assessment project management in the real world - work book
DESCRIPTION
2009 ACRL Conference - WorkshopTRANSCRIPT
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ManagingAssessmentProjectsintheRealWorldJenniferRutner,Assessment&MarketingLibrarian,ColumbiaUniversityLibrariesJoannaDiPasquale,WebDeveloper,ColumbiaUniversityLibraries
WORKBOOK
Thisworkbookcontainsactivitiesandresourcesthatsupplementtheinformationinthepresentation.
ACRLNATIONALCONFERENCE–MARCH14,2009–FEELTHEBUZZ
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TableofContents
CommunicationStyles .................................................................................................3
TeamMemberRoles....................................................................................................7
WorkBreakdownStructure(WBS):APlanYouCanStickTo.......................................12
AssessmentProjectChallengesandSolutions ............................................................16
Bibliography ..............................................................................................................18 CommunicationStyles .......................................................................................................................................... 18TeamMemberRoles.............................................................................................................................................. 19WorkBreakdownStructure ............................................................................................................................... 20Challenges&Solutions ......................................................................................................................................... 20
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CommunicationStylesEveryone has different communication and work styles, each with strengths andweaknesses.Asprojectmanagers,beingawareofyourstyleandyourteammembers’styleshelpsyourteamoperateeffectively.Keypoints:
• When projectmanagers understand everyone’s communication styles, we canworkmosteffectivelytogether.
• Somestylesaremorecomfortableindifferentprojectteamroles.• Communicationbetweenstylescanbeidentifiedandleveraged.• Communicationstylesarenotskills.Theycannotbe“taught.”Conversely,team
members with certain skills should not be assumed to have particularcommunicationstyles.
• “We’reallinthistogether”evenifwe’renotallalike:allstylesoperatewithinaprojecttoreachforasharedgoal.
Toolsforinvestigation:
• MBTI–Myers‐BriggsTypeIndicator• KeirseyTemperamentSorter• 16PersonalityFactors• TRI–TheTemperamentResearchInstitute• HBDI–HerrmanInternational,WholeBrainThinking
See:BibliographyforCommunicationStylesAboutthetools:
These tools allow us to identify temperament,communication/interaction style, and group dynamics.Typically, using a set of questions and applying a scoringmatrix,thesetoolshelpindividualsandgroupsunderstandtheir internal dynamics and individual styles. Once youidentifytheseelements inyourselfand inyourgroup,youcanbetterunderstandandworkwithmany“types”togetthejobdone.
Note:wearenot trained experts! Manyof thematerials listedabove require trainers to go throughacertification process before conducting any activities. We have provided a very basic “gloss” of thismaterial so that you can determine the right tools for you, assess your needs, and pinpoint areas forfurtherexploration.
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Activity1Explorethefacetsofyourteams’personalityandcommunicationstyles.Place thenumberof the trait thatdescribeyou in the“Me”column,and thendo thesamefortwoteammembers. (Resultsarebestwheneachteammembersdoesaselfassessment.)Whenyouarefinished,tallyyourcolumn.Example:
Type Description Me?
4 Abilitytorecognizeandseizeopportunities 2 Accountability 2
Youmight think a particular termdescribes everyone – but it doesn’t. When youarefinished,shareyourfindingswithyourneighbors.Theresultsmaysurpriseyou!PersonalityFacets
Type Description Me?
