1. PROJECT MANAGEMENT
FOR INSTRUCTIONAL
DESIGNERS
Presented by:
Kimberly McKee and Kimberly Klotz
University of Central Arkansas
Graduate School, ITEC Program

2. Kimberly Klotz
 Introduction information

3. Kimberly McKee
 Bachelor of Arts „11 (English, Writing, Journalism)
 Master of Science „13 (Instructional
Technology/Distance Education)
 17 years of technical writing experience for a
technology company
 Grant writing contractor
 48 hours of Project Management professional
development
 Employed in the Division of Outreach and
Community Engagement, University of Central
Arkansas

4. Project Management Institute (PMI)
http://www.pmi.org
“PMI is one of the world‟s largest not-for-profit
membership associations for the project management
profession, with more than 650,000 members and
credential holders in more than 185 countries.” ~ PMID
PMI Offers Two Certification Levels:
Project Management Professional (PMP)
Certified Associate in Project
Management (CAPM) – Entry Level
Certification

5. Project Management
Certification Requirements
1. Bachelor‟s degree
2. 3 years of Project Management
experience
3. 4500 hours of leading projects
4. 35 hours of Project Management
education
5. Pass the test
OR
1. High school degree
2. 5 years of Project Management
experience
3. 7500 hours of leading projects
4. 35 hours of Project Management
education
5. Pass the test
1. High school diploma or equivalent
2. 1500 hours of Project Management
experience
3. Pass the test
OR
1. High school diploma or equivalent
2. 23 hours of Project Management
instruction
3. Pass the test
Project Management
Professional (PMP)
Certified Associate
in Project Management (CAPM)

6. What is Project Management?
 The application of knowledge, skills,
tools and techniques to project
activities to meet the project
requirements. (PMI)
 To determine project success, we
must also include the client. (Meredith & Mantel)
Applying Project Management principles
increases the success of a project.

7. Project Management
Defined as Objectives
Cost
Schedule
Specifications
Expectations of the Client
Meredith & Mantel

8. What is a project?
 Developed to achieve the purposes and goals of an
organization, institution or business.
 Purpose and goals are defined by key stakeholders (those
who have a share or interest of an organization, institution or
business).
 Initiatives to increase organizational effectiveness or
efficiency (such as incorporating new technologies and
updating/improving processes).
 Major activities outside the normal work of an organization‟s
department or functional units or major activities that cross
functional boundaries.

9. Project Characteristics
 Temporary – defined beginning and end
 Create a product, service or result that is
unique

10. Who can manage a project?
 Outside contractors
 Internal group in a Project Management Office
(PMO)
 Internal team
 Instructional Designer

11. Key Skills of the Project
Manager
 Develops a plan to meet project goals
 Monitors plan to ensure project stays on track
 Energizes the team around the success of the
project
 Maintains organization
 Establishes priorities
 Communicates clear goals & expectations
A Project Manager is
goal directed and milestone
oriented!

12. Project Management
& ADDIE Instructional Design Model
 Training need
 Learner
 Setting
 Task and content
 Objectives
 Test development
 Sequencing
 Learning strategy
selection
Analyze Design

13. Project Management
& ADDIE Instructional Design Model
 Prepare materials
 Develop manuals
 Test prototype
 Roll out initiative
Develop Implement
Evaluate
 Measure learning outcomes throughout the
course
 Generate and analyze evaluation reports Cox

14. ADDIE: Analyze
Initiating Phase:
 Recognizes a project or the next phase of an
existing project
 Recognizes that resources should be committed
to the project
Project Management Activities:
 Conduct Needs Analysis
 Develop Project Charter
 Identify stakeholders

15. Step 1: Conduct Needs
Analysis
 Feasibility study to determine performance
gaps at the individual and business levels
 Presents alternatives and possible solutions
 Prepared by the designer, team, outside
agency
 Approved by the leadership

16. How to Conduct a Needs
Analysis
 Answers Who, What,
when, where, why, how
questions
 Locates the root cause of
the performance gap
 Compares what is
expected to what is
actually being achieved
 Understands the learner
(job experiences,
motivation, aptitude,
 Conduct a survey
 Walk thru current processes
 Talk to customers, if possible and
needed
 Review previous training efforts
 Review sales records and
customer feedback forums
 Conduct interviews
 Facilitate focus groups
 Facilitate workshop sessions
 Conduct group brainstorming
 Observations
 Prototype – working model to
obtain feedback before
proceeding with project
REPORT OVERVIEW HOW?

