project management for instructional designers
TRANSCRIPT
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PROJECT MANAGEMENT FOR INSTRUCTIONAL DESIGNERS
Presented by:Kimberly McKee and Kimberly Klotz
University of Central ArkansasGraduate School, ITEC Program
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Kimberly Klotz
Introduction information
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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
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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
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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)
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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.
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Project Management Defined as Objectives
Cost
Schedule
Specifications
Expectations of the Client
Meredith & Mantel
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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.
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Project Characteristics
Temporary – defined beginning and end Create a product, service or result that is
unique
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Who can manage a project?
Outside contractors Internal group in a Project Management
Office (PMO) Internal team Instructional Designer
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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!
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Project Management & ADDIE Instructional Design
Model
Training need Learner Setting Task and content
Objectives Test development Sequencing Learning strategy
selection
Analyze Design
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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
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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
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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
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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?
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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
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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
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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.
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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
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ADDIE: Design
Objectives specification Test design Sequencing Learning Strategy Selection
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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
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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)
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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
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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
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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
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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
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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
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Project Scope Statement
Documents initial planning efforts for the project
Used to reach agreement among managers, stakeholders and teams before resources are allocated
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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
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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
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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
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Work Breakdown Structure (WBS)
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
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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
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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
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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.
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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
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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
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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.
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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.
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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
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Project Resource Management
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Issues Management
A log to document the issue, the owner, resolution and status.Includes how issues will be: Tracked Assigned Prioritized Resolved Communicated
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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?
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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
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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
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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
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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
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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
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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
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1 Risk identification (based on discussions with key stakeholders)
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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
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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
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ADDIE: Development and Implementation
Objectives specification Test design Sequencing Learning Strategy Selection
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Communication Process
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Reviewing Content
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Validating Content
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ADDIE: Evaluate
Direct and manage project execution Monitor and control project work,
integrated change control
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Web 2.0 Tools for Project Management
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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
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Overview of PM Reports Using ADDIE
Phase 3: Develop Phase 4: Implement
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Overview of PM Reports Using ADDIE
Phase 5: Execute
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References