The Project ManagerUnauthoritative

Authority vs. Influence

You don’t need authority to influence others, and being granted authority does not guarantee influence.

Ask any parent.

The capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself.

The power or right to give orders, make decisions, and enforce obedience.

12

Influence or Authority?PM

Influence Maps are visual models showing the interests of different groups and the people who influence a project or decision the most.

Managers have different interests than employees and customers influence organizations differently than vendors.

"influence Maps" "project management"

Relationships

Responsibility

ReportingStakeholders

ObjectivesRisk

Change

Quality

Deliverables

Value

ScopeInfluence

Customers

Alignment

Needs

Communication

ROI

What’s in your pocket?

Skills & Kills

Life Cycle

Instructional Design• Analysis• Design• Development• Implementation• Evaluation

Life Cycles

Instructional Design• Analysis• Design• Development• Implementation• Evaluation

Project Management• Initiation• Planning• Execution• Monitor and Control• Close

Lifecycle Process

ID PM

Products

Instructional Design• Course Objectives• Sequential Outlines• Curriculum Maps• Learning Interactions• Multi Media Content• Assessments• Feedback

Project Management• Project Charter• Project Plan• Communication Plan• Work Breakdown Structure• Forecasts• Status Reports• Post Mortem

Learn Do

Lifecycle ProcessGuiding Products

Individuals Teams

ID PM

Consumers

Instructional Design• Students• Employees• Learners

Project Management• Stakeholders• Managers• Executives

Learn Do

Lifecycle ProcessGuiding Products

Individuals Teams

Consumers w/Less Control

Consumers w/More Control

ID PM

Responsibility!PM

Authority

Instructional Designer• Environment• Content• Pace

Project Manager• • •

???

Learn Do

Lifecycle ProcessGuiding Products

Individuals Teams

Consumers w/Less Control

Consumers w/More Control

Authority Over Consumers

No Authority Over Consumers

ID PM

Influence

Instructional Designer• Learning

Project Manager• Scope• Quality• Schedule• Cost

???

Learn Do

Lifecycle ProcessGuiding Products

Individuals Teams

Consumers w/Less Control

Consumers w/More Control

Authority Over Consumers

No Authority Over Consumers

Influence Over End Users

Influence Over Project Team

ID PM

Responsibility

Instructional Designer• Your Work

Project Manager• Your Work• The Scope• Quality• The Schedule• Project Cost• Value Delivery ?

??{The Project

Learn Do

Lifecycle ProcessGuiding Products

Individuals Teams

Consumers w/Less Control

Consumers w/More Control

Authority Over Consumers

No Authority Over Consumers

Influence Over End Users

Influence Over Project Team

Responsibility

ID PM

What’s in your pocket?

Kills• Process Oriented• Skilled Planner• Attention to Detail• Ability to Influence

Skills• Over Dependence on Control• Individual vs. Team Decisions• Failure to Take Responsibility

Takeaways• Save the use of authority, if you have any, for very special

occasions. • Sharpen your influencing skills to get things done.• Create an environment where individuals and teams want to

succeed (culture and engagement). • Create an environment where individuals have a

path to success.• Provide individuals the tools to succeed.

The Project ManagerInstructional

Designer Turned

PMI Talent TriangleTM • Leadership Skills• Technical Project Management• Strategic and Business Management

Initiate Plan Execute Close

Monitor and Control

Process Groups

ID to PM?• Assessment of the overall curriculum requirements.• Analysis of the background knowledge and instructional needs of

learners.

• Defining the overall course objectives.• Determining the sequential order in which objectives will be

addressed.

• Build the Course(s)

• Performing evaluations of the course (formative and summative).

Initiation

Planning

Executing

Closing

Con

trolli

ng a

nd M

onito

ring

ID to PM!• Assessment of the overall curriculum requirements.• Analysis of the background knowledge and

instructional needs of learners.• Defining the overall course objectives.• Determining the sequential order in which

objectives will be addressed.• Build the Course(s)• Performing evaluations of the course (formative and

summative).

Executing

Project Initiation• Develop Project Charter• Identify Stakeholders• Project Kick-Off

On Your Mark

Get Set

Go!

Project Charter

• Project Overview• Scope Statement• Planned Timeline• Team Members with

Roles • Project Sponsor • Major Stakeholders

For the purpose of creating a shared and consistent vision of the project.