17. Needs Analysis Format
1. Job, task and content analysis constructed around
the learning objectives
2. Identification of the performance gap
3. Proposed training content
4. Benefit of the training
5. Evaluation measures linked to the learning
objectives
6. Time required
7. Expected performance measured against actual
performance

18. Step 2: Develop a Project
Charter
 Provides structure to the Project Plan
 Justifies the project
 Documents the need being addressed
 Includes a description of the project
 Documents proposed result of the project
 Includes input from key stakeholders
 Leadership responsible for obtaining sign-off
by the project sponsor (person financing the
project), senior management, key stakeholders

19. Project Charter Format
1. Purpose
2. Description of work
3. Business objectives
4. In-scope deliverables (what project includes)
5. Roles and responsibilities
6. Approvals
NOTE: The Project Charter Report does not include out-
of-scope deliverables. This includes: project success,
milestones, major known risks, assumptions,
constraints, external dependencies, summary budget
and types of vendor assistance.

20. Stakeholders
 Includes practitioners or groups of people with
specialized knowledge or skills in a particular
area
 Interests should be considered throughout the
project Document for each
Stakeholder:
 Role
 Department
 Interest
 Knowledge level
 Expectation
 Level of influence

21. ADDIE: Design
 Objectives specification
 Test design
 Sequencing
 Learning Strategy Selection

22. ADDIE: Design Phase
 Develop Project
Management Plan
 Collect requirements
 Define scope
 Create work
breakdown structure
 Define activities
 Sequence activities
 Estimate resources
 Estimate duration
 Develop schedule
 Estimate costs and
budget
 Develop Quality
Management Plan
 Develop Human
Resources Plan
 Develop Risk
Management Plan
 Develop Procurement
Plan
Project Management Activities

23. Step 3: Develop Design
Document
 Outlines the framework of the plan
 Provides high-level overview of the product
content and how it will be treated
 Enables key stakeholders to validate the
program‟s objectives, architecture, content and
concepts before development
 Select learning strategies (learning styles and
adult learning principles)

24. Design Document Format
(3-column report)
Product
information,
concepts and
criteria to be
covered in the
respective
modules
Learning
Objectives
Key Points
Content/Concept
 Describe what
the learner is
expected to
achieve when
performing the
task
 Task statement
 Conditions
under which the
task is
performed
 Standard to
describe how
well task must
be performed
Process and
Activity
 Summary of the types
of learning activities
that will be completed
in the respective
modules
 Instructions used to
measure learning
through the training
program including
criteria, review and
post-course follow-up
 Describe how
presentation and
application methods
are distributed
throughout the
learning program

25. Test Methods
 Assess if the
objective is
achieved during
training
 Test may be
performance or
nonperformance
(knowledge only)
 Administer at the end
of each sub-task
based on task
analysis
 Measure to determine
the extent to which
subtasks are learned
 Can be performance
or nonperformance
based
Criterion Review

26. Test Methods
 Activities performed
to ensure that on-the-
job performance
objectives are
achieved
 Success determined
based on the extent
learner‟s activities
during training mimic
performance required
on the job
Presentation:
 Lecture, discussion
demonstration
Application:
 Practice exercise,
simulation, peer
review, role play,
case study, game,
feedback
Instructional Methods Post Course Follow Up

27. Step 4: Develop Project Plan
 Overall approach used to plan and manage a project
 Consists of subsidiary plans that detail how specific areas of the
project will be addressed
 Documents cost, time, quality, risk, and resources to complete the
project
Input:
 Project charter
 Process outputs that will be used for the project
 Environmental factors outside the organization
 Specific information about what may influence success,
organizational policies, guidelines, procedures, plans, and/or
standards for conducting work
 Stakeholder input, if skills and knowledge warrant

28. Components of the Project Plan
 Project Scope Statement
 Work Breakdown Structure
 Schedule Management
 Project Resource Management
 Issues Management
 Change Management
 Quality Management
 Human Resource Management
 Procurement Management
40% of time allocated to complete the project should be spent in planning
Size and complexity of project determines the processes to be included

29. Project Scope Statement
 Documents initial planning efforts for the
project
 Used to reach agreement among managers,
stakeholders and teams before resources are
allocated

