PROJECT MANAGEMENT:

ARE WE HAVING FUN YET?

Michigan Library Association

October 30, 2003

Presented by: Nancy A. Lucas

Branch Libraries Coordinator

Michigan State University Libraries

Overview:

          Introduction

          Ruth Ann Jones - Systems approach

                                        Yellow sheet handout of systems approach

          What we are not covering: Digital projects and project software

                                           Resources page has software web sites

          Terminology

          Planning a Project

          Life of a Project Manager

          Fred and Wilma

          Discussion with Tom Volkening

          Tips for Successful Projects

          Resources

Project Management Terminology:

          Defined by John Cable of the Project Management Institute, 2002

          Project management:

          “Is the application of knowledge, skills, tools and techniques to project activities

                     in order to meet or exceed stakeholder needs and expectations for a

                     project.”

          “Can be a thing, event or creation of new processes”

          “Has a beginning and an end”

          Stakeholders: all who are involved directly and indirectly with the project

                     students, faculty, staff, community, vendors

          Project managers: are responsible for leading the project to successful

                     completion; work with people but not responsible for

                     them.

Role of the PM is to lead, focus, organize, motivate and energize

                                a team of people to deliver high quality results.

                     PM = posing of questions and getting to figure out the answers

What is the difference between projects and other work?

          Projects have a definite ending point and are temporary in nature

          Operations are ongoing, continuing indefinitely

Describe a couple of projects and operations.

          Reference, circ, hiring, cataloging, procedures

Typical Projects in the library could be:

          establishing a new service “Has a beginning and an end”

          implementing new technology

          revising/establishing procedures

          information gathering

          organizing events

          weeding a collection

          cataloging or processing a collection that needs special handling

          digitizing a collection

          remodeling/upgrading facilities

          building a new facility

          any recurring, non-continuous event

How do projects compare to operations in a library?

          Scheduling issues - hire new people vs using current staff

          Limited resources - staff, time, dollars

          “First-Time issues - not always defined, new area for staff

          Coordinating multiple participants - manage work of other people 

Project Management boils down to:

          Figuring out what needs to be done

                     learn about unfamiliar territory

                     professional literature

                     best practices

                     talk with others with experience

                     define the project goals in terms of achievements, not activities as

                                Results are measured, not the efforts

          Figuring out how to do it

                     determine what tasks are involved

                     determine who needs to do the work

                     identify start/finish times for tasks or what percentage of work needs to

                                Be completed by what point(s) in the project

                     i.e. Does something need to be done early in the project, at the same

                                time or late in the project?

          Doing it

What is the big deal about project management these days in libraries???

          1. Libraries have historically been transaction based not project based

                     i.e. Reference desk transactions, number of books ordered, cataloged

                                processed, number of books circulated, shelved

          2. Projects are associated with change in an organization

                     social, technological, economic

          4. Can work within work groups, across work groups

          6. Save dollars by using current staff - budget

Planning a Project: How Do You Get Started?

          Questions that need to be asked when doing a project plan. Planning is finding

                     answers to all of the questions.

1. What is the scope of the project? Who is the customer? Why plan?

          The essential ingredient is PLANNING!

          The scope defines the limits and end result of the project

          Should match the values and goals of the institution

          Build a solid foundation up front.

          Must look at the big picture first - vision

          Look all the stakeholders involved

          Must develop a plan...most projects fail...28% success rate

          Must be written! NO assumptions, no surprises

2. Who is involved in the creation of the project? What roles do they have?

          Project Team /Project leader:

          What authority and decision making power do they have?

          Who is on the team and why?

          Who will object to the project? (Those not selected, etc)

          Each person in the project has time, performance and cost surrounding the

                     work on the project

          Positive attitude is a must!

          Good assignments = motivation and control

          Clear assignments essential; who does what

          Where does upper management want to be involved? Or not?

