A Round Table Discussion:

1. CAURA WEST 2009 A Round Table Discussion: Project Management in Research

2. Research Project Management from the Trenches Kelly Fox SSHRC MCRI Project Manager Intellectual Property Issues in Cultural Heritage Department of Archaeology, SFU Project Director: George Nicholas (SFU) Co-developers: Kelly Bannister (University of Victoria) Julie Hollowell (DePauw University) Research Grant Facilitator: Beverly Neufeld, Faculty of Arts and Social Sciences, SFU

3. The Project Life Cycle • Conceiving and defining the project • Planning • Implementing (while Monitoring & Controlling) • Completing and evaluating

4. Four Phases of Project Management I III Determine objectives Monitor performance Select strategy Take corrective action Provide feedback Negotiate formaterials/services II Resolve differences Write specifications Develop schedule IV Develop budget Deliver output Wrap up admin details Evaluate the experience Marion E. Haynes. 2002. Project Management: practical tools for success. Boston: Thompson Learning.

5. Work Breakdown Structure (WBS) Christmas Fruit Cake Turkey Food Gifts Decorations Baked Goods Vegetables Exterior Lights Interior Decorations Sweater for Sally Tree Laptop for Dad Watch for Fred Dog Toy for Cassie Gifts in Presentation State

6. Holiday Preparation Gantt Chart Weeks: 4 5 6 7 8 1 2 3 55% Complete 1 Food 60% Complete 1.1 Prepare Fruit Cake 50% Complete 1.2 Prepare Turkey 1.3 Prepare Baked Goods 100% Complete 1.4 Prepare Vegetables 0% Complete 75% Complete 2 Gifts 1.1 Knit Sweater for Sally 1.2 Purchase Laptop for Dad 70% Complete 1.3 Purchase Watch for Fred 50% Complete 1.4 Purchase Dog Toy for Cassie 0% Complete 1.5 Wrap Gifts 0% Complete 0% Complete Today

7. Gifts PERT Chart F D 30 C G 60 10 50 A B 40 20 E A – Knit Sweater B – Wrap Gifts C – Purchase Dog Toy D – Purchase Watch E – Purchase Laptop F, G, H - Float H Which Events are Milestones?

8. I tended to blame individuals in bureaucracies for problems when I should have had a better grasp of the culture of institutions. Harrison, Barbra. 2001. Designing Collaborative Programs. In Collaborative Programs in Indigenous Communities, from Fieldwork to Practice. pp. 79-102. AltaMira Press, Walnut Creek.

9. A Variety of Approaches • There are a number of approaches to managing project activities, including Critical Path (time constrained), Critical Chain (resource constrained), and Agile (process view of human collaboration: less documentation more face to face interaction). • For all approaches, overall project objectives, timelines, and costs must be mapped, and the roles and responsibilities of all participants and stakeholders must be defined.

10. Fitting the Approach to the Project or Sub-project • Approaches lie on a continuum from "adaptive" to "predictive”. • The Agile approach is on the "adaptive" side of the continuum. • Adaptive methods focus on adapting quickly to changing realities. • An adaptive team changes with the changing needs of a project. • Fits well with Critical Theory and its Discourse of Possibility. • The Predictive Approach has difficulty changing direction.

11. Communication • Common language: shared terms

13. Key Parameters • Quality • Time • Cost

14. Defining the Project • Gather background data, analyse, and discuss • Write a project definition • Set outcome(s) • List needs and wants • Generate alternative strategies (brainstorm) • Evaluate alternatives • Choose a course of action

15. Planning the Project • Planning Quality • Work Breakdown Structure (WBS) • From WBS, determine specifications for each step • WBS can also assist with planning time and cost

16. Planning the Project • Planning Time • Duration of each step • Earliest time step can be initiated • Latest time step can be initiated

17. Time Estimate Ƭe=Ƭo +4Ƭɱ + Ƭpfigure out a clearer way 6 σ = Ƭp – Ƭo 6 Ƭɱmost probable time Ƭooptimistic time (1% finished in this time) Ƭppessimistic time (99 % finished in this time) Ƭecalculated time estimate 68.26% in one σ; 95.44% in two σ; 99. 73% in 3 σ

18. Planning Cost • Experience • Ask people with experience • Tri-Agency Financial Administrative Guide • Considerations • Inflation • Currency exchange • Price increases by suppliers (particularly if monopoly)

19. Implementation • Controlling the work in progress • Providing feedback • Negotiating for materials, supplies & services • Resolving differences

20. Controlling Work in Progress • Establishing standards • Monitoring performance • Taking corrective action

21. Establishing Standards • Control Point Identification Charts • Project Control Charts • Milestone Charts • Budget Control Charts

22. Monitoring Performance • Inspection • Interim progress reviews • Listener • Contributor • Integrator • leader • Testing • auditing

23. Taking Corrective Action • If falling behind • Renegotiate • Recover during later steps • Narrow scope • Deploy more resources • Accept substitution • Seek alternative resources • Accept partial delivery • Offer incentives • Demand compliance

24. Taking Corrective Action • Providing feedback intentions actions results feedback

25. Negotiation • Prepare • Minimize perceptual differences • Listen • Take notes • Be creative • Help the other party • Make good trade-offs • Be quick to apologize • Avoid ultimatums • Set realistic deadlines

26. Resolving differences • Demanding • my way: high assertiveness, low cooperation • Problem solving • our way: high assertiveness, high cooperation • Bargaining • our way: moderate assertiveness, moderate cooperation • Giving in • your way: low assertiveness, high cooperation

27. Common Sources of Differences • Allocation of human resources • Use of equipment and facilities • Costs • Technical opinions • Administrative procedures • Responsibilities • Scheduling • Priorities

28. Completion and Evaluation