Recommandé
Recommandé
Contenu connexe
Dernier
Dernier (20)
En vedette
En vedette (20)
Managing the Project to Ensure Momentum and Embedding of New Practice
- 2. Changing the learning landscape Managing the project to ensure momentum and embedding of new practice (keeping it going and keeping people on board!) 13.45 – 15.15 Sarah Dunne Programme Manager Jisc
- 3. Changing the learning landscape Aims • Gain experience of some project scoping approaches to enhance thinking about and understanding of your projects • Receive resources to help explore further approaches, techniques and approaches for successful project design and delivery • Apply techniques to own project plan and share with and engage stakeholders
- 4. Changing the learning landscape Objectives Logic Models
- 5. Changing the learning landscape The Project Sponsor
- 6. Changing the learning landscape Estimating timeframes equation • MO = Most Optimistic = 45 days • ML = Most Likely = 60 days • MP = Most Pessimistic = 120 days • Expectation = E = MO + (4 x ML) + MP 6 • E = 45 + (4 x 60) + 120 = 405 = 67.5 = 68 6 6
- 7. Changing the learning landscape Scheduling the Project Terminology: • Duration (DUR)– how long it will take to complete • Earliest start time (EST) • Latest start time (LST) • Earliest finish time (EFT) • Latest finish time (LST) • Float – the time available minus the duration • Critical Activities – any activity with a zero float
- 8. Changing the learning landscape Scheduling Tool TASK EST DUR EFT LST FLOAT LFT
- 9. Changing the learning landscape Precedence Diagram
- 10. Changing the learning landscape How was it for you? • Reflections on this and your project Presentation slides - Managing the project to ensure momentum and embedding of new practice
- 11. Changing the learning landscape Conclusions • Use of standard project management tools can refine the project plan early on by o Demonstrating the rationale for changes o Gaining stakeholder buy-in o Identifying the changes themselves o Acting as a reference to keep the project on track
Notes de l'éditeur
- Today I hope to cover a few tools and techniques that can help with the planning of projects and hopefully help maintain the pace and profile of projects. We’ll aim to undertake a few task which you can apply to your projects when you return to the office and I will also share after today a number of useful practical tools to help with some of the more mundane but essential and often difficult task such as estimating time and working out dependancies. But today I want to focus on tasks which ensure that you and all those involved in the projects have a real understanding of what you’re aiming to achieve and you are able to communicate this to your stakeholders in order to ensure there is support for the project across your departments / institutions.
- Logic models can help to plan a project ensuring that the original objectives are kept in mind. The outcomes should link back to the objectives – ie the results should be what was required in the first place! Make sure you’re doing the right thing in the first place!
- There may not be a named individual in this role but buy-in from a senior and influential source is essential to the success of your project. Keep this relationship strong by keeping them informed of progress and where possible quick wins and successes. This goes for stakeholders too.