ì

Adapted  from  Lynch  &  Roecker  (2007)  and  Verzuh  (2008)  

Project  Management:    Overview  &  initiating  the  project  

(CC) 2011 Michael M. Grant | photo by ralphbijker at flickr.com

Projects  not  operations  

ì  Projects  have  a  beginning  and  an  end.  

ì  Projects  produce  unique  products,  usually  one  Hme.  

ì  OperaHons  management  is  performed  over  and  over.  

ì  OperaHons  management  usually  has  no  end  and  oJen  produces  similar  or  idenHcal  products.  

Successful  project  characteristics  

ì  Agreement  among  project  team,  customers  and  management  on  the  goals  of  the  project  

ì  A  plan  that  shows  an  overall  path  and  clear  responsibiliHes  and  will  be  used  to  measure  progress  during  the  project  

ì  Constant,  effecHve  communicaHon  among  everyone  involved  

ì  A  controlled  scope  

ì  Management  support  

Projects  major  challenges  

ì  Personnel  

ì  EsHmaHng  

ì  Authority  

ì  Controls  

Why  do  e-­‐learning  projects  fail?  

Photo by nimbu at flickr.com

ì

Project  management  is  an  effort  to  use  product-­‐driven  methods  on  processes.  

ì An  evolution  of  process  management  

Video from http://www.youtube.com/watch?v=LNtEW4DVRkE

Six  Sigma  

ì  An  offshoot  of  quality  management  discipline  that  enables  organizaHons  to  increase  efficiency  and  quality—to  produce  more  and/or  beSer  products  for  less  Hme  or  money.  

ì  It  relies  on  structured  problem  solving,  staHsHcal  analysis  and  process  management  method.  

ì  The  focus  is  improving  quality  by  reducing  variaHon/variability.  

(Schwalbe,  2010)  

SixSigma  cont’d  

Follows  DMAIC  ì  Define  

ì  Measure  

ì  Analyze  

ì  Improve  

ì  Control  

(Schwalbe,  2010)  

Goal  ì  No  more  than  3.4  errors  in  

1,ooo,ooo  opportuniHes  

Image from http://sixsigmatutorial.com

IPECC  

IniHate   Plan   Execute   Control   Close  

But  also  PMI  PMBOK  (Project  Management  Body  of  Knowledge),    Six  Sigma,  etc.  

Project  Team  Roles  ì  Sponsor  

ì  Client  

ì  Project  Manager  (PM)  

ì  Stakeholders  

ì  Developers/ID  

ì  Evaluators  

ì  SMEs  

ì  Customer/end-­‐user/learners  

ì  Supplier/vendor  

ì

| Photo by stefanweighs at flickr.com

Announcement  or  Proposal  

Project  Charter  

Relationship  between  design  documentation  and  project  documentation  

ì Project  charter  details  hSp://interacHvelearningenvironments.pbworks.com/w/page/21082612/Project-­‐Charter-­‐Details    

ì Project  initiation  questions  hSp://bit.ly/iniHaHonquesHons    

Photo from http://www.flickr.com/photos/jueschborn/3239766036/sizes/z/

Understand  the  Problem  

ì  Integrate  the  needs  assessment  ì  Understand  the  problem  ì  What  is  the  project  anyway?  ì  What  are  the  technologies  involved?  ì  What's  the  client  side  involvement?  

From @johnniefox (2010)

Understand  the  Stakeholders  

ì  Importance  of  customer  involvement  

ì  Who  are  the  key  contacts?  

ì  Who  are  the  decision  makers?  Determine  who  is  the  one  person  who  is  the  decision  maker.      

From @johnniefox (2010)

References  

ì  Lynch,  M.M.  &  Roecker,  J.  (2007).  Project  managing  e-­‐learning:  A  handbook  for  successful  design,  delivery  and  management.  New  York:  Routledge.  

ì  Schwalbe,  K.  (2010).  InformaHon  technology  project  management  (6th  ed.).  Boston,  MA:  Cengage  Course  Technology.  

ì  Verzuh,  E.  (2008).  The  fast  forward  MBA  in  project  management  (3rd  Ed.).  Hoboken,  NJ:  Wiley.  

© 2010 Michael M. Grant

(cc) 2011 Michael M. Grant