3. What are the barriers? Environmental Scan

          Predictable - what is real (holiday, construction elsewhere on campus)

          What else is going on in the library at the same time that would compete with

                     the project? i.e. Lighting project

          Need to understand how the system/culture works i.e. where resources come

                     from and how to get them

          Politics involved in the project i.e. Working with more than one department

          Unpredictable - weather, strike, illness

4. What is the time-line? How is it determined? Schedule

          Fixed date - plan from this date backwards

          Flexible date - plan steps forward

          Determine scope, budget, duration, risks involved

          Map tasks you need to complete along with the time allocated

          Assignment of tasks - sequencing

          Ways to determine: Gantt chart

                                           Pert chart/ CPM

                                           Backward planning - last to first

                     Critical Path Method (CPM) is the longest pathway in the process. Fine

                     tunes the plan and shorten durations; illustrates task dependency

          Gantt chart shows a hierarchical list of tasks and achievements in the project

                     and the sequencing of tasks...shows overlap

          See examples/slides - RAJ’s critical path slide

          Other tools: project software

                              Post it notes on wall

                              3 x 5 cards in colors for each task

                              Chalk board

          Document everything!!

          Use group involvement in planning: creates ownership and buy in

5. What do you need? Budget and resources

          Resources: team members and all involved

          Strengths of team members - be sure to use these

          Time is to be used wisely as $$$ spent from planning to completion and need

                     to be tied into the budget

          Number of hours each person works tied into the tasks to predict costs

          Sloppy planning equals trivial project

          Call meetings with specific agendas, input from everyone insures buy in

                     and ownership to the plan

                     Agendas show seriousness and accountability to project

          Always create meeting minutes and distribute widely for input

          Create to do lists for accountability (and for crossing off when item completed)

          Budget dollars: where do they come from? How much allocated?

          Can be monitored manually or on software (Excel)

          Gather Vendor estimates, staff time, other resources used to tie into budget

          Monitor carefully as things change during the planning and implementation

          Keep in mind that projects are fluid!

6. How do you measure results?

          Performance goals: specific, measurable, attainable, results-oriented and

                     time related.

          Quality, quantity, cost, schedule response time, method of testing, safety

          Expect the unexpected.

          Are goals and target reached on time and at cost?

          Success Factors

          Objectives and outcomes are clearly defined

          Active involvement of senior management

                     direction, support and feedback

          Active involvement of key operating groups

          Attention is given to team dynamics

          Follow up is done

7. What about change?

          Threats (bad weather, strike, delivery problems) and opportunities (updating

                     to comply with ADA, codes, etc)

          Risk management: what are the positive and negative factors that might

                     affect project

                     try to identify, evaluate and control

          **The better the plan, the easier it is to deal with problems along the way**

          Expect the unexpected!! Illness, vacations, vendor issues, broken down vehicle

          Strategic disappointment: can’t make everyone happy

                     disappoint the right person at the right time

          Where does upper management stand on the project so far? May be changes

Communication is key.

                     Also called status reporting

                     Formal: 60-80% doesn’t work

                                  Documentation

                                  Meeting agendas

                                  Memos

                                  Email

                     Informal: has the best success rate

                                  Phone calls

                                  Personal meetings with team

                                  Working together

                                 Spontaneous

                     Keep all informed

                     Surprises don’t win friends and influence people!

                     Regular meetings, to do lists, schedules, calendars distributed widely

                     Everyone is on the same page, inform them of good and bad news

                     Examples of communicating:

                                Web page updates

                                Meeting minutes

                                Posted calendars

                                Vendor meetings so they can talk to each other in one room

                                Posters to announce changes to public - must get their input

                                           for example: closing during the break, noise, alternate

                                           places to study)

                                Fliers

8. What other issues are to be considered?

          ADA compliance issues

                     3 foot aisles, size of workstations, door handles

          Ergonomic

                     desk height for staff

          Building codes, construction standards

          Safety of workers

                     train workers how to shift/shelve, etc.

9. How does it end?

          Must plan for wrap-up and evaluation

If you don’t, most will be too tired, lose incentive, be on another

                                assignment

          There will be many details to complete after project “done”...plan for this

          Celebrate: along the way when milestones are reached and at conclusion

                     This is a time for thank you’s, recognition and gratitude

          Send personal, hand written thank you’s. NO EMAIL.

          Thank you’s show you appreciated their contribution to the team

          If you haven’t had a celebration, you haven’t completed the project!

          Small rewards/celebrations along the way

                     treats/food days

                     project leader should always work along with the workers on a project

                     overtime pay if the budget allows

                     project leader stops by on weekends to encourage

                     ribbon cutting/ dedication

                     pot luck

The Life of a Project Manager: What Life???

