Collaborate with Subject Matter Experts (SMEs) Shoot Video Develop Clips Create Content and Learning Experience Lessons Determine Objectives Design and Create Assessments Release Date Lead Time Slack Assemble Course Milestones Critical Path
- 38. Estimation a = the best-case estimate m = the most likely estimate b = the worst-case estimate E = (a + 4m + b) / 6 SD = (b − a) / 6 Three Point Estimation or PERT
- 39. Planning Poker
- 40. The PMBOK5th • 5 Process Groups • 10 Knowledge Areas • 47 Processes • Inputs • 158 Tools & Techniques • Outputs
- 41. Process Groups Initiation Planning Execution Monitoring and Controlling Closing Knowledge Areas Integration Scope Time Cost Quality HR Communication Risk Procurement Stakeholders Processes (47) Develop Project Charter Identify Stakeholders Develop Project Management Plan Plan Scope Management Collect Requirements Define Scope
- 42. Stakeholder Management Stakeholder Management includes the processes required to identify people, groups or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project and to develop appropriate management strategies for effectivity engaging stakeholders in project decisions and execution.
- 43. Stakeholder Tools Power & Interest Grid Stakeholder Scorecard • Low Power • High Interest • Low Power • Low Interest • High Power • High Interest • High Power • Low Interest Keep Satisfied Manage Closely Keep Informed Monitor
- 44. Stakeholder Management In an age where everything and everyone is linked through networks of glass and air, no one - no business, organization, government agency, country - is an island. We need to do right by all our stakeholders, and that's how you create value… -Don Tapscott
- 46. Acceptance Criteria Acceptance Criteria are the conditions that a development product must satisfy to be accepted by a user, customer, or the consuming system. Define Done
- 47. Communication PlanExecutive Sponsors College / School Leadership ODEE Leadership Cohorts Marketing & Communication Project Manager Technical Manager Technical Team External Stakeholders Project Reporting Planning & Scheduling Dissemination User Stories Scheduling, Facilitating & Communicating Requirements Gathering UI Branding Contracts & Purchasing Formal Content
- 49. Closing • Collect and Archive Documents • Lessons Learned – Retrospective • Capture Intellectual Capital • Celebrate! Lesson’s Learned • What are your initial reactions? • What went well? • What did not go well? • Do you feel the project met its objectives? • Do you feel the project delivered the proposed value? • What resources were missing? • Who should we thank?
- 50. Takeaways • You have a lot of skills in your pocket. Learn the technical skills of project management and add them! • The ID cycle is a micro cycle within the project life cycle. • Begin with the end in mind, then do the forward pass. • Study your team and stakeholders. • Practice servant leadership and remove impediments. • Celebrate successes.