1. Setting up your project for success Afternoon session

2. The project management process Milestones Budget Systems Contracts Mgt team Implement plan Action Coordination Communication Liaison Budget Milestones Feedback Research Mgt review Evaluate options Revise plan is necessary P D M I PlanDoMonitorImprove

3. Key areas Management setup (i.e Committee, chairperson, project manager, finance manager) Contracts with providers Communication – within and outside of the project group group Monitoring & review (i.e. Having the right systems that enable you to assess how well you are doing) Reporting (e.g 1/4 reports) – to SFF & Mgt committee Capacity – does your group have the people with the skills and the time to manage the project?

4. Management Committee role Governance/oversight Carry overall responsibility for the project Set and approve policies / operating procedures etc Approve delegations Approve budget/budget variations Approve accounts for payment Act as link with different stakeholders

5. Chairperson’s role Uphold the rules/constitution of the group Ensure the milestones are being achieved Act as chair at meetings Ensure that office bearers are for filling their roles Represent the organisation to the outside world Have co-responsibility for sign-off of financial reports/media releases To act on behalf of group in interval between meetings

6. Project Manager's role Research & development of initial project Set milestones & prepare timeline Set up project/systems etc Source and contract suitable contractors Manage contracts Organise & oversee works programme Monitor progress Monitor budget in association with Finance Manager Project communication/liaison Project reporting Authorise all accounts & co sign-off Keep management committee informed

7. Finance Manager’s role Control of bank account Budget preparation Pay accounts for approved expenditure Operate accurate cash book To be aware of current financial position To keep Project Manager & management team informed on financial matters GST returns Produce a set of annual accounts

8. Contracts Why do you need them? Gives you control over your project They clearly define what you expect of your contractors/consultants Give you a mechanism for negotiation on price. Basis of dispute resolution

9. Communications strategy Why do you need one? To ensure that the projects key aims and messages are delivered & are consistent & understood by all parties To build awareness of the project among a wider audience and user group To secure commitment of key stakeholders to the project aims To influence specific policies & policy makers To encourage participation among researchers and partner bodies Communication principles To produce honest, succinct, credible & cost effective communications To ensure that all communication is planned, timely and consistent with key message To ensure all project communication is approved by the appropriate person

10. Monitoring & review For effective monitoring & review you must have the right systems in place. It can take a while to set up right systems up but when you do the advantages will out way the disadvantages. Good systems enable you to maintain control of your project & make adjustments where necessary. Good systems give your project credibility

11. Reporting Your management group requires good information to be able to make the right decisions and effectively manage the project. SFF need to know that their funds are being used well That the work contracted will be delivered within the timeframe, quality & $ promised. If work is not on track the right actions are undertaken to rectify the problem. If contract variation is required it is not a surprise.

12. The ¼ Report The ¼ report should include: Milestone progress Additional results Proposed activities next ¼ Milestone variations Financial update Other Management group feedback Stakeholder liaison Linkages with other projects Information dissemination Upcoming events

13. Capacity Does your group have the necessary expertise or people with time to manage the project??