Transcript Practical Project Planning and Management for Libraries Instructor: Gail McPartland [email protected] An Infopeople Workshop Spring 2005 This Workshop Is Brought to You By the Infopeople Project Infopeople is a.

Practical Project Planning
and Management for
Libraries
Instructor:
Gail McPartland
[email protected]
An Infopeople Workshop
Spring 2005
This Workshop Is Brought to You By
the Infopeople Project
Infopeople is a federally-funded grant project
supported by the California State Library. It
provides a wide variety of training to California
libraries. Infopeople workshops are offered
around the state and are open registration on a
first-come, first-served basis.
For a complete list of workshops, and for other
information about the Project, go to the
Infopeople Web site at infopeople.org.
Workshop Overview
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Project Management
Introduction
Creating the Project Plan
Managing the Project
Evaluation and Ongoing
Support
Project Management
Introduction
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A project differs from “regular
work”
Creating a project plan
• Mindmapping
• Project Planning Worksheet
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A Project Differs from
“Regular Work”
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Nonrecurring, a ‘one shot deal’
Complex
• never been done
• often crossing departmental lines
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Time-specific
Special budget
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Mindmapping
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Brainstorming
• ideas
• possibilities
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Organizes thoughts and
ideas
• identifies caution areas
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Does not organize the
project
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Creating the Project Plan
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Project goal
Intended audience
Stakeholders
Project team
Timeline and milestones
Marketing and communications
Deliverables
Budget
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Project Goal
and Intended Audience
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What will be achieved?
Who will benefit?
Example: “Students in Mytown
will be able to conduct
research on their homework
topics through a library
homework center.”
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Stakeholders
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Vested interest in success
• decision-makers
• elected officials
• community groups
• managers
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Want to look good
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Project Team
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Skills appropriate to the
project
Might include
• immediate co-workers
• other library departments
• other external departments
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Timeline and Milestones
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Significant dates
Contingencies
Dependencies
Deadlines
Decision-points
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The Communications Plan
Internal Marketing
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Communicate with staff
Create excitement
Create buy-in
Listen to feedback
Respond to concerns
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Internal Marketing Tools
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Face-to-face interactions
Meetings
Email and listservs
Newsletters
Training and documentation
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The Communications Plan
External Marketing
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Public launch
Engage the public
Demonstrate commitment to
success
Demonstrate success to
stakeholders
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External Marketing Tools
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Newspaper articles
Invitations to local media
“Collateral” – balloons,
pencils, t-shirts, bookmarks,
trips, cars…
Hire marketing/graphic
consultants for a professional
finish
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Deliverables
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What is to be produced,
created, or made
• physical space
• program materials created
• training
• marketing materials
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Budget
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Staff resources
Cost of deliverables
Any materials
One-time v. ongoing costs
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Managing the Project
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Flowcharting
Project Manager
• roles
• skills
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Staying On-Track
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Flowcharting to Organize a Project
Flowcharts should include…
• all major project elements
• decision points
• deliverables
• dependencies
• contingencies
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Role of the Project Manager
Is to Keep the…
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Goal in sight
Project on-time
Project on-budget
Project team moving forward
Stakeholders, staff, and others
informed of project status
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The Project Manager
Must Be Able to…
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Anticipate what comes next
Solve problems
Provide leadership and
decision-making
Stay flexible
Keep a positive attitude
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The Project Manager Helps
the Project Team
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“Day job” v. project tasks
Diffuse conflict
• between team and other
departments
• among the team
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Confront problems, not people
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Staying On-Track
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Goals change
Stakeholders no
longer have buyin
Project team in
trouble
Timelines slip
Budget changes
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Stay flexible
Have a
contingency
plan
Be upfront in
communicating
changes
Act with
integrity
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Tools For Staying
on Track
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Microsoft Project
www.microsoft.com
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Project Kickstart
www.projectkickstart.com
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Mindmanager X5
www.mindjet.com
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Microsoft Visio
www.microsoft.com
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Ready, Set, Launch!
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“Opening Day”
External communication plan
Transition to “ongoing” status
• regular staff
• regular budget
• ongoing scheduling
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Evaluate success
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Project Evaluation
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Review project goal
Review the project plan
• tie-up loose ends
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Report to stakeholders
Report to Project Team
• excuse the team
• thank the team
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Celebrate Success!!
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