PROJECT MANAGEMENT

FOR INSTRUCTIONAL

DESIGNERS

Presented by:

Kimberly McKee and Kimberly Klotz

University of Central Arkansas

Instructional Technologies Graduate Program

Kimberly Klotz(kklotz@uca.edu)

Bachelor of Arts ‘06 (Art, Journalism)

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

7 years of design/marketing experience in higher education

48 hours of Project Management professional development

Employed in the Division of Outreach and Community Engagement, University of Central Arkansas

Kimberly McKee(kmckee@uca.edu)

Bachelor of Arts (English, Writing, Journalism)

Master of Science ‘13 (Instructional

Technology/Distance Education Emphasis)

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.

PMI Offers Two Certification Levels:

Project Management Professional (PMP)

Certified Associate in Project

Management (CAPM) – Entry Level

Certification

Project Management

Certification 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

OR1. High school degree

2. 5 years of Project Management experience

3. 7500 hours of leading projects

4. 35 hours of Project Management education

5. Pass the test

1. High school diploma or equivalent

2. 1500 hours of Project Management

experience

3. Pass the test

OR1. High school diploma or equivalent

2. 23 hours of Project Management

instruction

3. 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.

What is a project?

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

Purpose and goals are defined by stakeholders

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

Core Competencies

of the Project Manager

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 and expectations

A Project Manager is

goal directed and milestone

oriented!

Project Management and ADDIE Instructional Design Model

Project Management:

Initiate

ADDIE: Analyze

Recognizes a project or the next phase of an

existing project

Recognizes that resources should be committed

to the project

Activities:1. Conduct Needs Analysis

2. Develop Project Charter

3. Identify and Document Stakeholders

Step 1: 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 leadership

Conducting 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 achieved

Understand 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

WHY? HOW?

Needs Analysis Format

Use this format to develop a Needs Analysis Report.

1. Training requested

2. Job, tasks, duties to be performed

3. Expected performance

4. Data collection method

5. Actual performance

6. Cause of performance gap

7. Cost estimate of training

8. Benefit of training

9. Training proposal

10. Management support recommendations (feedback, measurement)

11. Narrative

Step 2: 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 stakeholders

Leadership responsible for obtaining sign-off

by the project sponsor (person financing the

project), senior management, stakeholders

Project Charter Format

Use this format to develop a Project Charter.

1. Purpose

2. Description of Work

3. Objectives

4. In-scope deliverables (what the project includes)

Out-of-scope deliverables (what the project does not include)

5. Roles and responsibilities

6. Milestones

7. Major known risks

8. Assumptions and Constraints

9. Constraints

10. External dependencies

11. Summary of budget

12. Vendors

Stakeholders

Includes practitioners or groups of people with

specialized knowledge or skills in a particular

area

Interests should be considered throughout the

project

Stakeholder Log

Format

Use this format to develop a Stakeholder Log.

1. Name

2. Role on Project

3. Department

4. Interest

5. Knowledge level

6. Expectation

7. Level of influence on the project

Project Management: Plan

ADDIE: Design

40% of time allocated to complete the project should be spent in planning

Size and complexity of project determines the processes to be included

Activities:1. Instructional Design Document

2. Project Management Plan

3. Components of Project Management Plan

4. Project Scope Statement

5. Work Breakdown Structure (WBS)

Step 3: Instructional Design

Document

Outlines the framework of the instructional

plan

Provides high-level overview of the product

content and how it will be treated

Enables stakeholders to validate the program’s

objectives, architecture, content and concepts

before development

Identifies learning strategies (learning styles

and adult learning principles)

Instructional Design Document

Format

Use this format to develop an Instructional Design Document.

Learning Objectives

1. Describe what the learner is expected to achieve when performing the

task

2. Task statement

3. Conditions under which the task is performed

Key Points – Content and Concept

1. Product information, concepts and criteria to be covered in each module

Process and Activity

1. Summary of the types of learning activities that will be completed in the

respective modules

2. Describe how presentation and application methods are distributed

throughout the learning program

Step 4: Project Management

Plan

Overall approach used to plan and manage a project

Consists of subsidiary plans that detail how specific areas of the project will be managed

Documents cost, time, quality, risk, and resources to complete the project

Input:

Project charter

Instructional design document

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

Output:

Project Management Plan

Project Management Plan

Components

Project Scope Statement

Cost and Budget

Work Breakdown Structure (WBS)

Schedule Management

Issues Management

Change Management

Quality Management

Human Resource Management

Procurement Management

Risk Management

Communications Plan

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 Statement

Format

Use this format to develop a Project Scope Statement.

1. Purpose and justification

2. Product description

3. Objectives

4. Project description (Includes: deliverables breakdown. Do not

include: completion criteria, external dependencies, assumptions,

constraints.)

5. Milestones and target dates

6. Project approach (describes the plans included, scheduled meetings,

scheduled status reports, issues management, change

management, communications plan, procurement plan, resource

management)

7. Approvals

8. 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

Work Breakdown Structure

(WBS)

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

Work Breakdown Structure

(WBS)

Output:

WBS in deliverables

WBS dictionary that includes details for work

attached to each component, milestones,

person responsible, etc.

WBS Steps

Define Project Deliverables

1. Define scheduled activities to complete

project

2. Define tasks for scheduled activities

3. Sequence activities and tasks

4. Identify related dependencies

5. Estimate resources needed/available

6. Estimate duration resources will be required

7. Define milestones and expected target dates

8. 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.

