Efficient Research Project Management It s all in Managing Change!

Transcription

1 Efficient Research Project Management It s all in Managing Change! Denise Turso M.Ed., M.S., CSEP Penn State Project Management Conference November 5, 2015

2 Content Definition Need Purpose Project Stakeholders Requirements, Baseline Change Management Scenarios Recommendations

3 Definition A research project in science, engineering, or education can benefit from using project management processes because of these traits. First-of-a-kind Advanced capabilities Often iterative in nature Multiple stakeholders

4 Need A large research study is both challenging and unpredictable. Researchers need to balance the expectations of the stakeholders while being cognizant of the unanticipated events that will emerge during the process of developing a project. Expectations Unanticipated Events

5 Purpose This presentation will provide a framework of change management with examples from engineering and social sciences. In addition, some recommendations will be put forth to operationalize effective change management.

6 Project Critical 1. Stakeholders are paramount throughout the lifecycle of the project. 2. Traceable Requirements throughout the project. 3. Baseline the requirements. 4. Processes should be tailored to effectively execute a project within the schedule and budget constraints. 5. Change management is essential throughout the projects life cycle.

7 Stakeholders Onset and throughout, integration with all stakeholders support achievement versus struggle through various elements such as Cost/Schedule Work/Effort Requirements

8 Requirements *A requirement is a condition or capability that is required to be present in a product, service, or result to satisfy a contract. *Adopted: PMBOK Guide, 2013, Fifth Edition, p. 8.

9 Baseline *Approved version of a product that can be changed only through a formal change control process. The goal is to protect the baseline by minimizing changes. Baseline *Adopted: PMBOK Guide, 2013, Fifth Edition, p. 8.

10 Change Management Change management, which should be active throughout a project s life cycle, may depend on unanticipated elements that may emerge and confound the success of the project. If not managed efficiently and effectively with due diligence from the beginning-to-end, then change management will consume all, if not most, available project resources.

11 Who manages change? Organizational Project Management Example Scope Change Planning Management Monitoring Success Projects Managers Design the Satellite Construct the Satellite Defined Objectives Scope progressive throughout the lifecycle Expect change and implement processes to keep change managed and controlled Detailed plans throughout the project Mange the program staff and project managers; vision and leadership Monitor the overall goals, schedules and budgets of the program Measured by the degree the program satisfies the needs and benefits that was undertaken Programs Managers Satellite system Large Scope and more significant benefits. Expect change from both inside and outside the program and are prepared to manage it Overall program plan that guides detailed planning Manage the project team to meet objectives Control the work, services or results Measured by quality, timeliness, budget and customer satisfaction *Adopted: PMBOK Guide, 2013, Fifth Edition, p. 8.

12 Why manage change? Managing Change is important because we cannot afford to: work informal changes (no fee), impact cost and schedule, risk our customer relationship, and create an unstable culture in a college/department/center.

13 Types of Change - Scope Change Increase in requirements that were not in the original baseline. - Growth Change The unit takes longer to do the work than anticipated. - Unfunded Change An idea as a result of conversations that may be used on future programs Impacts

14 Key: Manage Expectations Our proposal offer Customers Desires

15 Key: Communication While interacting with the customer: Listen and speak effectively. Early and often is key. Be responsive but don t commit to the customer. Record potential change and submit to the Change Manager Do not say no and do not say yes. Notify the Change Manager or refer the customer to the Change Manager. Do not antagonize the customer Is it Necessary Is it the Right Time?

16 Key: Team As a team, we must: Protect the program baseline Maximize cost opportunities Keep the program sold (potential new work) Manage customer expectations Avoid surprises Work Requirements, Not Ideas

17 Key: Ownership Every person on the team owns the process and is responsible to 1. Identify change An face-to-face, or phone exchange. 2. Manage communication Watch Out: Post /phone, the customer thinks a change is agreed upon and it is not. Paraphrase at the end of any interaction. 3. Document change/conversation - Post the potential change and share with the team. Everyone Owns Change

18 Scenario: Severity Scales Incident Severity Scales (clinical system) Description: Research-based social science content transferred to web-based scales & elearning products (module/videos) using educational research theories and cognitive multimedia learning principles. Customer: Department of Defense Implementation of the web-based scales & training to 2,000 clinicians across the services.

19 Change Happens For this project, there were not any major change issues. The partner collaborated closely with the project manager to define realistic requirements and a schedule. Change is Imminent. It is all how you manage it!!! Effective communication by the partner and project manager & then with the team was paramount. The partner understood the process of determining are we ready and able for change at this point.

