Project Management process principles for the Instructional Designer

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

2. Kimberly Klotz
(kklotz@uca.edu)
 Bachelor of Arts ‘06 (Art, Journalism)
 Master of Science ‘13 (Instructional
Technology/Distance Education)
 7 years of design/marketing experience in
higher education
 48 hours of Project Management professional
development
 Employed in the Division of Outreach and
Community Engagement, University of Central
Arkansas

3. Kimberly McKee
(kmckee@uca.edu)
 Bachelor of Arts (English, Writing, Journalism)
 Master of Science ‘13 (Instructional
Technology/Distance Education Emphasis)
 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.
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.

8. What is a project?
 Developed to achieve the purposes and goals of an
organization, institution or business
 Purpose and goals are defined by stakeholders
 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. Core Competencies
of the Project Manager

12. 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 and expectations
A Project Manager is
goal directed and milestone
oriented!

13. Project Management and ADDIE Instructional Design Model

15. Project Management:
Initiate
ADDIE: Analyze
 Recognizes a project or the next phase of an
existing project
 Recognizes that resources should be committed
to the project
Activities:
1. Conduct Needs Analysis
2. Develop Project Charter
3. Identify and Document Stakeholders

16. Step 1: 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 leadership

17. Conducting 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 achieved
 Understand 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
WHY? HOW?

18. Needs Analysis Format
Use this format to develop a Needs Analysis Report.
1. Training requested
2. Job, tasks, duties to be performed
3. Expected performance
4. Data collection method
5. Actual performance
6. Cause of performance gap
7. Cost estimate of training
8. Benefit of training
9. Training proposal
10. Management support recommendations (feedback, measurement)
11. Narrative

19. Step 2: 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 stakeholders
 Leadership responsible for obtaining sign-off
by the project sponsor (person financing the
project), senior management, stakeholders

20. Project Charter Format
Use this format to develop a Project Charter.
1. Purpose
2. Description of Work
3. Objectives
4. In-scope deliverables (what the project includes)
Out-of-scope deliverables (what the project does not include)
5. Roles and responsibilities
6. Milestones
7. Major known risks
8. Assumptions and Constraints
9. Constraints
10. External dependencies
11. Summary of budget
12. Vendors

21. Stakeholders
 Includes practitioners or groups of people with
specialized knowledge or skills in a particular
area
 Interests should be considered throughout the
project

22. Stakeholder Log
Format
Use this format to develop a Stakeholder Log.
1. Name
2. Role on Project
3. Department
4. Interest
5. Knowledge level
6. Expectation
7. Level of influence on the project

24. Project Management: Plan
ADDIE: Design
 40% of time allocated to complete the project
should be spent in planning
 Size and complexity of project determines the
processes to be included
Activities:
1. Instructional Design Document
2. Project Management Plan
3. Components of Project Management Plan
4. Project Scope Statement
5. Work Breakdown Structure (WBS)

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

26. Instructional Design Document
Format
Use this format to develop an Instructional Design Document.
Learning Objectives
1. Describe what the learner is expected to achieve when performing the
task
2. Task statement
3. Conditions under which the task is performed
Key Points – Content and Concept
1. Product information, concepts and criteria to be covered in each module
Process and Activity
1. Summary of the types of learning activities that will be completed in the
respective modules
2. Describe how presentation and application methods are distributed
throughout the learning program

27. Step 4: Project Management
Plan
 Overall approach used to plan and manage a project
 Consists of subsidiary plans that detail how specific areas of the
project will be managed
 Documents cost, time, quality, risk, and resources to complete the
project
Input:
 Project charter
 Instructional design document
 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
Output:
 Project Management Plan

28. Project Management Plan
Components
 Project Scope Statement
 Cost and Budget
 Work Breakdown Structure (WBS)
 Schedule Management
 Issues Management
 Change Management
 Quality Management
 Human Resource Management
 Procurement Management
 Risk Management
 Communications Plan

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 Statement
Format
Use this format to develop a Project Scope Statement.
1. Purpose and justification
2. Product description
3. Objectives
4. Project description (Includes: deliverables breakdown. Do not
include: completion criteria, external dependencies, assumptions,
constraints.)
5. 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. Approvals
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.

34. WBS Steps
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. Cost and Budget
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

38. Schedule Management
 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

39. 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

40. 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.