4 Seekvariety
3 Enjoyscientificortechnicalwork
1 Seekmeaning/significance
4 Wantfreedomtochooseacourseorpath
2 Protectandmaintainaremaingoals
4 Abilitytorecognizeandseizeopportunities
2 Workbetterwithorderandrules
1 Seekdifferentperspectives
2 Seekaccountability
3 Seethebiggerpicture
2 Trustingofauthority
1 Inspirational
4 Enjoyworkthatchangesorvaries
1 Actionstodaymakeabettertomorrow
2 Seekcoursesofactionswithinboundaries
3 Individualism
1 Kind,benevolent
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2 Belongtothegroup
3 Masteratask
1 Enjoypeople‐focusedwork
3 Designingandinventing
2 Enjoybusiness‐focusedwork
4 Impulsive
3 Calm
1 Authentic
2 Generous
4 Negotiator
1 Coach/Mentor
3 Theoretical
4 Detail‐oriented
1 Intuitive
3 Precise
2 Serious
4 Spontaneous
3 Logical
4 Adventurous
2 Stable
1 Enthusiastic
3 Strategist
4 Optimistic
Totals
Type1 Type2 Type3 Type4Me
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Activity2CommunicationTraitsandGroupDynamics:DiscussionTopic:Let’sexplorecommunicationstylesandgroupdynamics.Whatdoyouhaveincommonwithyourteammembers,intermsofwhatyouwanttoaccomplishandhowyouliketowork? Aretheiranypotentialconflicts? Identifyhowyoucanusethis informationtoimproveyourassessmentprojectmanagement.Note:thereismuchmoretotheseactivities–basedonpersonalitytypes,interactions,andcommunicationstyles,youcanreallyassessquitealot!WeencourageyoutoexploretheresourceslistedinthebibliographyanddiscusspotentialworkshopswithyourHumanResourcesDepartment.
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TeamMemberRolesRoleshelpusidentifytheresponsibilitiesandauthoritiesthatagroupasksofeachteammember.Theyapplycommunicationandinteractionstylestoeverydayscenarios.Nowthatyouunderstandthecommunicationstylesofyourselfandyourteammembers,howcanyoubuildaneffectiveassessmentprojectmanagementteam?It’scriticaltounderstandwhyeveryoneisontheteamandwhatheorshewillcontributetotheassessmentproject. Wheneveryoneonyourteamunderstandstheirrole,meetingsandprojectsrunmuchmoresmoothly.Theexercisebelowwillhelpyououtlinesomecoreprojectteammemberroles.Lookingatyourteam,ask:
• Who’sontheteam?• Whyaretheyontheteam?• Whatwilleachmembercontribute?• Whatdecisionscaneachmembermake?• Whichmeetingsdoeseachteammemberneedto
attend?Oneteammemberwilloftenservemultipleroles. See:BibliographyforTeamMemberRoles
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Activity3Identifytheteammembersthatfilltheroleslistedbelow,andtheauthorityassignedtothatrole.Thetermsandresponsibilitiesoutlinedbelowaregeneral;adaptthemtoyourteamsneeds.Theimportantpartisthateachteammemberclearlyunderstandshis/herrole.
Role Responsibilities(whatyoudo) Authority
(whatyoudecide)
Teammember
Projectm
anager Ensurethatteammembers
understandtheirrolesandexpectationsAssignworktoteammembersandsub‐teamsSetmeetingagendasRunmeetingsMaintaintheprojecttimelineandworkbreakdownstructureEnsurethatmilestonesaremetEnsurethatbudgetarygoalsaremet
Client Thepersonorgroupthatcreatedthe
projectteam,orprovidedthechargeEstablishexpectationsanddeliverables
Lead
er Providemotivation
ProvidefocusWorkwithsub‐teamsManageconflictsandproblem‐solvewithintheprojectteam
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(cont’d)
Role Responsibilities(whatyoudo) Authority
(whatyoudecide)
TeammemberCo
mmun
icator Communicateteamprogressto
colleagues,committees,departments,etc.Bringinformationfromrepresentativegroupstotheprojectteamasneeded
Expe
rts Possessspecificskill‐setsor
knowledgetocontributetotheteam
Worker
Accomplishtasksasassigned
Decider Useassessmentprojectoutputto
makedata‐informeddecisions
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Activity4IdentifyskillsetsIt’salsoimportanttounderstandthespecificskillsetsthateachteammemberbringstothe assessment project, even skills that don’t appear to be directly related toassessment.AtColumbia,weseeassessmentprojectsasopportunities forstaff tobuildnew skills,andthereforewanttounderstandeveryone’sinterests.Forexample,theWebLibrariandoesn’talwayshavetomaintainthewebpage;s/hemaybeinterestedindataanalysisorrunningafocusgroups.TeamMember Skills Interests
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Activity5IdentifyprojectteamskillgapsLookingatyourassessmentproject,andyourteam,whatskillsdoyouhave,andwhatskillswillyouneedtoseekexternalresourcestosupport?Whatactionsmightyoutaketomanageanyskillgaps?Example:
ProjectTeamSkillGap PotentialActions
We need help with SPSS; our assessment project team has limited experience with this software.