20 Communication Change Process The Communication Flow provided structure that supported the interfaces between partners. Government B Severity Scales Communication Flow Government A Funder This also enabled the identification and development of additional and modified requirements. Clearinghouse for Military Family Readiness (Program Management) Penn State University University A

21 Requirements Requirements for the Systems; Scales, Training, Learning Management System, Implementation, Quality Assurance. Category ID# Requirements DMDC NYU Clearinghouse Requirement Justification Design TM1 The Training Module (TM) shall be SCORM rd edition complaint. X Content TM2 The TM shall be developed based on the content from NYU severity scales. X Design TM3 The TM shall be web-based. X Multimedia TM4 The TM shall include audio, video, and written presentations X Design TM5 The TM shall include vignettes of real cases to emphasize practical applications. X Design TM6 The TM shall be created based on an instructional design template using powerpoint. X Design TM7 The TM shall have the content incorporated into the instructional design template. X Audience TM8 The TM shall be developed for three audiences; 1) High Level Overview for Commanders, IDC members and FAC committees, 2) SSDT Points of Contacts to help them support the FAP Clinicians toward correct and uniform implementation of SSDT, and 3) FAP Clinicians, Clinical Supervisors, New Hires on "How" to use the scales with uniformity and fidelity.) Content TM9 The TM shall provide background on the severity scales X X Content TM10 The TM shall identify the common indicators of severity across types of maltreatment. X Scale S1 The Severity Scale Questionnaire shall be located on a web-based system X Scale S2 The Severity Scale Questionnaire shall be hosted on the DMDC server. X Scale S3 The Severity Scale Questionnaire shall be in compliance with DoD computer security X protocols Scale S4 The Severity Scale Questionnaire shall be accessible to all the Services. X Scale S5 The Severity Scale Questionnaire algorithm shall be decomposed by using Functional Flow Block Diagrams to show the logic of how to use the scale. X

22 Track Change Process Using the baseline of requirements as a guide, the below template was used to track changes. Minimal changes were due to a realistic schedule and communication flow which were both approved and adhered to by the partner. Change Management Tracking Source Change Request FROM TO Element Reason Funder 1-Mar-14 SSQ ISS Incident Severity ScaTo reflect a direct meaning to the title Researcher 14-Mar-14 Singular Plural On all products Plural because there change the word is a scale for each "Scales" to "Scale." type of incident Team Approval 10-Apr Apr-14

23 Status 1.0 Develop Severity Scales 1.1 Translate Functional Spec. (UniversityA) Complete 1.2 Architect Data Configuration (Clearinghouse) Complete 1.3 Program Severity Scale (Government B) Goal: Dec Develop Website (Government B) Goal: Jan Beta Test Severity Scale (Government B) Goal: Feb Coordinate Security Managers (Government B) In Progress 1.7 Produce Website Nav. Guide (Government B) Goal: Mar Publish Webpages (Government B) Goal: Mar Create Training 2.1 Design/Develop Online Training (Clearinghouse/ University A) In Progress Design/Develop Content Storyboards Overview, Clinician Supervisor (University A Goal: Nov. 13-Feb Design/Develop Online Training Overview, Clinician Supervisor (Clearinghouse) Goal: Jan-May Beta Test Online Training (Clearinghouse) Goal: Mar-Jun, Test Learning Management System (Clearinghouse/ Government B) Goal: Mar-Jun Publish Website Nav. Guide (Clearinghouse) Goal: Aug Publish Training Modules (Government B) Goal: Aug Severity Scale 3.0 Provide Learning Manage System 3.1 Develop Training Track System (Government B) 3.2 Produce Training Reports (Government B) 4.0 Develop Quality Assurance 4.1 Develop Metrics (Government B) 4.2 Design QA Reports (Government B) PARTNERS Clearinghouse for Military Family Readiness Government B University A 5.0 Provide Technical Assistance 5.1 Create TA Web Pages (Clearinghouse) In Progress 5.2 Produce Instructional Webinars (Clearinghouse) 5.3 Produce FAQ (Clearinghouse) 5.4 Host Support Telecons (Clearinghouse) 5.5 Track Severity Scale Discrepancies (Clearinghouse) Clearinghouse Government B University A This schedule represents the components of the project and highlights; what is to be accomplished, who is responsible, and milestone dates. need to know, Just in Time.

24 Recommendation The Project Manager facilitates a change from idea to formal acceptance. Defines the process, Gathers changes internally and externally, Analyzes data and determines cost, and Interfaces with the customer/team to manage the change.

25 Recommendation Change Checklist At the onset of a project and throughout, these questions should be considered to manage change for a research project. 1. What artifacts are to be produced? 2. Are there legacy artifacts? 3. How volatile is the schedule? 4. How well do the requirements capture the needs? 5. How is the project tracking risks? 6. Are there mature processes in place that can be tailored, if necessary? 7. Does the project have requirements that are easily traceable? 8. Is there configuration and data management systems to enable capturing baselines? 9. Is there a requirement management plan that address change management?

26 Avoid Chaos

27 Manage Chaos/Risk "The single biggest problem in communication is the illusion that it has taken place." George Bernard Shaw Solution: A single written instruction or verbal request might not convey the message in its entirety, supplement in writing or have a conversation to complete the communication..paraphrase.

28 References Toward a New Bridging: the Gap Between Program Management and Systems Engineering. (2011). Langley, M., Robitaille, S. and Thomas, J. PM Network. Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute, Incorporated.