30. Project Scope Format
1. Project purpose and justification
2. Product description
3. Business objectives
4. Project description (Includes: deliverables
breakdown. Do not include: completion criteria,
external dependencies, assumptions, constraints.)
5. Project milestones and target dates
6. Project approach (describes the plans included,
scheduled meetings, scheduled status reports,
issues management, change management,
communications plan, procurement plan, resource
management)
7. Authorizations
8. Version history

31. Work Breakdown Structure
(WBS)
 Comprehensive review of the project scope
 Subdivides major project deliverables and project work into
smaller, more management components called work
packages
 The lowest level tasks should have durations between 2
and 22 days and effort should not take more than one
person more than one week to complete

32. Work Breakdown Structure (WBS)
Input:
 Project scope statement
 Organizational policies, guidelines, procedures, plans
and or standards for conducting work
 Activity Lists (outlines all the scheduled activities to be
performed for the project within the scope of work
description of each activity and identification code or
number)
 Activity Attributes (characteristics of the activities)
 Milestone Lists (major accomplishments that signal
completion of a major deliverable)
 Requirements documentation that describe the
connection between individual requirements and the
business need for the project

33. Work Breakdown Structure (WBS)
Output:
 WBS in deliverables
 WBS dictionary that includes details for work
attached to each component, milestones, person
responsible, etc.
Scope Baseline:
 Approved project scope statement
 WBS, and WBS dictionary
 Updates to project documents to track change
requests that result from the WBS

34. WBS Steps to
Define Project Deliverables
1. Define scheduled activities to complete
project
2. Define tasks for scheduled activities
3. Sequence activities and tasks
4. Identify related dependencies
5. Estimate resources needed/available
6. Estimate duration resources will be required
7. Define milestones and expected target dates
8. Document details for the WBS dictionary

35. WBS Sequencing Methods
Precedence Diagramming Method
 Finish-to-start (FS): predecessor activity must
finish before successor activity can start
 Start-to-finish (SF): predecessor activity must
start before the successor activity can finish
 Finish-to-finish (FF): predecessor activity must
finish before the successor activity finishes
 Start-to-finish (SS): predecessor activity must
start before the successor activity can start

36. WBS Sequencing Methods
Dependency Determination
 Mandatory dependencies: inherent to the nature
of the work being done
 Discretionary dependencies: established based
on best practices within a particular industry or
aspect of the project where an unusual sequence
is desired
Appling Leads and Lags
 Lags delay successor activities and require time
to be added to start or finish date. Leads speed up
successor activity and require time to be taken off
either start or finish date of scheduled activity.

37. Analyzing activity sequences, duration,
resource requirements and schedule
constraints to create the project schedule.
Approved schedule becomes the baseline
for the remainder of the project.
Project progress is monitored and tracked
against the baseline, which determines if
the project is on track.
Schedule Management

38. Input:
 Project scope statement
 Activity list
 Activity attributes (characteristics of activity, assumptions,
constraints)
 Diagram of project activities and dependencies
 Activity resource requirements
 Resource calendars
 Activity duration estimates
Output:
 Project schedule
 Schedule data
 Schedule baseline
 Project document updates
Schedule Management

39. Schedule Management
Scheduling Methods
 Schedule Network Analysis
Calculate early and late start dates, and early and late
finish dates for project activities.
 Critical-Path Method
Identifies tasks that must be completed on time for the
project to be completed by the end date. This data
keeps project on track.
 Schedule Compression
Using mathematical calculations to shorten the
schedule without changing the scope. Allows related
activities to be accomplished sooner than estimated.
 What-if Scenario Analysis
Series of what if questions to present activity
assumptions to determine project duration.

40. Schedule Management
Scheduling Methods
 Resource Leveling
Under-allocated resources can be assigned to
multiple tasks.
 Critical-Chain Method
Schedule high risk tasks early in project so
problems are identified and addressed as
soon as possible.
 Applying Leads and Lags
Start and finish dates are adjusted.
 Automated Scheduling Tools
Speeds up scheduling process based on data
input.

41. Cost Estimates
Cost of the resources needed to complete project
activities
Input:
 Scope statement
 Work breakdown structure
 Defined activities
 Sequenced activities
 Resource estimates
 Schedule
 Risks
Output:
 Cost baseline

42. Project Resource Management

43. Issues Management
A log to document the issue, the owner,
resolution and status.
Includes how issues will be:
 Tracked
 Assigned
 Prioritized
 Resolved
 Communicated

44. Change Management
Log to documents how requests for changes will
be managed, reviewed, and tracked.
 Will all change requests be reviewed to
determine possible alternatives and costs?
 Who will approve changes?

