1. Project Management Methodology Used in Responding to Publishers’ Surveys
Presenters: Jay Johnson, Institutional Research and Planning Liana Crisan-Vandeborne, Institutional Research and Planning

2. Standish Group Survey: CHAOS Report for IT Industry
21% fail 42% challenged 37% succeed
Standish Group Survey: CHAOS Report for IT Industry

3. Presentation Objectives
Understand the anatomy of a project
Some of the tools
Scale those tools to your needs
Charter
Requirements
Scope
Work Breakdown Structure (W.B.S.)
Schedule
Cost Analysis
Risk Registry
Communication Plan

4. Project
A temporary endeavor undertaken to create a unique product, service or result.
Goal oriented
Coordinated
Finite duration
Unique
Progressively elaborated

5. Product
Product: The end result of your project

6. Why formal Project Management?
Familiarity with industry/work
Complexity
Size of project
Size and distribution of team
Length of project
$$$

7. Process Groups from PMI
Plan Do
Close
Initiating
Planning
Executing
Monitoring & Controlling
Closing

8. Knowledge Areas Integration Management Scope Management
Time Management
Cost Management
Risk Management
Quality Management
Communications Management
Human Resource Management
Procurement Management

9. Activities within Process Groups and Knowledge Areas

10. Roles and Responsibilities in a Project
The main roles in most projects are, but not limited to:
Project Manager
Project Team
Sponsor
Stakeholders
Technical Lead or Subject Matter Expert

11. Project Charter Formally authorizes a project. Includes: Business case
Description / deliverables
High level project cost estimate
Project manager assigned
Stakeholder identification
Measurable objectives
Identified project risks
Constraints / assumptions
Milestones
Signatures

12. Business Case vs. Project Charter vs. Scope Statement

13. Scope Management Product Requirements Scope Statement
Work Breakdown Structure (WBS)

14. Work Breakdown Structure (WBS) 1
A grouping of project components that organizes and defines the total scope of the project. Each component of the WBS is assigned a unique identifier, called Code of Accounts.

15. Work Breakdown Structure (WBS) 2
Work Packages are also known as Task(s) or Activities
Smallest component that can be realistically estimated for time and cost.
How do you know when to stop the decomposition process?
Ask yourself or the team:
Are the work packages small enough to be estimated for time and cost?
Is each work package small enough to be able to be assigned to a single person or group that can be accountable for the results?
If you can answer “yes” to those questions, your work packages are probably decomposed far enough.

16. Project Time Management 1
Project Time Management: Processes required to manage timely completion of the project.
Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities.

17. Project Time Management 2
The Processes in Project Time Management are:
Define Activities: Creating the project’s activity list (from WBS).
Sequence Activities: Arranging the activities in a logical sequence.
Estimate Activity Resources: Estimating the type and quantity of resources needed to complete each activity.
Estimate Activity Durations: Determine time estimates for each activity.
Develop Schedule: Creating the project’s schedule.
Control Schedule: Monitor and control the schedule throughout the project’s life cycle.

18. Project Cost Management 1

19. Project Cost Management 2
Project Cost Management deals directly with estimating, budgeting and controlling costs, so the project can be completed within the approved budget.
Goals:
The project manager should be able to tie costs to activities and resources and build the estimates of the project.
Although summary budgets are often the first thing created in the real world, when it comes to detailed planning, the overall approach should be:
Define the scope first, create the schedule second and the budget third.

20. Project Risk Management
Risk is related to an uncertain event
Possibility of loss or injury

21. Project Communications Management 1

22. Project Communications Management 2
Processes related to produce, compile, send, store, distribute, and manage project records.
Communications Management requires you to accurately report on project status, performance, and change.
The project manager’s most important skill set is that of communication.
Approximately 90% of the project manager’s time is dedicated to communications.
The project manager should be in control of the communications process.

23. Checklist of documents/activities 1
Checklist of documents/activities according to process groups
Initiating: Project Charter (developed first)
Planning:
Scope Statement (developed after charter)
Requirements
Work Breakdown Structure (WBS)
The following can be developed after the scope statement:
Project schedule
Risk registry/log (living document)
Project cost estimate
Communications plan
Planning documents should be completed before executing.

24. Checklist of documents/activities 2
The executing, and monitoring and controlling process groups are happening concurrently.
Executing:
Doing the activities defined in the Work Breakdown Structure (WBS) and schedule
Communicating to stakeholders
Meetings: Revisit risk log (top priority risks only)
Monitoring and controlling:
Schedule (are we on time)
Scope statement (are we building what we said we would build)
User acceptance criteria (according to what our stakeholders want)
Project status updates to sponsor (biweekly or monthly)
Closing:
Formalize acceptance
Release resources
Lessons learned

25. Standish Group Survey: CHAOS Report for IT Industry
21% fail 42% challenged 37% succeed
Standish Group Survey: CHAOS Report for IT Industry

26. Presentation Objectives
Understand the anatomy of a project
Some of the tools
Scale those tools to your needs
Charter
Requirements
Scope
Work Breakdown Structure (W.B.S.)
Schedule
Cost Analysis
Risk Registry
Communication Plan

27. Project
A temporary endeavor undertaken to create a unique product, service or result.
Goal oriented
Coordinated
Finite duration
Unique
Progressively elaborated

28. Product
Product: The end result of your project

29. Why formal Project Management?
Familiarity with industry/work
Complexity
Size of project
Size and distribution of team
Length of project
$$$

30. Knowledge Areas Integration Management Scope Management
Time Management
Cost Management
Risk Management
Quality Management
Communications Management
Human Resource Management
Procurement Management

31. Roles and Responsibilities in a Project
The main roles in most projects are, but not limited to:
Project Manager
Project Team
Sponsor
Stakeholders
Technical Lead or Subject Matter Expert

32. Process Groups from PMI
Plan Do
Close
Initiating
Planning
Executing
Monitoring & Controlling
Closing

33. Create folders on our internal drive for storing and managing files in regards to each of the publisher surveys.

34. Examples of folders in the “Undergraduate” folder.

35. In order to keep everything organize, I create a folder for each publisher survey; then I pretty much have the same folder structure for each of them.

36. Data Collection Sheets

38. Project Time Management 1
Project Time Management: Processes required to manage timely completion of the project.
Time management is concerned with identifying tasks, creating a realistic schedule, and managing the schedule by appropriately scheduling resources and activities.

39. Project overview

43. Project Communications Management 1

46. Checklist of documents/activities 2
The executing, and monitoring and controlling process groups are happening concurrently.
Executing:
Doing the activities defined in the Work Breakdown Structure (WBS) and schedule
Communicating to stakeholders
Meetings: Revisit risk log (top priority risks only)
Monitoring and controlling:
Schedule (are we on time)
Scope statement (are we building what we said we would build)
User acceptance criteria (according to what our stakeholders want)
Project status updates to sponsor (biweekly or monthly)
Closing:
Formalize acceptance
Release resources
Lessons learned

47. Closing the project

49. Contact: johnson.1043@osu.edu crisan-vandeborne.1@osu.edu?
Contact: