I HAVE NOT ALWAYS BEEN A PROJECT MANAGER
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1 The role of project management for research professionals Dr. Chris French Strategic Projects Manager, Research I HAVE NOT ALWAYS BEEN A PROJECT MANAGER There is more to life than a GANTT chart 1
2 What is Project Management At its most fundamental, project management is about people getting things done, Dr Martin Barnes, APM President
3 What is Project Management Its not a new concept: Aims Outline Project Management Techniques Give examples how these have been applied. Discuss implementing these in a research environment 1. Introduction and issues 2. Techniques 3. Training and Development Put your hands up if... 3
4 Definitions: What makes a Project A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits. A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget. Important distinction between projects and business as usual On your chairs (complete handout)... What does a Project Manager do: Comms Suppliers and stakeholder Research Councils / EU Recourses Academic and timescales Exec Project Manager Quality Academics Secure and manage funding Monitor progress Estates / CSD / Corp Comms Setting and Deliver Objectives Business Support Manage Risks Establish, lead, motivate team Research Project Plan Support 4
5 What kinds of projects do we work with? Academic Research Projects Post award management Bids and pre-award REF / Impact Open Access Data Metrics Research Data Management PGR Recruitment Dissemination / Web / Media The range and diversity of projects is immense. More than you would find in industry? 5
6 Why is Project Management a good idea? Structure and single contact where there may not be one Talk a Common language across departments and institutes Give you a flexible framework Work to a set objectives Develops a very wide and transferable skill set Barriers Academic acceptance / interference Time Resource Agreement on outcomes Lack of Authority and / or accountability Consistency who appoints PMs and from where PM are not dedicated resource, or trained Who is it for funders, researchers, institution Section 2: Techniques Considerations on using these techniques Don't follow a system dogmatically Scale effort to the size of the project Consider how you present information Build consensus (Engage not enrage) Roles and Responsibilities 6
7 Its more than just the GANTT chart Project Management is not a convenient diagram, process or system, its about the teams we work in Project Management Frameworks Association of Project Management ( UK based. Project Management Institute ( Internationally largest. PMI BoK. Very comprehensive PRINCE2 structured process-based method. Public sector use. All of these set a framework that is really helpful to plan projects around. 7
8 APM Body of Knowledge Split into 4 areas and covers 69 topics. The concepts in here should be the same to deliver the Olympics and everything back from there. It is scalable. We can t cover everything in here today! 8
9 Project Lifecycle A life cycle defines the inter-related phases of a project and provides a structure for governing the progression of the work. Concept Consultation Scoping Stakeholder Analysis Options Selection Business Case why we need to do it Definition Timescale Risks Resources Project Team Project Plan what we need to do Development Execute Plans Do stuff Monitor / report Leadership Handover / Closure Handover Review RSG Approval PI Approval Concept Definition Approvals Scoping Strategy Stakeholders Options Academic Case Timescale Risks Project Team Project Plan Development Write the thing Do the plan Monitor / report / review Leadership? Handover / Closure Submit Review 9
10 Stakeholder Management Stakeholder management is the systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders. Almost all projects have a variety of stakeholders with different, and sometimes competing, interests. They have significant influence over the eventual success or failure of the work. We want to harnesses the positive influences and minimises the effect of the negative influences Identify Stakeholders Assess interest and influence (power) Develop management plans Engage and influence How will they be affected Will they be supportive, negative or ambivalent? What are their expectations and how can these be managed? Who and/or what influences the stakeholder s view of the project? Who would be the best person to engage with the stakeholder? 10