Find a graduate student in the Statistics Department to work with us.
ProjectTeamSkillGap PotentialActions
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WorkBreakdownStructure(WBS):APlanYouCanStickToTheworkbreakdownstructurewillhelptheentireteamunderstandthescopeoftheproject,thetasksyouneedtoaccomplish,inwhatorder,when,andbywhom.Keypoints:UsePost‐ItNotestoclassifyyourtasks.Assignacolorforeachtype,aslistedbelow.
Deliverables:Whatwilltheteamproduce?Hierarchical components: Each aspect of the overalldeliverables.Tasks and sub‐tasks: What do we need to do toachieve/producethedeliverable?Assignresponsibilityanddue‐dateforeachcomponentandtask.
Thisisateamactivity;everyoneshouldcontributetocreatingtheWBS.ParticipatingincreatingtheWBSwillhelptheteamunderstandtheirsharedgoals,andwillgiveteammembersanopportunitytostartworkingtogetherandsharingideas.WBSTips:
• Theworkbreakdownstructureshouldbeexhaustive‐don’tleaveanythingout.• Nothing is set in stone. You can add and remove items from theWBS as the
projectprogresses.• De‐duplicate: make sure that each component or task is an individual item.
Overlapscanleadtoconfusion,duplicationofeffort,andconflict. See:BibliographyforWorkBreakdownStructure
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Activity6DevelopingaWorkBreakdownStructure(WBS)Reserveaconferenceroomwithplentyofaccessiblewallspace.BringyourlaptoptorecordtheWBSonceit’scomplete.MakesurethereareplentyofPost‐ItNotestogoaround.
1. Beginwiththedeliverables.AssigntheseaPost‐Itnotecolor(pink!)a. Atypicalassessmentprojecthasfivedeliverables:
i. ProjectPlanii. InformationNeedsiii. DataSetsiv. Analysisv. Report
2. WriteeachdeliverableonaseparatePost‐Itnote.
3. Postyourdeliverableshorizontallyonthewall.
4. ChooseadifferentPost‐Itnotecolor(purple!),andstartwritingthecomponentsofeachdeliverable.
5. Postthecomponentsunderneatheachdeliverable.
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6. OnadifferentcolorPost‐It(blue!)startbrainstormingallofthetasksthatneedtobeaccomplishedtoachieveorcompletethecomponent.Beexhaustive!
7. Placethetasksunderneaththeappropriatecomponents.
8. Arrangethetasksinchronologicalorder.Whichtasksmustbeaccomplishedfirst?
9. Assign responsibility to a team member, and due dates for each task andcomponent.
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10. OncetheWBSiscomplete,takeapicture!RecordtheWBSinaWordDocument,PowerPointorganizationalchart,orbyusingprojectmanagementsoftware.
Deliverable 1
Component 1.1 Component 1.2
Task 1.1.1
Task 1.1.2
Task 1.1.3
Task 1.1.4
Task 1.2.1
Task 1.2.2
Responsibility Due Date
Responsibility Due Date
Responsibility Due Date
Responsibility Due Date
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AssessmentProjectChallengesandSolutionsAllprojectshavechallenges,andassessmentprojectsarenoexception.Whataresomeof the issues that have arisen in your projects, or that you foresee on the horizon?Whattoolsandtechniquesareavailabletohelpmeetthesechallenges?Assessmentprojectsmaysufferfromlackoftime,staffing,software,andmore.Brainstorm some of the challenges that you faceat your library, and we’ll discuss some potentialtools and techniques that you can use to meetthesechallenges.Remember,yourchallengesarenotyoursalone!Share and discuss what you have learned withyourgroup.