Planning• Develop Project Plan

• Collect Requirements• Define Scope

• Create Work Breakdown Structure• Define Activities• Sequence Activities• Estimate Durations• Estimate Resources

The Plan• Develop Project Plan

• Collect Requirements• Define Scope

• Create Work Breakdown Structure• Define Activities• Sequence Activities• Estimate Durations• Estimate Resources

Product acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions

Progressive Elaboration

The WBS• Create Work Breakdown Structure

• Define Activities• Sequence Activities• Estimate Durations• Estimate Resources

Each level of the WBS hierarchy represents

a more detailed description of

the project work.

Project

Planning

Requirements Definition

Requirements Meeting

Define Segments

Define Audiences

Define Objectives

Content Planning

List Course Materials

Create Course Outline

Review Materials

Production

Development

Task 2.1.1

Task 2.1.2

Task 2.1.3

Task 2.1.4

Assembly

Task 2.2.1

Task 2.2.2

Task 2.2.3

Testing

Task 2.3.1

Task 2.3.2

Deployment

Packaging

Task 3.1.1

Task 3.1.2

Task 3.1.3

Distributing

Task 3.2.1

Task 3.2.2

Dig Deeper What will we build? Who will we need? How long will they need? Where should they start? Define Activities Sequence Activities Estimate Durations Estimate Resources

Active Some Prior KnowledgeA work breakdown structure is a key project deliverable that organizes the team's work into manageable chunks.

The Project Management Body of Knowledge defines the work breakdown structure as:

“A deliverable oriented hierarchical decomposition of the work to be executed by the project team.”

Hire Videographer

Collaborate with Subject Matter Experts (SMEs)

Shoot Video Develop Clips

Create Content and Learning Experience Lessons

Determine Objectives

Design and Create Assessments

Release Date

Lead Time

Slack

Assemble Course

MilestonesCritical

Path

Estimation

a = the best-case estimatem = the most likely estimateb = the worst-case estimate

E = (a + 4m + b) / 6SD = (b − a) / 6

Three Point Estimation or

PERT

Planning Poker

The PMBOK5th

• 5 Process Groups• 10 Knowledge Areas• 47 Processes

• Inputs• 158 Tools & Techniques• Outputs

Process GroupsInitiation

Planning

Execution

Monitoring and

Controlling

Closing

Knowledge AreasIntegration

ScopeTimeCost

QualityHR

CommunicationRisk

ProcurementStakeholders

Processes (47)Develop Project Charter

Identify Stakeholders

Develop Project

Management Plan

Plan Scope Management

Collect Requirements

Define Scope

Stakeholder ManagementStakeholder Management includes the processes required to identify people, groups or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project and to develop appropriate management strategies for effectivity engaging stakeholders in project decisions and execution.

Stakeholder Tools Power & Interest Grid

Stakeholder Scorecard

• Low Power• High

Interest

• Low Power• Low Interest

• High Power

• High Interest

• High Power• Low Interest

Keep Satisfied

Manage Closely

Keep InformedMonitor

Stakeholder ManagementIn an age where everything and everyone is linked through networks of glass and air, no one - no business, organization, government agency, country - is an island. We need to do right by all our stakeholders, and that's how you create value…

-Don Tapscott

Quality and Value

Fast

CheapGood

Scope

Cost

Quality

Schedule

Acceptance CriteriaAcceptance Criteria are the conditions that a development product must satisfy to be accepted by a user, customer, or the consuming system.

Define Done

Communication PlanExecutive Sponsors

College / School

Leadership

ODEE Leadership

Cohorts

Marketing & Communication

Project Manager

Technical Manager

Technical Team

External Stakeholders

Project Reporting

Planning & Scheduling

Dissemination

User Stories

Scheduling, Facilitating & Communicating

RequirementsGathering

UI Branding

Contracts & Purchasing

Formal Content

Monitoring and Controlling Time

Quality

CostScope

Change

TRANSPARENCYWITH

Closing• Collect and Archive Documents• Lessons Learned – Retrospective• Capture Intellectual Capital• Celebrate!

Lesson’s Learned

• What are your initial reactions?

• What went well? • What did not go well?• Do you feel the

project met its objectives?

• Do you feel the project delivered the proposed value?

• What resources were missing?

• Who should we thank?

Takeaways• You have a lot of skills in your pocket. Learn the technical

skills of project management and add them!

• The ID cycle is a micro cycle within the project life cycle. • Begin with the end in mind, then do the forward pass.

• Study your team and stakeholders.• Practice servant leadership and remove impediments. • Celebrate successes.