11 Stakeholder Partner University 1 DTC Corp Comms Faculty Exec team Partner University 2 PVCs ESRC Industrial partners Estates Head of School Estates Partner Uni Industrial Partner Research PVC Head of School Corp Comms NHS Trust ESRC SME Partner SME Partner Highlight key stakeholders those able to directly impact outcomes. Colour Code: supporters in green, critics in red, neutral in orange. Show where we would like stakeholders to be on the matrix Its a live document keep under review Organisation / Project Team Organisation is the management structure applicable to the project, programme or portfolio and the organisational environment in which it operates Role Responsibilities Principal Tasks Project Manager Sponsor Project Office Team Members Users Delivering project objectives Delivering the business benefits As determined by organisation procedures Supporting the project manager Operate and maintain deliverables Plan, organise, monitor, control Scope Project, justify funding, set criteria, review progress Assist sponsors and project managers Execute work packages; work within agreed time / cost Define operating requirements. Operate project deliverables Suppliers Provide resources Deliver components of project deliverables Steering Group Overall strategic direction of project Assist sponsor and consider issues when they arise 11
12 Tasks (WBS) 20/06/2014 Project Team Roles and Responsibilities 1. Find some people for your team (Organisational Breakdown Structure) 2. Identify the tasks for them to do (Work Breakdown Structure) 3. Decide who is responsible for doing what (Responsibility Assignment Matrix) Name Bill Ted Rod Jane Freddy Role Title Sponsor PVC Research Organisation (OBS) Project Manager Project Office Business Manager Project Office RSO Team member Principal Investigator Write Bid: Section 1 C A R Institutional Support letter JeS Submission Industry Partners A R A R C A R C 12
13 Managing People Projects are ultimately about motivating and coordinating people to achieve specified objectives. In order to do this, an individual manager needs to understand various skills and deliver these in a professional manner. The host organisation needs to promote project management as a profession and also provide an environment that encourages individuals to act professionally. Risk Management Definition Risk management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and Maximising opportunities 13
14 Risk Management Risk Management All projects are inherently risky because they are unique, constrained, based on assumptions, performed by people and subject to external influences. Risk Management process 14
15 Risk Management Risk Register Risk Risk Score (P x I) Mitigation Owner Status Centre Director leaves Can t recruit into trials NHS will not make firm commitment of support High Co-I could take place. Discuss succession planning Centre Director Closed V High PI Open High Project Manager Open Risk register can be simple or more complex, appropriate to project. E.g. we can group risks, describe impacts, quant vs qualitative, triggers etc. Need to drill to root cause risks e.g. not just miss deadline, but why, what is the actual risk that lies beneath Academic risks how these are recorded and escalated How Does this all come together... Concept Definition Stakeholder Analysis Academic Case Timescale Risks Project Team Resources Project Plan Development Do stuff Monitor / report Leadership Handover / Closure Handover Review 15
16 See one Do one Teach one 1. Organisation Matrix 2. Stakeholder Analysis 3. Risk Management The topic is... Impact You are project managing the implementation of a University wide system for capturing impact. 16
17 But will any of this work? Isn't this just corporate BS Some say No... Project management techniques, to be effective, must be framed within the context of researchers values It is critical that the project manager and her measures are taken seriously by the person(s) in power lack of formal accountability Powers, L.C. & Kerr, G. (2009). Project management and success in academic research. RealWorld Systems Research Series 2009:2. Available at SSRN: NatureVolume:467,Pages: (2010) The formal project-manager role has become essential to initiatives within academia.. At that moment I realised good project management was needed to sustain the group 17
18 Section 4: Training and Development Lots of Project Management Quite a bit of Project Management Some Project Management Training and Development ARMA Courses Research Project Management in Jan 15 Workshop of role of Project Office in large EU projects in development. APM Courses Introductory Certificate: The APM Project Fundamentals Qualification 60 questions, 1hr exam. Covered 20% of the syllabus in this talk Internal training and Networks 18
19 Online Project Management Basecamp Teamwork PM - Summary Project Management as a skill set fits into many roles in our sector. Is training within Research management there yet? How do we compare across our institution? Projects are done by people, not process. Invest in people and training. There is no one ideal system, translate knowledge into successful projects. Be flexible in approach, tailor complexity to type of project and present information in an appropriate way. 19
20 20
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