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Activity7Assessmentprojectmanagementchallengesandsolutions
Challenge ToolsandTechniques
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Bibliography
CommunicationStylesKeylibraryresources:
• PsycInfodatabase:http://www.apa.org/psycinfo/• InternationalAbstractsofHumanResourcesdatabase:
http://www.humanresourcesabstracts.com/• Acton,G.Scott.“GreatIdeasinPersonality.”Availableat:
http://www.personalityresearch.org/Searchableresourceofpersonalitytestsandtheories.FromtheRochesterInstituteofTechnology.
• Revelle,W.“ThePersonalityProject.”Availableat:http://www.personality‐project.org/Comprehensivelistofpsychologyarticlesandessaysaboutpersonalitytype.FromNorthwesternUniversity.
Institutesthatoffertrainingandadditionalinformation,basedonmethod:Myers&BriggsFoundation(http://www.myersbriggs.org)ExcellentbackgroundinformationonthebasisandusesfortheMyers‐BriggsTypeIndicatortool.
• Background:http://www.myersbriggs.org/my‐mbti‐personality‐type/mbti‐basics/
• Applications:
http://www.myersbriggs.org/type‐use‐for‐everyday‐life/KeirseyTemperamentSorter(http://www.keirsey.com/)Detailsthemethodanditsusesacrossmanydifferenttypesofinstitutions.MuchoftheKeirseymethodlaysthefoundationfortheTemperamentResearchInstitute.
• Aboutthefourtemperaments:http://www.keirsey.com/handler.aspx?s=keirsey&f=fourtemps&tab=1&c=overview
• Essaysontemperament:
http://www.keirsey.com/articles.aspx
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16PersonalityFactors‐InstituteforPersonalityandAbilityTesting(http://www.ipat.com/Pages/home.aspx):Inadditiontotools,provideswhitepapersonassessmentsandstrategies.http://www.ipat.com/resources/white_papers/Pages/default.aspxTemperamentResearchInstitute(http://www.tri‐network.com/):Excellentwebsitetolearnmoreaboutthelayersandfactorsthatmakeupgroupcommunicationanddynamics,aswellaspersonalitytype.
• TemperamentTheory:http://www.interstrength.com/curriculum/temperament.html
• InteractionStyles:http://www.interstrength.com/curriculum/interactionstyles.html
HerrmanInstitute(http://www.hbdi.com)LearnmoreabouttheWholeBrainThinkingapproachtoworkandmanagement,includingprojectmanagement.BecomecertifiedinHBDIorsignuptocompletethepersonalassessment.
• OverviewofHBDI:http://www.hbdi.com/WholeBrainProductsAndServices/thehbdi.cfm
• HBDIforOrganizations:http://www.hbdi.com/SolutionsFor/organizations.cfm
TeamMemberRoles
Portnoy,Stanley.ProjectManagementforDummies.FosterCity,CA:IDGBooksWorldwide,Inc.,2001.ProjectManagementInstitutehttp://www.pmi.org/
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WorkBreakdownStructure
WorkBreakdownStructurehttp://en.wikipedia.org/wiki/Work_breakdown_structure
ProjectManagementInstitute.ProjectManagementInstitutePracticeStandardforWorkBreakdownStructures.SecondEdition,2006.
Challenges&Solutions
Frame,DavidsonJ.ManagingProjectsinOrganizations:Howtomakethebestoftime,techniques,andpeople.SanFrancisco,CA:Jossey‐Bass,c2003.Greer,Michael.MichaelGreer’sProjectManagementWebsitehttp://www.michaelgreer.com/InspiredProjectTeamsBloghttp://www.inspiredprojectteams.com/
Haynes,MarionE.ProjectManagementfromIdeatoImplementation.MenloPark,CA:CrispPublications,2002.
Wong,Zachary.HumanFactorsinProjectManagement:Concepts,ToolsandTechniquesforInspiringTeamworkandMotivation.JohnWiley&Sons,Inc.,SanFrancisco,CA,2007.