Cost and Budget

Cost of the resources needed to complete project activities

Input:

Scope statement

Work breakdown structure

Defined activities

Sequenced activities

Resource estimates

Schedule

Risks

Output:

Cost baseline

Schedule Management

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

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 Management

Scheduling 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 Management

Scheduling 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.

Schedule Management Plan

Format

Use this format to develop a Schedule Management Plan.

1. Task

2. Responsible

3. Estimated duration to complete

4. Start date

5. Finish date

6. Delays

7. Reason for delay

8. Action steps

Issues Management

A log to document the issue, the owner,

resolution and status

Use this format to develop an Issues Management Log.

1. How issues are tracked

2. How issues are assigned

3. How issues are prioritized

4. How issues are resolved

5. How issues are communicated

Change Management

Deviations from the project management plan

Use this format to develop a Change Management Process Log.

1. How a change request will be managed

2. How a change request will be reviewed

3. How a change request will be tracked

4. How a change request will be resolved

4. What are possible alternatives and cost

5. Sign off

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

Quality Management Plan

Format

Use this format to develop a Quality Management Plan.

1. Organization’s quality policy

2. How the customer defines quality

3. Deliverables - acceptable criteria and standards

4. Steps to ensure that quality is part of the product

4. Measurements

5. Scheduled audits

6. Sign off

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

Human Resource

Management Plan Format

Use this format to develop a Human Resources Management Plan.

1. Roles

2. Responsibilities

3. Reporting relationships

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 baseline

Output:

Procurement Management plan

Procurement Management Plan

Format

Use this format to develop a Procurement Management Plan.

1. Procurement statement (products or services being considered)

2. Estimated cost

3. Vendor selection (RFI/RFP/etc.)

4. Procurement definition

(what items will be procured and under what conditions)

5. Selection process criteria

6. Procurement team with contact information and defined roles

7. Contract type and actions required to initiate

8. Standards for each contract

9. Vendor management (steps to ensure everything is received)

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 plan

Output:

Risk Management plan

Risk Management Plan

Format

Use this format to develop a Risk Management Plan.

1. Risk identification (based on discussions with key stakeholders)

2. Risk categorization

3. Risk probability and impact assessment

4. Risk prioritization

5. Risk response planning

6. Risk management strategy

7. Risk monitoring (build reviews into project schedule)

8. Risk control

9. Assumptions with significant impact on project risk

10. Roles and responsibilities unique to the risk function

Risk Management Plan

FormatRisk Management Plan - Continued

11. Risk management milestones

12. Risk rating score technique

13. Risk thresholds (high, medium, low – based on impact and

probability)

14. Risk communication

15. Risk tracking process

16. Sign off

Communication Plan

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

Ensures that stakeholder needs are met

Input:

Factors outside the project with significant influence

Organizational policies, guidelines, procedures, plans and standards for conducting work

Project Charter

Procurement documents

Output:

Communication Plan

Communication Plan Format

Use this format to develop a Communication Plan.

1. Purpose

2. Need

3. Communication Principles

(ensure consistency and tone in messages and communication

efforts)

4. Communication objectives

5. Target audience

6. 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 such as past situations, rumors, trust,

etc.)

9. Sign off

ADDIE: Develop and Implement

Project Management: Execute

Design document is moved to development

Communication is key to the success of the project

Activities:

1. Preview instructional product

2. Validate instructional product

3. Deliver instructional product

Communication

Barriers

Perceptions(How individuals make sense of information)

Beliefs(True/false or probable/improbable)

Attitudes(Positive/negative responses)

Values(Good/bad or preferred/rejected)

Noise(Internal/external disruption to the communication

process)

Communication Elements

Create a positive environment

Know your audience

Project credibility

Listen

Awareness of verbal and nonverbal

Response to feedback

Communication Resources

The communication methods chosen should be driven by the needs of the project.

Email

Text Message

Video conferencing and chat services, like Skype

Blogs and wikis (WordPress)

Calendar sharing (Google Docs)

Postal and shipping services

Desktop software tools

Microsoft Office or Open Office Suite

Visual design and mockup software

Project management software (Microsoft Project or OpenProject)

Online project management software (Wrike, TeamBox, ManyMoons)

Validating Product

Content

Was learning content relevant to the tasks to be performed?

Process

Did the presentation method help you learn the content?

Materials

Were the manuals, job aids, etc., adequate, useful and applicable?

ADDIE: Evaluate

Project Management: Close

Ensure that your customer is content with the

project deliverables

Obtain sign off by customer that project is

complete

Hold a “lessons learned” meeting with project

team and appropriate stakeholders

Celebrate success

Final Project Report Format

Use this format to develop a Final Project Report.

1. Compare project outputs to project objectives

1. Identify what went right or wrong

2. Document weaknesses and strengths

3. Include original project plan

4. Include meeting minutes

5. Include project journals

6. Obtain customer feedback

7. All project documents for archives

8. Accounting documentation

9. Sign off

References

Cox, D. (2009). Project management for instructional. designers: a practical guide. Bloomington, Indiana: iUniverse

Wiley, D. Project management for instructional designers. Brigham Young University: Creative Commons license. Retrieved from http://pm4id.org/(2013).

A guide to the project management body of knowledge. (4th ed.). project management institute.

Swaim, T. (2013). Project management fundamentals. Ed To Go, Retrieved from http://www.ed2go.com/CourseDetails.aspx?tab=detail&course=pmf

Swaim, T. (2013). Pmp certification prep 1. Ed To Go, Retrieved from http://www.ed2go.com/CourseDetails.aspx?tab=detail&course=ppf