          Important projects are led, not mechanically managed.

          Role of the PM is to lead, focus, organize, motivate and energize

                     a team of people to deliver a high quality result.

          Soft skills needed:

                     Negotiations

                     Communication

                     Leadership

          Hard skills needed:

                     collaboration

                     documentation skills - creating the written plan

                     determine goals and procedures that will be followed

          Not for the faint hearted!

          Ongoing focus on the people...your greatest resource

          Always have an eye on the schedule and budget

          Able to make decisions on the spot

          Details galore

          Time consuming and the time is not your own

          Exciting, challenging, always something new

          Want people to succeed

          Need to earn the trust of all involved

          Listening and then decision making

          Attention to follow through

          Trade offs are essential

          Be a cheerleader - example of Bill Latta

          Build bridges between and among various stakeholders

          Play well with others

          Physically present and helpful

          Shares communication widely

          Inspire trust and confidence

          Lead by example

          Influence through leadership not authority

          Learn new ways to solve problems

          Know both the business and technical operations

Project Managers:

          see the vision and communicate it

          set goals and priorities based on values of institution

          serve as spokesperson for project

          have decision making power

          represent the stakeholders

          manage people who don’t report to them

          see the importance of working with people

          build trust through true and integrity

          delegate

          value team members

          ensure accuracy and quality

          serve as cheerleaders

          serve as problem solvers

          lead the team to a successful project conclusion

The Leadership Formula:

          L = P + Q + R + I

          Learning = prior knowledge + questions/brainstorming + reflection + implementation

Discussion: Fred and Wilma

Issue:

FRED

Engineering

Summary of each:            New Building                                 Renovation

Branding:                          Fred                                              Logo

Stakeholders:                   Chemistry/Physics                        College of Engineering

                                           Chairs in BPS                               Dean

                                           Cyclotron Endowment $$$

                                           Chemistry/Biochem Library

                                           Users Users

                                           Library staff

Facilities:                          2 branches + Main                        Renovate current

Communication:              weekly meetings                           weekly meetings

                                           To do lists                                     To do lists

                                           Minutes                                         Minutes

                                           Calendar                                       Calendar

                                           Therapy sessions                         Web page pictures

                                           Web cam                                      Posters

Time-line:                          Fixed dates                                   Fixed dates

                                           10 working dates                          6 months

Team members:               Staff from current lib.                    Staff in Branch

                                           Move coordinator                          Stacks specialist

                                           PM                                                Engineering Rep

                                                                                                 PM

Risks/Threats:                  March weather                              Short staff person

                                           Spring break                                 Open by fall term

                                           10 days                                         6 months

                                           One phase                                    Four phases

                                           Competition/dock space               Open during phases

                                           Closed during move

Reality:                              Personnel issues - head               Time off during 6 months

                                           Chemistry door closed                  $$$ from department

                                           Double booking - dock                  Daily activities chaos

                                           Injury first day                               Vendor problems

                                           Controversy - quit                         Energy up for 6 months

Positive outcomes/          Entire library support                    Extras from College

   Unexpected                    Breaks, lunches                             Paint, electrical

                                           Ate all together                             Building facilitator

                                           Therapy group                              Chocolate treat days

                                           Web cam                                      Open entire time

                                           Staff selected jobs                        Worked with strengths

                                           Center of new bldg

                                           Dedication ceremony                    Ribbon Cutting

Discussion with Tom Volkening - A Member of the Team

Tips for Successful Project Managers:

          Be prepared:

                     Things will go wrong in every project. Look carefully at your assumptions,

                     risk management and library culture.

          Plan, plan and plan = no surprises

          Be a cheerleader. Motivation is essential.

          Be a leader

          Be well connected. Vendors will call and need a decision, NOW. If you are not

                     reachable, they will move on to the next project. Team members will need

                     to consult you many times. Calendars, schedules and a cell phone help.

          Spend more time planning than doing.

          Be vigilant. Just because the ribbon cutting is behind you, there are often

                     many details left to finish. Motivation is often gone and energy and

                     enthusiasm for the project has been depleted.

          Celebrate your successes!