45. Quality Management
 Identifies the quality standards adopted for the
project
 Describes how the quality will be implemented
and managed
Input:
 Customer definition of quality
 Overview of schedule, cost, scope
 Quality assurance activities (testing, audits,
reviews)
 Measurements (within scope, budget, schedule)
Output:
 Quality Management Plan

46. Human Resource Management
 Process for organizing and managing the team
 Size of team influenced by duration of the project
 Input:
 Factors outside the project that influence project
success
 Organizational policies, guidelines, procedures,
plans and/or standards for conducting work
 Activity resource requirements
 Output:
 Human Resource Plan that documents roles,
responsibilities and reporting relationships

47. Communication Plan
 Processes required to ensure timely and appropriate
collection, retrieval and dissemination of project
information
 Ensures that stakeholder needs are met
Input:
 Factors outside the project with significant influence
 Organizational policies, guidelines, procedures, plans
and standards for conducting work
 Project Charter
 Procurement documents
Output:
 Communication Plan

48. Communication Plan Format
1. Project purpose
2. Business need
3. Communication principles
(ensure consistency in messages and tone in
communication)
4. Communication objectives
5. Target audience
6. Key messages (who, what, when, where, why, how)
7. Change implications (impact of the organizational
changes as a result of the project)
8. Challenges and opportunities (factors that help or
hinder – past situations, rumors, trust, etc.)
9. Sign off

49. Risk Management Plan
 Processes necessary to increase the probability and
impact of positive events and decrease probability and
impact of negative events
Input:
 Factors outside of the project that influence success
 Organizational policies, guidelines, procedures, plans
and/or standards for conducting work
 Scope statement
 Cost Management plan
 Schedule Management plan
 Communications Management plan
Output:
 Risk Management plan

50. Risk Management Plan
Template
1. Risk identification (based on discussions with key stakeholders)
2. Risk categorization
3. Risk probability and impact assessment
4. Risk prioritization
5. Risk response planning
6. Risk management strategy
7. Risk monitoring (build reviews into project schedule)
8. Risk control
9. Assumptions with significant impact on project risk
10. Roles and responsibilities unique to the risk function
11. Risk management milestones
12. Risk rating score technique
13. Risk thresholds (high, medium, low – based on impact and probability)
14. Risk communication
15. Risk tracking process
16. Sign off

51. 1 Risk identification (based on discussions with key stakeholders)

52. Procurement Management
 Process of documenting project purchasing decisions, specifying the
approach and identifying potential sellers.
 Identifies project needs that must be met by purchasing products, services
or results outside the organization
Input:
 Factors outside of the project that impact success
 Organizational policies, guidelines, plans and/or standards for conducting
work
 Scope baseline
 Requirements documentation
 Teaming agreements
 Risk information
 Activity-resource requirements
 Project schedule
 Activity cost estimates
 Cost baseline
Output:
 Procurement Management plan

53. Procurement Management Plan
Template
1. Procurement statement (products or services being
considered)
2. Estimate cost
3. Vendor selection (RFI/RFP/etc.)
4. Procurement definition (what items will be procured
under what conditions)
5. Selection process criteria
6. Procurement team with contact information and roles
7. Contract type and actions required to initiate
8. Standards for each contract
9. Vendor management (steps to ensure everything
received)
10. Sign off

54. ADDIE:
Development and Implementation
 Objectives specification
 Test design
 Sequencing
 Learning Strategy Selection

55. Communication Process

56. Reviewing Content

57. Validating Content

58. ADDIE:
Evaluate
 Direct and manage project execution
 Monitor and control project work, integrated
change control

59. Web 2.0 Tools for Project
Management

60. Overview of PM Reports Using
ADDIE
1. Needs Assessment
2. Project Charter
3. Project Design
1. Project Management
Plan
2. Scope Statement
3. Work Breakdown
Structure
4. Schedule
5. Quality Management
Plan
6. Human Resources
Plan
7. Risk Management Plan
8. Procurement Plan
Phase 1: Analyze Phase 2: Design

61. Overview of PM Reports Using
ADDIE
Phase 3: Develop Phase 4: Implement

62. Overview of PM Reports Using
ADDIE
Phase 5: Execute

64. References