41. 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.

42. Schedule Management Plan
Format
Use this format to develop a Schedule Management Plan.
1. Task
2. Responsible
3. Estimated duration to complete
4. Start date
5. Finish date
6. Delays
7. Reason for delay
8. Action steps

43. Issues Management
 A log to document the issue, the owner,
resolution and status
Use this format to develop an Issues Management Log.
1. How issues are tracked
2. How issues are assigned
3. How issues are prioritized
4. How issues are resolved
5. How issues are communicated

44. Change Management
Deviations from the project management plan
Use this format to develop a Change Management Process Log.
1. How a change request will be managed
2. How a change request will be reviewed
3. How a change request will be tracked
4. How a change request will be resolved
4. What are possible alternatives and cost
5. Sign off

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. Quality Management Plan
Format
Use this format to develop a Quality Management Plan.
1. Organization’s quality policy
2. How the customer defines quality
3. Deliverables - acceptable criteria and standards
4. Steps to ensure that quality is part of the product
4. Measurements
5. Scheduled audits
6. Sign off

47. 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

48. Human Resource
Management Plan Format
Use this format to develop a Human Resources Management Plan.
1. Roles
2. Responsibilities
3. Reporting relationships

49. 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

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

51. 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

52. Risk Management Plan
Format
Use this format to develop a Risk Management Plan.
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

53. Risk Management Plan
Format
Risk Management Plan - Continued
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

54. 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

55. Communication Plan Format
Use this format to develop a Communication Plan.
1. Purpose
2. Need
3. Communication Principles
(ensure consistency and tone in messages and communication
efforts)
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 such as past situations, rumors, trust,
etc.)
9. Sign off

57. ADDIE: Develop and Implement
Project Management: Execute
 Design document is moved to
development
 Communication is key to the success of
the project
Activities:
1. Preview instructional product
2. Validate instructional product
3. Deliver instructional product

58. Communication
Barriers
 Perceptions
(How individuals make sense of information)
 Beliefs
(True/false or probable/improbable)
 Attitudes
(Positive/negative responses)
 Values
(Good/bad or preferred/rejected)
 Noise
(Internal/external disruption to the communication
process)

59. Communication Elements
 Create a positive environment
 Know your audience
 Project credibility
 Listen
 Awareness of verbal and nonverbal
 Response to feedback

60. Communication Resources
The communication methods chosen should be driven by the needs of
the project.
 Email
 Text Message
 Video conferencing and chat services, like Skype
 Blogs and wikis (WordPress)
 Calendar sharing (Google Docs)
 Postal and shipping services
 Desktop software tools
 Microsoft Office or Open Office Suite
 Visual design and mockup software
 Project management software (Microsoft Project or OpenProject)
 Online project management software (Wrike, TeamBox, ManyMoons)

61. Validating Product
Content
 Was learning content relevant to the tasks to
be performed?
Process
 Did the presentation method help you learn
the content?
Materials
 Were the manuals, job aids, etc., adequate,
useful and applicable?

63. ADDIE: Evaluate
Project Management: Close
 Ensure that your customer is content with the
project deliverables
 Obtain sign off by customer that project is
complete
 Hold a “lessons learned” meeting with project
team and appropriate stakeholders
 Celebrate success

64. Final Project Report Format
Use this format to develop a Final Project Report.
1. Compare project outputs to project objectives
1. Identify what went right or wrong
2. Document weaknesses and strengths
3. Include original project plan
4. Include meeting minutes
5. Include project journals
6. Obtain customer feedback
7. All project documents for archives
8. Accounting documentation
9. Sign off

65. References
Cox, D. (2009). Project management for instructional. designers: a
practical guide. Bloomington, Indiana: iUniverse
Wiley, D. Project management for instructional designers. Brigham
Young University: Creative Commons license. Retrieved from
http://pm4id.org/(2013).
A guide to the project management body of knowledge. (4th ed.).
project management institute.
Swaim, T. (2013). Project management fundamentals. Ed To Go,
Retrieved from
http://www.ed2go.com/CourseDetails.aspx?tab=detail&course=pmf
Swaim, T. (2013). Pmp certification prep 1. Ed To Go, Retrieved
from
http://www.ed2go.com/CourseDetails.aspx?tab=detail&course=ppf