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Managing our project goals: how do we get there from here?

Managing our project goals: how do we get there from here?. S.E. (Susie) Kennedy, Registrar | University of Lethbridge Email: Susie.Kennedy@uleth.ca. Lethbridge, Alberta.

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Managing our project goals: how do we get there from here?

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  1. Managing our project goals: how do we get there from here? S.E. (Susie) Kennedy,Registrar | University of Lethbridge Email: Susie.Kennedy@uleth.ca

  2. Lethbridge, Alberta A city of approximately 95,000 residents, Lethbridge is located in southern Alberta and is a short distance from the Rocky Mountains, Calgary and the U.S. border.

  3. University of Lethbridge • a comprehensive and research-intensive university • founded on the principles of liberal education • more than 150 undergraduate and 60 graduate programs in six faculties and schools: Arts & Science, Education, Fine Arts, Health Sciences, Management and Graduate Studies • more than 8,500 students from around the world

  4. ULethbridge at a glance … • Approximately 75% of Lethbridge campus students re-locate to attend the U of L • The entering average for new high school students is around 79% • We are home to 550 international students from 94 countries • With approximately 1,200 employees, the U of L is one of Lethbridge’s largest employers • Annual provincial economic impact: $1.2 billion

  5. University of Lethbridge • Spanning 500 acres, our Lethbridge campus, known for its signature Arthur Erickson Building, University Hall, is nestled in the southern Alberta coulees and overlooks the Oldman River.

  6. The Destination Project We will soon be home to a new science and academic building – which will advance research and learning opportunities for generations to come, and will shape the future of the University of Lethbridge and southern Alberta.

  7. Fiat Lux Our motto Fiat Lux, which means let there be light, refers to the illumination that comes from research and learning.

  8. A simple agenda: • Activity • Project Management

  9. Project • A project is a temporary endeavor, having a defined beginning and end • What are some of the projects you are working on in your office?

  10. Review the objective of the activity then, • Follow the instructions provided

  11. Activity Objective: To build the • tallest, • freestanding structure possible using the set of tinker toys.

  12. Instruction #1 Congregate into teams

  13. Instruction #2 Your team will receive tinker toys which you are allowed to dump on the floor but not allowed to touch. 5 minutes

  14. Instruction #3 Your team will be allowed to touch and plan your building but do not put anything together! 3 minutes

  15. Instruction #4 Build the tallest, freestanding structure possible. Build for 1 minute.

  16. After building is finished . . .

  17. Activity Objectives • To build the tallest, freestanding structure possible using the tin of tinker toys. • What were the results? Let’s measure! • What did it take to get people to hear the instructions?

  18. What were the results? Did you focus on the objective?

  19. Resources TIME: • Was an initial plan based on the times allotted? • In hind-sight, wasn’t it important to know how much time you would have to build? • Did anyone ask? • Did anyone time the building process to advise the group how things were going?

  20. A badly planned project will take three times longer than expected – a well planned project only twice as long as expected.

  21. Resources PEOPLE: • What skills did individuals bring to the team? • Who had previous experience with tinker toys? • Did anyone take on the role of manager? • Was everyone involved? • Did you involve everyone?

  22. Resources MATERIAL: • Did you use all of the materials provided? • Again, was everyone familiar with the materials?

  23. More resources ? • What if your team had: • More people? • More material? • More time? • More experience?

  24. Scope / Objectives • Did your team expand the scope? • What if the project had: • A bigger scope? • Less clear/simple objectives?

  25. Other issues Did you assume any constraints? What is not on paper has not been said. What you don’t know hurts you.

  26. Other issues Plan vs Build The more you plan the luckier you get.

  27. Planning and managing the project • When the elephant (project due date) is way out on the horizon, the project looks: • Small • Manageable • Workable • Not worthy of much concern

  28. As the elephant (project due date) draws closer, the elephant appears: • Huge! • Overwhelming! • Beyond our capabilities!

  29. Planning and managing the project • We need to manage our elephants!

  30. Eat your elephant … ONE BITE AT A TIME

  31. Other issues Competition Vs Co-operation Working with IT

  32. Concluding thoughts . . . What are the expectations of the project? Scope – Is it clear? Is it finite? What are the risks to scope? What are the specific objectives/deliverables? Time – How much time do you have? How much time will it take? (Double or triple your estimate) Money – What are the constraints? People – Is there experience in your team? Are they cooperative or competitive? Do you have enough people? Too many people?

  33. Thank you for your participation. • Questions? • Contact: • Susie.Kennedy@uLeth.ca

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